Definition Of SME In China

Definition Of SME In China Abstract Chapter 1 Introduction 1.1 Background A large number of Small and Medium sized Enterprises (SMEs) came out in 1980s as China has been moving from a centrally planned system towards a market-oriented economy. State-owned enterprises (SOEs) have been involved in the economic reforms. Until the end of 2004, major SOEs rapidly change into small and medium non-SOEs. At the same time, many SMEs sprouted as the implementation of non-SOE promotion policy. Nowadays, Chinese SMEs have increasingly contributed to Chinas economic growth. As recorded until 2007, there are 42,291 medium-sized enterprises and 2,327,969 small enterprises which represent 1.78 percent and 98 percent respectively of the total number of enterprises operating in China. The output value of SMEs contributed at least 60 percent of gross domestic product (GDP) as well as generating more than 82 percent of employment opportunities in China. Since SMEs growth rapidly and pay the critical roles in Chinas economic, in order to improve SMEs performance, the governmen t has provided various ways to support SMEs such as introduced promotion law in 2003, issued a document State Council on Encouraging, Supporting and Guiding the Development of Private and Other Non-Public Owned Economies in 2005 and published the SMEs growth project in 2006. Despite the external support, the internal factor such as human resource management (HRM) has been evolving dramatically in recent years. The Chinese labor market is characterized by a vast pool of poorly qualified personnel, more than 15 per cent of the populations are illiterate and many university graduates lack marketable skills. The shortage of top-class professionals and managers is acute, especially in areas such as accounting, HRM and marketing. Aggravating such shortages is the concentration of professionals in the major coastal cities of Beijing, Shanghai and Guangzhou (Verburg, 1996). Human Resource Management in China as new as its market economy, with its traditional personnel administrative system undergoing a period of profound change. Besides, HRM in China are different from those in other countries because of different political, economic systems and social and cultural backgrounds. Therefore, HRM in China faces several problems. First, Chinese enterprises in general do not have a systematic approach to HRM that is consistent with their enterprise business strategy. Second, despite the oversupply of labor, many employees are experiencing recruitment and retention problems. Third, there is a lack of an effective system which links long-term motivation and performance with reward. Forth, there is a lack of coherence and continuity in enterprise training. The growth of human capital is obviously lagging behind that of enterprise profit (Pawan, 2004). Hence, this study aims to find out what are the problems about HRM in Chinese SMEs, what are the roles of HRM in SMEs, how is the role of HRM affect employee performance, and extent where this employee performance affect organization performance. 1.1.1 Definition of SME in China With the SME Promotion Law of China effect in 2003, the new definition of SME came out as well. The new guidelines base on the number of employees, revenue and total assets of enterprises. The SME definition in China is quiet complex. Such as the specific criteria about the total assets of enterprises in industrial sector, including mining, manufacturing, electric power, gas, water production and supply and construction. However, in the industries like transportation, wholesale and retail business, and hotels and restaurants, there is no assets requirement. Guidelines for the industrial sector requires SMEs to employ a maximum 2,000 people, and to have an annual revenue not exceeding RMB300 million. Their total assets should not exceed RMB 400 million. Medium-sized enterprises should employ a minimum of 300 people. Their annual revenue and total assets should not exceeding RMB30 million and 40 million respectively. The rest are classified as small enterprises (Details see EXHIBIT 1-1 ). Consequently, an SME in China may be quite large relative to SMEs in other countries. Therefore, this paper mainly focuses on small enterprises (SEs), including the problems of SE, the survey of SEs, and the recommendations about human resource perspective for SEs. EXHIBIT 1-1 The definition of SME in China 1.1.2 Challenges to Chinese SMEs During the twenty-first century, businesses became more than slim; some became anorexic. Cost cutting achieved impressive short-term results. According to some studies, about 50 per cent of the company cost is the employee salary pay. Therefore, in order to cut operation cost, companies start to cut employee salary. Consequently, cutting the pay for the employee caused employee dissatisfaction and left. In China, the serious problem which the organization faces is the shortage of skilled staff to carry out maintenance and repairs or lack of trained employee. Likewise, one of the significant difficulties of SME is the cost of doing business in industrial areas and host towns are high; physical infrastructure is poor; and operational costs are high. 1.2 Research objectives In general, small firms pay less attention to human resource management than their larger counterparts do (Barron et al., 1987; Hornsby and Kuratko, 1990). The available empirical information on HRM within SMEs suggests that smaller firms make less use of high performance HRM practices than larger organizations do (Barron et al., 1987; Homsby and Kuratko, 1990). This is in line with the finding that small organizations are in general more likely to operate in an informal and flexible manner than larger firms are. For instance, Koch and McGrath (1996) find that, normally, firm size is positively related with the incidence of HRM planning and formal training, and with the level of overall HRM sophistication. Westhead and Storey (1997, 1999) find that both managers and employees are less likely to get formal training in a small firm. In a study by Jackson et al., (1989), smaller companies are found to have less formalized performance appraisals, less likelihood of bonuses based on compa ny productivity and less training than larger companies do. Aldrich and Langton (1997) find that larger companies have more formalized recruitment practices. However, firm size is not the only factor in predicting HRM practices. A large heterogeneity exists in the type and formalization of HRM practices found among smaller firms. Thus, this study aims to find out the problems of HRM within Chinese SMEs, to increase our understanding of HRM practices in SMEs and seek out what are the roles of HRM in SMEs. What is more, the impact of HRM practice will be also considered, via the chain of better HRM, better outcomes, to better firm performance, and then to better and more sustainable economic performance in the national economy. As well as what are the challenges for HRM in Chinses SMEs. 1.3 Problem statement The importance of HRM has received much attention in recent years. Some researchers approved that the practive of HRM might lead to better HRM outcomes that can enhance firm performance (Beer, Spector, Lawerence, Mills and Walton 1984; Fombrun, Tichy and Devanna 1984; Guest 1987; 1997; Schuler 1988; 1997). As well as suggest by Boselie et al.,(2001) and Guest (1997), increase usage of high performance HRM practices is generally associated with improved firm performance. Moreover, as MeEvoy (1984) already suggested, HRM practices may be an important cause of small-firm success or failure. However, there has different view of HRM. Some argued that there is a weak link between HRM and performance (Lee and Chee 1996; MacDeffie 1995; Purchell 1995; Dunphy and Stace 1992; Wong et al. 1997). In the recent Chinese economy, what are roles of HRM may contribute to better behavioral outcomes, and thus lead to better enterprise performance? Therefore, this study addressed the following research questions: RQ1: What are the roles of HRM in Chinese SMEs? RQ2: Do the roles of HRM enhance employee performance? If so, which role is the most important? RQ3: To what extent the employee performance affect the organizational performance? RQ4: What are the challenges to HRM in Chinese SMEs? The basic hypothesis is that the roles of HRM improve employee satisfaction. Further, positive employee satisfaction is positively correlated to employee performance. Consequently, positive employee performance is positively correlated to organizational performance.The Structural Equation Model as bellow: Organizational performance Employee performance Employee satisfaction The role of HRM H1: The role of HRM improve employee satisfaction H2: Positive employee satisfaction is positively correlated to employee performance H3: Positive employee performance is positively correlated to organizational performance 1.4 Research motivation How to manage an organizations workforce is a fundamental aspect of each organization, irrespective of its size. Enterprises are faced with the task of recruiting and retaining a suitable workforce. This is not only a challenge for large enterprises, but also for small and medium-sized enterprises. The increasing attention on HRM in SMEs is a comparatively recent phenomenon. HR- researchers have largely ignored the SMEs, even though smaller companies could be fruitful subjects for empirical investigation because their numbers, the growth-rates and not least diversity in the qualitative aspects of management practices. Traditionally, HRM is not being seen as important as other departments like marketing, accounting, operation. There are two reasons for the lack of interest for the HRM in SMEs. Firstly, the managers and/or owners of the SMEs, often ignored personnel, or HR issues like training and development, performance management, employee counseling etc. It seems that the mangers have the view that HRM is unresponsive or not tailorised enough to their needs, and it is considered too costly and activity to carry for a small organization. The lack of appropriateness, expectation of the activities being too bureaucratic, time consuming and the lack of clarity concerning direct effects etc., has resulted in very limited attention to the approach and the techniques associated with it among management (often without any background knowledge on personnel and HR). Earlier studies indicate even traditional personnel activities are rather seldom used in SMEs. Accordingly, with the growth of SMEs in China, and SMEs have increasingly contributed to Chinas economic growth, we need to pay attention to the SMEs performance, or we can say pay attention to HRM in SMEs. As HRM issue always been ignored, especially in SMEs, the researcher attend to do this research to explore the problems regarding HRM within SMEs and the roles of HRM in SMEs as well as the challenges for HRM in Chinese SMEs. 1.5 Scope of research Based on regional distribution (see EXHIBIT 1-2), 68.58 percent of SMEs are located in the east of China, 20.14 percent in the middle of China, 11.28 percent in the west of China. Small enterprises in the top five provinces make up 48.4 percent of all small enterprises. These provinces are all located in the eastern area of China which is Jiangsu, Zhengjiang, Guandong, Shanghai, and Shandong with 11.6 percent, 11 percent, 10.4 percent, 9.9 percent, 8.9 percent, and 7.6 percent of all SEs, respectively. EXHIBIT 1-2 Distribution of registered types of small enterprises (see EXHIBIT 1-3) is as follows: domestic enterprises in mainland China make up 96.1 percent of the total; HK-, Macao- and Taiwan-based enterprises, 2 percent; and foreign enterprises, 1.9 percent. Meanwhile, private enterprises comprise 66.1 percent of all SEs. EXHIBIT 1-3 Chapter 2 Literature review 2.1 Human Resource Management overview (à ¦Ã‚ ¦Ã¢â‚¬Å¡Ãƒ ¥Ã¢â‚¬  Ã‚ µ) HRM is about the management of an organizations workforce. Managing a workforce first of all requires the presence of a workforce, which calls for activities in the fields of recruitment, selection, appraisal and compensation. Next, the workforce must be organized. Tasks and responsibilities must be determined and communicated. To ensure that employees possess required knowledge and skills, training and development activities can be carried out. Such activities may influence the working climate within the organization, and thus employee commitment and job satisfaction. Organizations may also employ activities that directly aim to improve commitment and satisfaction, either because job satisfaction is a goal in itself, or because it is believed to have a positive impact on organizational performance. 2.1.1 Roles of Human Resource Management In the past few years, roles of HR professionals were viewed in terms of transition from operational to strategic, qualitative to quantitative, policing to partnering, short-term to long-term, administrative to consultative, functionally oriented to business oriented, internally focused to externally and customer-focused, reactive to proactive, activity-focused to solutions-focused. However, these transitions are too simplistic. In fact, the roles of HR professionals are in reality, multiple and not single. In order to create value and deliver results, HR professionals must begin not by focusing on the activities or work of HR but by defining the deliverables of that work. Therefore, Dave, (1997) came out the framework of four key roles of HR professional (See EXHIBIT 2-1). The two axes represent the HR professionals focus and activities. Focus ranges from long-term/strategic to short-term/operational. HR professionals must learn to be both strategic and operational, focusing on the long term and short term. Activities rang from managing process (HR tools and systems) to managing people. These two axes delineate four principal HR roles which are: (1) Management of strategic human resources; (2) Management of firm infrastructure; (3) Management of the employee contribution; and (4) management of transformation and change. In other words, the roles of HR professional are strategic partner; administrative expert; employee champion and change agent. Table 2-1 summarizes the deliverables, metaphor and activities the HR professional must perform to fulfill the role. EXHIBIT 2-1 HR Roles in Building a Competitive Organization Table 2-1 Definition of HR roles Management of Strategic Human Resources This role focuses on aligning HR strategies and practices with business strategy which requires that the HR professional works as a strategic partner, helping to ensure the success of business strategies. Translating business strategic into HR practices so that the business can adapt to change, better meet customer demands and achieve financial performance through its more effective execution of strategy. Management of Firm Infrastructure Management an organizational infrastructure is a traditional HR role. This role requires HR professionals design and deliver efficient HR processes for staffing, training, appraising, rewarding, promoting and managing the flow of employees. HR professionals must ensure that these organizational processes are designed and delivered efficiently. Management of Employee Contribution This role indicates that HR professionals involve in the day-to-day problems, concerns and needs of employees. As employee champions, HR professionals need to understand employees needs and ensure that those needs are met, overall employee contribution goes up. Therefore, HR professionals should be active and aggressive in developing human resource, linking employee contributions to the organizations success. Management of Transformation and Change The final role of HR professional is to management transformation and change. Transformation entails fundamental cultural change within the firm. Change refers to the ability of an organization to improve the design and implementation of initiatives and to reduce cycle time in all organizational activities. HR professionals help to indentify and implement processes for change. Ulrich, in conjunction with Brockbank, reformulated the 1997 model in 2005, listing the following roles: Employee advocate focuses on the need of todays employees through listening understanding and empathizing. Human capital developer in the role of managing and developing human capital (individuals and teams), focuses on preparing employees to be successful in the future. Functional expert concerned with HR practices that are central to HR value, acting with insight on the basis of the body of knowledge they process. Some are delivered through administrative efficiency (such as technology or process design), and others through policies, menus and interventions. Necessary to distinguish between the foundation HR practices recruitment, learning and development, rewards, etc and the emerging HR practices such as communications, work process and organization design, and executive leadership development. Strategic partner consists of multiple dimensions: business expert, change agent, strategic HR planner, knowledge manager and consultant, combining them to align HR systems to help accomplish the organizations vision and mission, helping managers to get things done, and disseminating learning across the organization. Leader leading the HR function, collaborating with other functions and providing leadership to them, setting and enhancing the standards for strategic thinking and ensuring corporate governance. 2.1.2 Strategy Human Resource Management There is a growing awareness of the importance of human resources as well as strategy HRM. An integral component of organizing and staffing is SHR, which is becoming more widely recognized as critical to developing and implementing considered responses to profit pressures (Kawalek and wastall, 2005; Lam and Schaunbroeck, 1998; Murphy and Zandvakili, 2005). As a result, .Much attention has been given to SHR in recent years (Ericksen and Dyer, 2005; Martin-Alcazar, Romero-Fernandez, and Sanchez-Gardey, 2005; Richard and Johnson, 2004). Strategy HRM is an approach to making decisions on the intentions and plans of the organization in the shape of the policies, programmes and practices concerning the employment relationship, resourcing, learning and development, performance management, reward, and employee relations. According to Hendary and Pettigrew (1986), strategic HRM has four meanings: 1. The use of planning; 2. A coherent approach to the design and management of personnel systems based on an employment policy and manpower strategy and often underpinned by a philosophy; 3. Matching HRM activities and policies to some explicit business strategy; 4. Seeing the people of the organization as a strategic resource for the achievement of competitive advantage. SHR is concerned with the contributions HR strategies make to organizational effectiveness, and how these contributions are accomplished (Ericksen and Dyer, 2005) and involves designing and implementing a set of internally consistent policies and practices to ensure that an ganizations human capital contributes to overall business objectives (Baird and Heshoulam, 1988; Huselid, Jackson, and Schuler, 1997; Jackson and Schuler, 1995; Richard and Johnson, 2004; Schuler and Jackson, 1987). The idea that HR management systems can play a significant role in creating success for organizations is not new. Porter (1985), for example, argued that HR management practices can help organizations gain competitive advantage by lowering costs, increasing sources of product and service differentiation, or some combination of the two. 2.1.3 Strategy Human resource vs Traditional Human Resource Strategic HR differs from traditional HR in a number of ways: 1. In a traditional approach to HR, the main responsibility for people management programs rests with staff specialists in the corporate HR division. A strategic approach places the responsibility for managing people with the individuals most in contact with them, their respective line managers. 2. Traditional HR focuses its activities on employee relations, ensuring that employees are motivated and productive and that the organization is in compliance with all necessary employment laws. Strategic HR focus to partnerships with internal and external. 3. Transitioning From HR to SHR Although HR has made great strides in becoming more strategic, it has yet to fully achieve an established role as a strategic business partner. SHR expands the traditional role of I i R from bureaucratic to strategic (Leonard, 2002). Due to the tremendous differences between traditional HR perspectives and SHR, it is not shocking that few organizations are successful in transitioning to SHR (Fisher, Schoenfeldt, and Shaw, 2003). For HR to become a strategic business partner, a complete change in mind-set is needed. Table 1 provides a discussion of the key issues or aspects of HR management and examines differences between what is required for traditional and strategic HR. Fundamental Mind-set Lepak and Snell (1998) report that a survey of 1,050 companies indicated that HR professionals devote less than one-third of their time to SHR activities. Instead, their time is spent on traditional activities. (Fisher, Schoenfeldt, and Shaw, 2003; Creen, 2002). In short, the basic mind-set of traditional HR is very transactional in nature-strict focus on these basic activities does not bode well for perceiving HR as strategic. The most frequently cited barriers limiting HR departments to more effectively contribute to their organizations bottom line were HRs strong focus on administration and the inability to directly measure HRs impact on the bottom line (Fegiey, 2006). This may contribute to a perception that HR merely plays an operational role and is not an important strategic partner. Therefore, SHR requires a different mind-set, one that focuses on organizational transformations, as well as transactions. SHR can play a more consultative role in organizations in which HR profess ionals help organizations achieve goals within the larger organizations HR system (Creen, 2002). Additionally, SHR can be more involved in transformations using change management techniques instead of strictly focusing on the transactional activities. SHR can fulfill an important role in change management by helping upper management understand the fear of change and the negative reactions to it, as well as ameliorate anxiety and prepare the work force for change. It appears that some HR professionals recognize this need (cf., Harvey and Dentà ³n, 1999), but it is uncertain if HR is currently prepared to take on such roles. View of Organization Some contend that HR professionals suffer from a lack of vision when it comes to the big picture of the organization {Leonard, 1998). HR management tends to hold a micro view of the organization and HR managers are viewed as somewhat insular, focusing solely on their HR departments and on day to-day operations. In fact, many HR professionals see the HR function as a separate entity and are not involved in finding business solutions{Caudron, 2002). For example, HR planning often takes place separately from the overall strategic planning process and only at set intervals (e.g., annually). Additionally, HR planning is often used as a means of convincing top management to allocate sufficient resources for HR rather than to enhance the organizational performance process (Lam and Schaubroeck, 1998). Although HR planning is important in its own right, even the most sophisticated HR planning processes are ineffective unless done in concert with the organizations overall planning process (Dav id, 2005; Lam and Schaubroeck, 1998). HR should develop a broad and far-reaching vision and understanding of where the organization is headed and how it can help steer the organization in that direction (Leonard, 1998). The importance of the need for a fit between HR strategy and the overall business strategy cannot be over emphasized. HR needs to focus on recruitment alignment, selection, compensation, discipline, training, reward and recognition processes, and leadership development with the strategy and goals of the overall organization. HR must understand the business and make a business case for its decisions, programs, and practices to receive full acceptance at the planning table. Education and Training Another area where HR needs enhancement to become more strategic is in its formal education and training (Meilich, 2005). First, many HR practitioners do not have formal training or education in HR management. Recently, the Society for Human Resource Management surveyed members concerning the strategic nature of HR. Surprisingly, only 35 percent of the respondents indicated that their highest level of education completed involved a concentration in HR (Fegley, 2006). Additionally, many HR professionals do not have business degrees, often reflecting inadequate knowledge of business principles and practices. The survey revealed that only 20 percent of the respondents indicated that their highest degree completed was a B.B.A. or MBA (Fegley, 2006). Consequently, many HR professionals may not have adequate understanding of business concepts that are critical for acceptance as a strategic partner. HR has the potential to positively affea numerous important business activities but HR profe ssionals need to strengthen their knowledge of HR practices and regulations as well as financial knowledge, especially in the areas of business finance, financial planning, and accounting, to do so. While a change concerning HR education and training is needed, traditional HR education should not be abandoned. Rather, its important to develop business-related capabilities to complement the technical HR capabilities that HR professionals already possess. Critical Skills Another potential barrier to strategic HR management is the basic skill set or competencies that traditional HR professionals possess. Like lawyers, HR professionals are trained to be orderly, keep accurate employment records, complete documentation, and protect organizations from litigation (Green, 2002). Although such skills are necessary, many HR professionals mistakenly see this as their only job. Senior managers need HR professionals to serve as problem solvers, conflict managers, coaches, and liaisons with considerable organizational savvy (Green, 2002). HR practitioners must re-examine their existing skills and competencies to meet these new challenges. IIR professionals may look to develop additional skill sets such as critical thinking, strategic planning, project management, organizational analysis, consulting, and change management (Hayton, Cohen, Hume, Kaufman, and Taylor, 2005). This is quite a shift from what is traditionally expected, but it is essential for HR profess ionals who are working to become strategic partners. View of Employees Traditionally, HR views employees as heads or costs to the organization. With traditional HR serving mostly an administrative function, this attitude is somewhat understandable. However, this view is certainly not strategic in nature, and surely will become even more problematic as the United States experiences the labor shortages that are forecasted. The tight labor market of the present and future will make recruiting and retention top priorities in most organizations (Leonard, 1998). Hnder these conditions, the margin for error is small and the costs associated with selecting the wrong employees or losing the right ones is exacerbated. Therefore, it is critical to view employees as extremely valuable sources of produaivity and innovation. Timeframe As previously discussed, traditional HR professionals focus more closely on the transactional aspeas of their jobs. Most of these transaaional functions fulfill immediate needs of the organization and have a near-term deadline. As a result, most traditional HR practitioners are somewhat short-term in their focus. In contrast, SHR requires a long-term focus encompassing both the immediate and future needs of the organization. SHR must anticipate where the company is going to be in five to six years and help organizations understand the impact of changing demographics and expectations of the work force (Leonard, 1998). Process/Outcome Orientation when it comes to the bottom line, many believe HR has generally been out to lunch (Leonard, 1998). Some HR professionals seem more concerned with processes than with results. While issues concerning processes (e.g., employee participation, fairness, due process) are important, IIR must place more emphasis on results and work to understand how internal decisions and actions affect the bottom line. To accomplish this effectively, HR needs to measure the effects of its systems and processes, and demonstrate their impact on the bottom tine to gain equal status in the strategic planning process. Currently, fewer than half of HR departments have an established method to measure the effectiveness of their strategies (Fegley, 2006). Through measurement, HR can help demonstrate its value to the organization while tracking how well the organization is implementing various policies, systems, and initiatives, and ensuring that the desired behaviors and processes support the organizations strateg ic goals (Pfeffer, 1995). Risk HR professionals are typically risk averse, tending to err on the side of caution as they comply with the myriad laws and regulations. HR is often seen as the entity that stops companies from doing the right things (Caudron, 1997) rather than helping companies achieve their goals and objectives. One can argue that extreme caution may be appropriate in some circumstances; however. traditional HR can generalize this approach across its functions. More risk taking is required in todays business environment. Organizations must now respond to change faster and with greater risk while operating in an unpredictable internal and external environment (Briggs and Keogh, 1999). HR practitioners should display a willingness to try new things to meet the challenges of todays global marketplace (Leonard, 2002). Response to Change HR should accept some blame for the stumbling blocks experienced in working to achieve equal status as a strategic business partner. Chief among these problems is the HR professions resistance to change (Leonard, 2002). As a group, HR practitioners have been slow to respond to changes in their jobs and in the business environment. Perhaps the most critical or damaging instance is the slow acceptance of technology. Originally, numerous HR professionals viewed technology as something that would eliminate many of their jobs, rather than enhance their roles and responsibilities. Purthermore, some were reluctant to give up their paper-based processes (Leonard, 2002). This reluctance to accept technology damages the professions image and makes HR slower to react to workplace changes, To become more strategic, HR must accept and respond to changes in the business environment. In addition to ensuring their own viability, HR professionals should show more responsiveness to change in the futur e. HR Systems and Practices Perhaps to simplify and standardize their policies and practices, traditional HR often prefers a one-size fits-a

Legal, Ethical, and Risk Management †You Decide Essay

I would like to begin by giving you a summarized scenario of assignment this week. My role in this scenario is an Event Leader for a tradeshow and exhibition. At the day of the event, I was standing by the loading dock with sweat dripping down my eye brow. As dozens of trucks and other vehicles line up for what seems like miles in the distance. As the sun continued to beat down on the loading dock, the union representatives begin to exchange words with me about who has had the jurisdiction of work. Finally, I glanced at my watch and realized that the loads-in for the event was running two hours behind schedule, thus incurring thousands of dollars in overtime charges. And this was only the beginning of trials for the trade show. Once the doors to the exhibition opened, hundreds of buyers streamed in and promptly clogged the aisles on one side of the exhibit floor. For nearly four hours, buyers virtually ignored exhibitors on the other side of the exhibit floor. A few minutes after the exhibition began. Several exhibitors complained to me that the other exhibitors were playing loud music and stepping into the aisles to bring more people into their booths. The legal counsel for the exhibition center John Reed He reminded the exhibit manager that it is illegal for an exhibitor to play music without permission from the American Society of Composers, Authors, and Publishers or Broadcast Music, Inc. Fred Meyers, the union representative of the exhibit hall, was having some heated words about the jurisdiction of work with me. Then I notice that I was running two hours behind getting the exhibit materials into the exhibit hall. Sam Smith, the Exhibition Manager, is getting concerned about the problems developing with loud music in some exhibitor’s booths, the labor jurisdiction of work for the union, the issue of overcrowding, and the activities conducted in the booths. He requested that I give him a report so these issues would be solved before the next trade show which will begin following week. And these are the following objectives that I have to comply with his request as a report for me to submit. What should be included in the exhibitor’s policies, procedures, and practices and regulations? * Eligibility – Each exhibiting company must submit an application and contract for exhibit space or application for other options such as table tops displays, demo and safety plan. If accepted this will become a binding agreement and highlights that our company has the right to deny access to any individual or organization it deems to inconsistent with the goals of the event and its members, rights to reject application that is incomplete and incompliance to requirements, completing the application and reserving booth space proves that exhibitors agree to all rules and regulation of the event and any decisions of the event organizers will be acceptable , and further , that said exhibitor will bound by such decision’s. Eligibility is conditions that an applicant or exhibitors must fulfill. * Indemnity – is a legal philosophy upon which the concept of most insurance policies rests. It’s a protection from loss and damage claims filed by another person. For example, an event goer may have injured themselves from a slip and fall and the exhibitors must have an indemnity insurance to compensate visitors. And for the exhibitors indemnify and hold harmless all organizers of the event , its officers, directors and employees, including volunteers , and members from all liability to any person or persons for or by reason of any condition, defect operation of any apparatus, equipment, or fixtures furnished by the exhibitor in connection with his /her agents, servants or employees. This is to cover the exhibitors to help the visitors and event staffs to get restored to original state and helps the holder from suffering financial loss due to law suit. Exhibitors Insurance – May seems like a minor issue, but the organizers, venues and promoters take it very seriously. A simple trip and fall caused by exhibitors actions and if this policy is not in place can cost the organizers, venues and promoters a lot of money. All exhibitors must have Insurance are part of eligibility to exhibit for the event. * Security – We will not guarantee exhibitors against, nor shall it be responsible for, exhibitor’s materials loss or damage of any kind. All security that was provided by the event organizer is intended primarily for crowd control and credential verification. Exhibitors must provide their own security personnel. * Booth Selections – this should be first come first serve, a rank number are assigned after dues are fully paid. Booth structure and decor guidelines – All aisles, passageways, overhead spaces, public meeting rooms, and other meeting facilities are controlled by event organizers. And exhibitors must adhere to the following. 1) No obstructive booth design is permitted, end cap Booths are not permitted and exhibitors may not sublet, assign or share any part of the space allocated. 2) Banners spanning the public aisle way are prohibited. 3) Displays, furniture’s, etc.  In public aisle ways is prohibited. If the exhibit hall is not carpeted, it is the exhibitor’s responsibility to carpet their booth. 4) Multi story exhibits must receive proper approval from the convention center and / or appropriate local government agency. 5) The maximum height of any island or peninsula booth structure or hanging signs is 20†. 6) No live animals are permitted on the show floor, apart from authorized service animals. 7) No helium balloons are permitted or any high flammable materials on the show floor without approval from the event organizers and proof of contingency plan for safety and precaution. ) No automobiles or any type of vehicles are permitted on the show floor. 9) No offensive or inappropriate signs or decorations permitted. 10) Exhibitors must solicit only at the vicinity of their booth. Any space not partially occupied at least 30 minutes prior opening. Will be forfeited by the exhibitor and can be used by the event organizers in any manner, without refund, unless arrangements for delayed occupancy have been previously approved by the event organizer. All booths must be ready for the show by the walk through inspections. The exhibitor agrees to maintain decorum in and around his exhibit space that will not offend or disturb other exhibitors. Exhibitors must police their own booths to be sure the noise levels from demonstrations or sound system is kept to a minimum and does not interfere with others. Demonstration areas must be organized within the exhibitor’s space so as to not interfere with any traffic in the aisle, and sampling or demonstration tables must be placed a minimum of 2 feet from the aisle line so as to prevent accidental injury to spectators. Should the spectators interfere with the normal traffic flow in aisle ways, or overflow into neighboring exhibits, the presentation will be limited or eliminated. Booths must be staffed at all times the exhibit hall is open. How do you design the exhibit floor to avoid crowding, gridlock, and other crowd control issues? In the initial planning stages for major crowd events a number of considerations that we should addressed in advance. * Does the site have adequate access and staging area for large numbers of emergency vehicles in a major incident? Is access to, and road network within, adequate, or would emergency responders have to walk significant distances to the principal spectator areas? * Once on site, is there sufficient room for staging or maneuvering, to permit repositioning or redeployment of emergency vehicles as directed by the incident? * Due to the nature of road access would early arriving vehicles be prevented from leaving by gridlock produced by subsequently arrivin g equipment? * Is the location served by an access road or street which could be closed to the public and used only? If so, what and where will be the de tour plan? * Do we have enough parking for all spectators? Is event staff in place to guide spectators where to park , and stop others when parking lot is full and give directions where else can park their vehicles. Are there nearby areas for overflow parking? Are shuttle busses desirable, feasible, or necessary? * Does the location allow for adequate crowd regulation, e. g. existing regiment seating areas, flow barriers, ect.? * Are spectator overflow areas available to prevent crush, should spectator turnout significantly exceeds expectations? Is the surrounding road network able to handle the anticipated spectator vehicular traffic? * If the parking lot is full, will the road network allow continued vehicle flow thus preventing gridlock? Using a swot analysis will also help prevent crowding, gridlock and other crowd control issues. What do you do if an exhibitor violates regulations? * A violation to the regulations of an event will result in c ancellation of exhibit space during the event without refund. The event organizer reserves the right to impose limitation on noise levels and any other methods of operation which becomes objectionable. An immediate removal of all persons and goods. The exhibitor shall pay all expenses and damages that may incur through the enforcement of this rule. How do you communicate effectively with union workers? * Approach managing all employees the same way, whether they’re represented by a union or not because effective management applies to both: being honest, communicating, well and often, listening to and resolving issues as they arise, recognizing and rewarding good performance, and creating an environment of trust and respect and that’s you would treat everyone as employee’s, vendors, and unions. Union workers mean well in their actions and they are there to help. The best practice is to work with them as though they are an extra eyes and ears for you – like a partner helping to manage as we all would. Utilized effectively, they can be helpful ally to you. When opportunity arises, resolve dispute quickly and fairly. Formal grievance procedures are standard in most union contracts, but they’re there only if you are unable to resolve the problem or disagreement. Speak to the people in your organization who can help you, like supervisor or human resources, then work openly with your shop steward’s and your employees. Know what you want because you will have to put it in writing. They value contracts and this replaces hand books and they are â€Å"hard and fast† rules that govern your relationship with these employees. Review your nonunion policy and make sure they are similar ensure fairness. Key is to be fair. What are some creative solutions to ensure that buyers visit underutilized areas of the exhibit area? Ahead of time before the event starts, use the power of the media to attract attention to your company’s display at the show. This section provides the strategies, tool and tips you need to create successful press releases and press kits. Try to conduct some press conferences as well to orient spectators of what are the exiting things to expect and once the event starts , spectators will come to your booth even it is located far, far away or back behind everyone else, spectators will come and see you for the specific things that they need. I strongly believe that an effective public relations effort begins before the show, continues at the show and pays big dividends for your company if you keep it up after the show. Sales are not only a job it’s a relationship committed to do better for your company and all it takes in your part is your sincere friendship. You can start by sending e-mail blast to every prospect that you have and arrange appointments; just make sure you set your appointments not to close to each other and may clash cause problems. Have visual effects of your product on the show, customer’s loves pictures, better yet a presentation that explains your product. Don’t settle with just free key chains and pamphlet’s because you can give them out all day long but what is important is they know what you are selling and understand the value of what’s in it for them. And to keep them lingering around you booth, I would suggest to be creative on obstacles of marketing, like preventing distraction to your prospect. Prospects on events usually come with family with kids; having toys or an amusement area for them and this will relieve the adults to focus on what you are selling. Do roulette games and door prizes that usually work in my personal experiences. Refreshments and cookies never fails, they probably come to your booth first before anything else. And lastly , after the event is over ; make sure all your leads receive a follow up with requested information, asking them how was the event, and any suggestions, and what did you like most and the least using personal phone calls, direct mail, faxes or e-mails to respond back to you . and this will help also to retain contacts and invite them back for another successful event like how you did in the past and specially improved. Happy Selling!

The War Against Schizophrenia Essay Samples

The War Against Schizophrenia Essay Samples How to Find Schizophrenia Essay Samples on the Web There are five distinct varieties of Schizophrenia. It has a pattern of unique and predictable symptoms. It is one of the most common serious psychiatric illnesses in the United States. It is seen differently amongst people of different cultures. It's also important to emphasize the simple fact that schizophrenia isn't similar to multiple personality disorder or split personality disorder. Don't forget that schizophrenia is a chronic disorder that's the reason it requires constant and continuous therapy. It's possible to take care of schizophrenia. Hebephrenic schizophrenia is made of huge psychological disorganization. There's more to them than the symptoms they're comprised of. Other people improve but have recurrences like social adversity, strain and isolation. Some patients recover spontaneously because of their specific traits like resilience. Recent patients who suffer from schizophrenia show no indicators of violence regardless of the renowned misconceptions. The individual might repeatedly swing her or his arms or laugh and cry when it's uncalled for. For instance, an ill person gets apathetic, to put it differently, lacks emotions. At exactly the same time that it's as if' they are an individual with an identity, even if it isn't experienced as such. Much like mental health in general, somebody who has schizophrenia is more inclined to be an abuse victim as opposed to the abuser. People with this kind of schizophrenia always demonstrate some resistance to movement. Numerous varieties of paper are readily available. It can't result from a brain defect like schizophrenia (a bicyc le never becomes a jet plane when some pieces are broken!) The individual may be in danger of harming themselves. In schizophrenia it's important to realize complete cooperation with the doctor, educate schizophrenic patient to deal with the very first signs of the disease, stressing the value of adherence. Several factors can help contribute the evolution of the disorder. Other tests could be performed to be able to rule out illnesses having the exact signs. The very first thing you're going to learn about schizophrenia once you get down to the researching process is it is a brain disorder. There is an assortment of medications and treatments a schizophrenic can endure as a way to help them maintain the standard way of life. Environmentally, the danger of developing the disorder may start ahead of birth if for instance an individual's mother had some infections while pregnant with the individual. It is common for someone to show flat affect, which means they show little if any emotional reaction. Drugs affect a number of systems within the body so in that sense, a drug that targets one particular system could possibly affect different systems too. Marijuana smoke has hundreds of chemicals. If you run from a rough background full of trauma, you might be more prone to psychosis, and cannabis could be the thing that tips the balance towards schizophrenia. Schizophrenia isn't a niche topic. Moreover, novel research tools are used in an effort to better understand the reasons for the mental disorder. In the post, recent studies have established the significance of taking into consideration temporal emotion class. According to the writer, the degree of keeping the emotional state in controlling the upcoming behavior for people afflicted by schizophrenia hasn't been explored well and further investigations needs to be run on the exact same. Nevertheless, not one of the reviews which were presented by different health experts has been shown to be comprehensive enough in regard to clinical emotion studies. Thus, the physicians will need to test to the limit the mind-set of the individual. In respect to the emotional comebacks, lots of authors have addressed the issue in regard to the impact of schizophrenia.

The Mistakes That Managers May Do That Negatively Affect...

Eight Mistakes that Managers May Do That Negatively Affect Employees’ Ethical Decisions in the Workplace Perhaps you are interested in opening up your own accounting firm while having some employees to ease the burden for your business. Unless you are a sole proprietorship, if you obtain a management position, then you will have to manage employees. Employees are fundamental in representing the organization as well as performing services for the organization. However, the more employees you may have to manage, the more employees may potentially act unethically. Here are eight mistakes that managers may do that negatively affect employees’ behavior in the workplace. 1. Not acting ethically yourself. Behavior in the workplace flows down from†¦show more content†¦Whilst management should be able to openly communicate with employees regarding the aforementioned information, employees should also be able to openly communicate with their manager and sometimes their upper-level management of their important concerns towards the organization. According to David Hassell, â€Å"a culture of open communication where employees are encouraged to share their ideas and concerns, both positive and negative, gives employees the sense that they are valued .† If employees feel that they are valued within the organization, then they would be able to discuss some topics such as ethical dilemmas with their manager. Some employees may come across ethical dilemmas while performing their duties for the organization, and the employee is not sure what to do. The employee should be able to talk and discuss with his or her manager in regards to his or her situation. The employee and the man ager may have opposing views and solutions regarding his or her situation, and they may enter into a discussion regarding the topic. If the employee has a strong resolve that he or she is correct and does not agree with his or her supervisor’s point of view, then the employee should be able to then discuss with the manager’s manager and so forth. 4. Setting up unreasonable deadlines for assignments. Production is key when it comes toShow MoreRelatedEthical Behavior in Management and Business1881 Words   |  8 PagesEthical Behavior in Management and Business Ethics is the term we give to our concern for good behavior. Its human nature to not only is concerned with our own personal well being, but also that of others and of human society as a whole. Basically, treat others how you would like to be treated. Business ethics is very similar to normal every day ethics. 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