Four seasons hotels inc hr practices

Four seasons hotels inc hr practices The assignment is based on a case study that revolves around Four Seasons and their culture in relation to employment. The purpose of this assignment is to basically answer five questions that are specific to understanding the culture of Four Seasons and the influence of HRM on the organisation. Like any case there are issues that the company needs to deal with and the writer tries to identify these issues by explaining what caused the issue to occur. The assignment also recognizes several key factors that the HRM of the companies have to deal with and at the same time identifying how important is the HRM to the Four Seasons and what kind of influence it has on the employment strategy. The writer identifies several options and recommendations to solving the issues and also explains the purpose of choosing the option at the same time illustrating the affect each of the options would have on the organisation and the various stakeholders. The writer has incorporated various models and matrices to the various sections in order to facilitate in the explanation of the topics. Company and its position in the hospitality industry Isadore Sharp (Sharp) with the help of his brother-in-law, Eddie Creed (Creed) and his friend Murray Koffler (Koffler) founded the Four Seasons with an investment of less than a $ million. The first property was a motel, Four Seasons Motor Hotel in 1961 in downtown, Toronto. This was a 125 roomed motel, with upscale atmosphere and amenities that were the reason for attracting their guests and especially celebrities from the neighboring T.V. station. The next property was a 569 rooms Toronto Inn Park which was built in the year 1963. Since then Sharp went on to built several new hotels such as the Inn on the Park, in London and other small inns in smaller urban areas such as Belleville, Ontario and Nassau, Bahamas only in the year 1970. This building of new hotels came to a serious problem in around the year 1994 as the Four Seasons saw themselves in a huge debt and only due to the help of Saudi Prince Al-Waleed Bin Tala Bin Abdufaziz al Saud (Al-Waleed) and his investment of C$100 million did the Four Seasons and Sharp survive this collapse. With this financial support from Al-Waleed, Four Seasons was able to built new hotels in Singapore, Mexico City, Berlin and Prague; with this resorts were built in Hawaiis Kona Coast, Carlsbad, California and Chiang Mai, Thailand. The Four Seasons on February 2007 was acquired by various investing groups namely Casacade Investment, L.L.C. which belonged to Microsofts Chairman Bill Gates, Kingdom Hotels International, owned by Al-Waleed, and Triples Holdings Limited, a family holding company of Sharps, which together was a US$3.37 billion buyout offer. As a part of their negotiations a 10 percent interest in the group and the CEO position was given to Sharp, in addition to this a long-term incentive contract related to the sales of villa and penthouses as private properties. By the end of 2008, Four Seasons had 82 managed properties in 34 different countries with about 33,185 associates. Four Seasons lived on a term called The Golden Rule which meant Do unto others, as you would have them do unto you and keeping this in their mind they have treated their employees with as much respect as they would expect from the employees to the customers. This was personified with the various recognition they received from various publications such as Consumer Reports, Gourmet and Travel Leisure, Mobil Travel Guide, Gallivanters Guide and Condà © Nast Traveler Magazine. The most valued honor to Four Seasons and which they have managed to earn from the last thirteen years is the Top 100 Companies to Work For by Fortune Magazine and as of year 2010, Four Seasons were positioned at the 58th spot which compared to the hotel industry only Marriott International made the list as the 82nd position. This itself gives a picture of what the employees think about Four Seasons and their culture but there are some critics that say otherwise as they believe that the reason for their success i s because they tend to be very bias to foreign white skinned employees and prefer to hire them and the example given here was the Four Seasons Maldives resort, which was believed to be corrupt and bias as foreigners were given preference instead of locals irrespective of their talent and qualification and that local professional Maldivians were ignored just because of their color of skin. Another criticism was that even though the employees were paid well they were working extended hours and were stressed to deliver impeccable service. Four Seasons at present is one of the leading hotel chains in the world and have easily been considered to be one of the best in the field in comparison to hotel chains like Marriott, Hyatt, Hilton, Intercontinental, etc. and despite the various criticism Four Seasons has consistently been on the top when it comes to its work culture, thus becoming a globally successful hotel chain. Culture of Four Seasons and comparison to major competitors Four Seasons has always tried to provide its guests with value added service and hassle free stay and by keep this in to their working culture they have earned the reputation of a superior customer service organisation. The Four Seasons had also created more than 247 standards which were meant to identify what the customers should expect to receive in a Four Seasons Hotel. Even with these many standards Four Seasons always believed in empowerment as every employee was given all the rights to do what they felt right and this worked well for the company as an e.g. in the case mentioned how a bride had got her wedding dress stuck to the car door and the housekeeping staff did not waste any time and sent her to the spa while the staff member was patching the torn areas so that it would not be noticed. This was the kind of thinking that Four Seasons and especially Sharp want from their employees by this they created an environment where the employees were willing to use their mind in solv ing problems thus reducing the chances for it to escalate. Sharp also believed that loyalty and retention are the key to success, but loyalty to the customers came before the loyalty of the guests. They also truly believed in The Golden Rule and designed their recruitment, selection, training and development of the employees. Four Seasons culture was based on the value each and every employee could bring to the company and did not care about the qualification and experience the candidate had, this turn gave them employees who were willing to challenge themselves and at the same time willing to develop to the betterment of the company. This is also one of the reasons why their customers were loyal as they felt that the employees were willing and striving to help make their stay better, this can be seen with the award that Four Seasons have been receiving since 1980, which are the AAA Five Diamond awards. This award clearly shows the respect and loyalty that the customers have for the company due the respect and loyalty that the employees show to their customers. In comparison to Marriott, Hyatt, Hilton, Starwood, etc. Four Seasons believes in empowerment where as the other only use it as a form of marketing strategy. The mission statement or The Golden Rule of Four Seasons is Do unto others, as you would have them do unto you whereas Marriott has the Core Values that states Its about serving the associates, the customer, and the community. Marriotts fundamental beliefs are enduring and the keys to its continued success (Marriott International, 2010), Hyatts mission statement is To provide authentic hospitality by making a difference in the lives of the people we touch every day (Hyatt Corporation, 2010), Hilton believes in We will be the preeminent global hospitality company the first choice of guests, team members and owners alike (Hilton Worldwide, 2010) and Starwood would like to Create the most successful branded, global, lifestyle hospitality company by forming a trust- and respect-based corporate family committed to re-imagining our b usiness with creativity and innovation, resulting in the most fun workplace in the history of the world (Starwood Hotels and Resorts, 2010). Only by looking at these mission statements we can get an idea of who really caters to their employees as among the four major hotel chains mentioned only Marriott Hotel has their employees mentioned in their mission statement and even that is only considering that they take care of the associates but does not give an idea that they are willing to empower their employees like the way Four Seasons does. This does not mean that other hotels do not empower their employees but in terms of the definition which means giving the right and authority to an individual to think, behave, take action and make decisions in an independent way (Heathfield, 2010). By just applying the definition to the various hotels and their mission statements we can see that Four Seasons and Marriott are the only two hotel chains that seem to be empowering their employees to take their own decisions. Empowerment of employees sounds good and will attract employees but the real factor here would be that this would to some extent create a very bias hiring environment in the company as Sharp mentioned that they hire employees with the right attitude for the company and there is little need for them to have experience as the work itself can be thought, which as mentioned before created a bias environment in Maldives as almost all the employees that were hired were foreigners and even though the local population had all the right credentials and at times even better that the foreigner staff, they were not selected and this is the major difference between Four Seasons and the other hotels as almost every hotel select their employees based on their qualification and experience but being selected for having the right attitude to some extent is inappropriate and unethical especially if they are selected by the color of their skin, which is taking it to the extent of being racist and this i s a very dangerous road to take especially if Four Seasons would like to expand to newer countries particularly the developing and non-developing countries. This is also one of the major differences between Four Seasons and other hotel brands as Marriott for example believes in hiring employees from various cultures so as to help incorporate a multi-cultural environment in the organisation. Another reason for companies trying to incorporate local cultures in the company is because of the Corporate Social Responsibility as it is one of the most important factor for the existence of any company as by not incorporating it into the company means that various stakeholders such as government, NGOs, suppliers, stakeholders, local residents, etc. would not respect the hotel brand and thus causing future problems. HRM influence on vision, mission values and companys identity Four Seasons have been in this business since the 1960s and have live by one mission called The Golden Rule which defines their values as well. They focus on their employees and promote empowerment in the company, in addition they hire employees based on their attitude and not on their experience and knowledge as they believe that the job can be learnt by training but the attitude of a person cannot be changed. Human Resource Department (HRM) is considered to be the most vital and unavoidable department of a company but the influence of the HRM on the company depends on the culture and values of the company and how important they consider the HRM is and if it would help to improve the companys staff quality. In terms of Four Seasons the HRM would be more of a supporting department as they would have little influence on the culture of the company and instead the culture of Four Seasons would identify the HRM departments duties and the kind of recruitment, selection, training, development, etc. criteria they need to follow. The organisation of Four Seasons depend on finding the employees that fit in their culture rather than hiring qualified and experienced staff and then molding them to the requirements of the company. This to some extent makes it a lot easier for the HRM in terms of designing the programs but it also makes it extremely difficult to look for the right people for the right job. Another factor would be to incorporate the empowerment factor into the selection, training and development programs as they will need to be very accurate so as to not select, train and develop the wrong people for the wrong job. To do so Four Seasons has already created a program which begins with h iring talented individuals with the resourcefulness and dedication to perform to their best and the training was began with a three month initial orientation and a supervisor and management development programs, the senior management had their own executive development programs and the employees also received classroom training. The whole employee development program was divided into seven parts being Recruitment, Selection, Orientation, Training, Performance Management, Rewards Recognition, Development Success and Promotion/Transfer each of these programs included their own specific components such as brain storming sessions and extensive interviews for Recruitment, align with strategy, attitude comes first, define required key competencies, 4 stages interview process and Behavioural Interviewing based on defined competencies for Selection, align with strategy, adequate lead time, emphasis on attitude, service teamwork, consistent global approach, multi-lingual Culture film, heavy management involvement buy-in and re-orientation as needed for Orientation, align with strategy, on-line (Standards) program, designated trainers and customers service skills, emphasis on Culture throughout and coordinated efforts for Training, align with strategy, identify key Competencies, Good At not simply Good Person, a ssessment starts early and never ends, provide actionable feedback, do it in time to make a difference, potential assessment, goals/processes/measures and do it in time to make a difference for Performance Management, paid vacations and monetary rewards for Rewards Recognition, align with strategy, succession planning, task force work, planned global exposure, multi-ethnic talent for Development Succession and based on performance experience and destinations of choice for Promotion/Transfer. The purpose of mentioning all these components is that the HRM program was extremely well defined and due to this the different departments did not need to depend on the HRM to tell them what was needed to be done but instead only had to follow these components and see that the employees followed them as well. Each and every factors of employee development was important but the most important factor for any company and especially in the hospitality industry is the Performance Management Syste m (PMS) which could be defined as A management technique intended to holistically consider the performance of (usually a group of) employees or machines to work towards optimum performance of a particular task or (more frequently) a group of tasks (Allsites LLC., 2010). The main reason why the PMS is so vital to an organisation is because in this stage the company can actually identify whether all the earlier stages such as Recruitment, Selection, Orientation and Training were successful and if there is a need to redo few or all of the stages again, in addition this gives an idea of what to expect in the future stages. In simple terms this is a crossroad that could make or break the whole program so considering its importance every organisation needs to develop the best possible components for it. Four Seasons have identified nine various components, which give an idea that they as well consider it to be a vital aspect. The major issue here as mentioned in the earlier section is the focus on empowerment of employees which drives the HRM department and this is also the reason why the HRM is more of a collaborator rather that than initiator which leave very little room for change and this would seriously affect their growth prospects as this would cause the HRM department to be bias towards a section of the employee market and this could also cause major future problems for the company such as distrust and deflation of the brand image. Another important factor would be to not to consider being selfish to a particular section of the employees especially the white skinned employees which in any country and also by U.N.s universal declaration on Race, Racism and the Law is considered to be racist and unethical, this can be proven by the article 23 point 1 in the Universal Declaration of Human Rights, G.A. res. 217A (III), U.N. Doc A/810 at 71 (1948) which clearly states that Everyone has the right to work, to free choice of employment, to just and favourable condit ions of work and to protection against unemployment (Bell, 2010). Thus it is extremely important for Four Seasons to try and not walk that line as selecting based on attitude could easily be perceived to be racist by international laws and this could also lead to a wide spread boycott of the Four Seasons and could tumble the identity and respect that the Four Seasons has earned. Policies and procedures in HRM and its evaluation The culture of Four Seasons is extremely strong and has a direct influence on the strategies of the HRM and has also dictates the policies and procedures of the department. Four Seasons always believes that the satisfaction of employees is more important than that of the customers. This can be seen in the benefits that the Four Seasons offer which is specifically created to motivate the employees to put in their best foot and this will be illustrated in the table below. Table : Benefits of working for Four Seasons (Four Seasons Hotels and Resorts, 2010) Company-Wide Benefits Career Growth Opportunities Unique Deep Culture Best-In-Industry Training Luxury Environment Within Magnificent Locations Worldwide Profit Sharing/Incentive Bonus/Competitive Salaries Complimentary Stays At Four Seasons Properties With Discounted Meals Paid Holidays/Vacation Educational Assistance Dental And Medical Insurance/Disability/Life Retirement Benefits/Pension Employee Service Awards Annual Employee Party/Social And Sporting Events Complimentary Meals In Dedicated Employee Restaurants In addition to these benefits there are other benefits that are given to the employees depending on the local law and regulations. The benefits are very specific and takes care of all the needs of the employees in terms of the Maslows Hierarchy of Needs we could get a much clear picture. The Maslows Hierarchy of Needs identifies 5 various needs of a human being and that they strive to achieve it throughout their life and these 5 needs will be shown in the figure below. Figure : Maslows Hierarchy of Needs (Maslow, 2009) Maslows Hierarchy of Needs The Maslows Hierarchy of Needs states that there are five main needs that a person needs to satisfy to make him feel complete and these needs are Physiological Needs, Safety Needs, Social Needs, Esteem Needs and Self-Actualization Needs. Physiological needs are the need for basic things like air, food, drinks, shelter, clothing, etc. (Chapman, 2010). Safety needs is specific to laws and regulation and its impact on personal life or whether it is safe to live (Chapman, 2010). Social Needs on the other hand is more to do with having relationship with different groups of people mainly family and friends (Chapman, 2010). Esteem needs are more psychology based like feeling independent, having high status and prestige, personal achievements, etc (Chapman, 2010). The Self-Actualization needs are the most tough but the most vital for feeling complete and this can be achieved when a person feels self-fulfilled, achieves personal growth and reaches the peak of his experience (Chapman, 2010). T he Maslows Hierarchy of needs does not only affect the normal way of life but also has an influence on the motivation of the employees in an organisation especially the hospitality sector this sector tends to have the highest percent of turnover which mainly depends on the benefits that the company offers. To get a comprehensible prospective to this the writer will compare the two factor being the benefits of Four Seasons and the Maslows Hierarchy of needs to see which benefits affect what type of needs. Figure : Maslows Hierarchy of Needs to Four Seasons Employee Benefits  ·Ã‚  Career growth opportunities  ·Ã‚  Unique deep culture  ·Ã‚  Best-in-industry training  ·Ã‚  Luxury environment in magnificent locations worldwide  ·Ã‚  Dental and medical   / disability / life insurance  ·Ã‚  Paid holidays / vacation  ·Ã‚  Educational assistance  ·Ã‚  Retirement benefits / pension  ·Ã‚  Complimentary meals in dedicated employee restaurants  ·Ã‚  Profit sharing / incentive bonus / competitive salaries  ·Ã‚  Complimentary stays at Four Seasons properties with discounted meals  ·Ã‚  Employee service awards  ·Ã‚  Annual employee party / social and sporting events  ·Ã‚  Career growth opportunities  ·Ã‚  Unique deep culture  ·Ã‚  Best-in-industry training  ·Ã‚  Luxury environment in magnificent locations worldwide  ·Ã‚  Dental and medical   / disability / life insurance  ·Ã‚  Paid holidays / vacation  ·Ã‚  Educational assistance  ·Ã‚  Retirement benefits / pension  ·Ã‚  Complimentary meals in dedicated employee restaurants  ·Ã‚  Profit sharing / incentive bonus / competitive salaries  ·Ã‚  Complimentary stays at Four Seasons properties with discounted meals  ·Ã‚  Employee service awards  ·Ã‚  Annual employee party / social and sporting events  ·Ã‚  Career growth opportunities  ·Ã‚  Unique deep culture  ·Ã‚  Best-in-industry training  ·Ã‚  Luxury environment in magnificent locations worldwide  ·Ã‚  Dental and medical   / disability / life insurance  ·Ã‚  Paid holidays / vacation  ·Ã‚  Educational assistance  ·Ã‚  Retirement benefits / pension  ·Ã‚  Complimentary meals in dedicated employee restaurants  ·Ã‚  Profit sharing / incentive bonus / competitive salaries  ·Ã‚  Complimentary stays at Four Seasons properties with discounted meals  ·Ã‚  Employee service awards  ·Ã‚  Annual employee party / social and sporting events  ·Ã‚  Career growth opportunities  ·Ã‚  Unique deep culture  ·Ã‚  Best-in-industry training  ·Ã‚  Luxury environment in magnificent locations worldwide  ·Ã‚  Dental and medical   / disability / life insurance  ·Ã‚  Paid holidays / vacation  ·Ã‚  Educational assistance  ·Ã‚  Retirement benefits / pension  ·Ã‚  Complimentary meals in dedicated employee restaurants  ·Ã‚  Profit sharing / incentive bonus / competitive salaries  ·Ã‚  Complimentary stays at Four Seasons properties with discounted meals  ·Ã‚  Employee service awards  ·Ã‚  Annual employee party / social and sporting events  ·Ã‚  Career growth opportunities  ·Ã‚  Unique deep culture  ·Ã‚  Best-in-industry training  ·Ã‚  Luxury environment in magnificent locations worldwide  ·Ã‚  Dental and medical   / disability / life insurance  ·Ã‚  Paid holidays / vacation  ·Ã‚  Educational assistance  ·Ã‚  Retirement benefits / pension  ·Ã‚  Complimentary meals in dedicated employee restaurants  ·Ã‚  Profit sharing / incentive bonus / competitive salaries  ·Ã‚  Complimentary stays at Four Seasons properties with discounted meals  ·Ã‚  Employee service awards  ·Ã‚  Annual employee party / social and sporting events  ·Ã‚  Career growth opportunities  ·Ã‚  Unique deep culture  ·Ã‚  Best-in-industry training  ·Ã‚  Luxury environment in magnificent locations worldwide  ·Ã‚  Dental and medical   / disability / life insurance  ·Ã‚  Paid holidays / vacation  ·Ã‚  Educational assistance  ·Ã‚  Retirement benefits / pension  ·Ã‚  Complimentary meals in dedicated employee restaurants  ·Ã‚  Profit sharing / incentive bonus / competitive salaries  ·Ã‚  Complimentary stays at Four Seasons properties with discounted meals  ·Ã‚  Employee service awards  ·Ã‚  Annual employee party / social and sporting events  ·Ã‚  Profit sharing / incentive bonus / competitive salaries  ·Ã‚  Complimentary stays at Four Seasons properties with discounted meals  ·Ã‚  Employee service awards  ·Ã‚  Profit sharing / incentive bonus / competitive salaries  ·Ã‚  Complimentary stays at Four Seasons properties with discounted meals  ·Ã‚  Employee service awards  ·Ã‚  Career growth opportunities  ·Ã‚  Unique deep culture  ·Ã‚  Best-in-industry training  ·Ã‚  Luxury environment in magnificent locations worldwide In the above figure the writer has clearly divided each of the benefits to the various needs that it satisfies. This figure clearly identifies that the main reason why Four Seasons is in the top 100 companies to work for is because of they try hard to satisfy the needs of their employees and in addition to this they also offer empowerment to its employees which directly or indirectly satisfies the needs of Esteem and Self-Actualization. As Vice President of HRM moving Four Seasons forward in the next four years Four Seasons is an organisation with great potential for growth, this is mainly because of their organizational culture and the way they take care of the employees. Employees are one of the most important stakeholders that have a direct impact on the organisation and if the employees are not happy then the customers will not be happy and thus affecting the running of the organisation. There are several factors that can be taken into account for the development of the organisation but the most important factor would be to focus less focus on empowerment and more on diversity. The reason behind identifying it as a factor is that even although the company is managing to reduce their turnover by hiring employees that fit their culture, Four Seasons has not considered the external effects of perusing such an option and this has already started to take its toll on the company as people have started to notice that Four Seasons are bias to foreigners especially white skin candidate, this kind of controversies could seriously deteriorate the companys image and brand name, in addition it could in long term affect their employee turnover and even cause the company to lose their customers. This is only a miner effect compared to what could happen later as loosing the customers will effect various stakeholders to stop trusting the future of the organisation and this will cause a ripple effect where the stocks of the company will start falling, investors will start withdrawing their stocks and ultimately causing Four Seasons a final blow. This at the end would bring t he company to the verge of bankruptcy. This is farfetched and may not even happen exactly as mentioned but sooner or later people will start to notice the biasness and retaliate accordingly. The above elastration is the consequence of ignoring the issue but the real issue is what Four Seasons can do to avoid such a massive collapse. This may not be easy and could take a lot of time and money to reverse it. To begin with the company first needs to incorporate diversity to their culture as they need to stop judging that foreigners candidates are better at the use of empowerment than the local candidates and rather than hiring all the employees from outside resident country, they should divide the employee as 60% to 70% foreigners and 30% to 40% local should be included into their policies of HRM, this is simple terms means that Four Seasons needs to incorporate Talent Management in their strategy. Talent Management can be defined as A conscious, deliberate approach undertaken to attract, develop and retain people with the aptitude and abilities to meet current and future organizational needs. Talent management involves individual and organizational development in response to a changing and complex operating environment. It includes the creation and maintenance of a supportive, people oriented organisation culture (Derek Stockley Pty Ltd., 2005). Talent management incorporates the whole process of the HRM such as recruitment, development, performance management, retention, etc. and it does not end there as it also helps develop the culture of the organisation towards a more positive outlook. The purpose of identifying Talent Management as an option is due the effect it could have on the HRM and Four Seasons as it helps to identify critical areas that need to be changed, takes phased approach to implementing a strategy within the areas, creates ways to assessing the impact on the areas and conducts reviews on the varies areas so provide input for future implementation (TalentAlign, 2010). Figure : Talent Management Concept http://www.taleo.com/sites/default/files/article-talent-management.jpg (Taleo Corporation, 2010) Based on the above shown figure we can identify that there are two major factors influencing talent management which are business goals and business performance and these are more like a cause and effect of the company, the cause being the business goal and effect being business performance. The figure also identifies all the various segments that talent management influences by dividing it into 4 sections namely Align, Assess, Acquire and Develop. To explain it better Align and Assess are pre-recruiting stages or planning stage where the HRM can identify the purpose and outcome that they would like want to achieve. Acquire and Develop on the other hand is involved with more of the physical aspect of the HRM for instance recruiting, training, development, performance management, etc. Talent Management could in actual fact help Four Seasons to provide authority to the HRM department and thus restructuring the organisation to provide optimal workforce. This system is not bias thus chan ging the selection process and making the organisation more diverse. Craig Hickman a famous author of various books on business and management such as The Strategic Game, Mind of a Manager, Soul of a Leader, etc. identifies diversity to be an important component to the success of an organization and believes that organizations take it extremely lightly as they only tolerate it rather than embracing it and this is mainly due to the external influence such as government and local residence (Hickman, 2006). It is not just important for Four Seasons to incorporate diversity using talent management but also so embrace it with the optimism that it will improve their current position. The whole process of talent management should take around two to three years to accurately be integrated in the organisation but even after it integration Four Seasons needs to continue to develop it and follow up on the progress and identify the way to improve it. Another option for the company which may even be cheaper and less time consuming than talent management would be the use of Corporate Social Responsibility (CSR). In simple terms CSR is the involvement towards the economy, environment and social sustainability of the public with the assistance of various stakeholders (Baker, Corporate Social Responsibility What does it mean?). The purpose of identifying CSR as an option is because of cost effectiveness, media attractiveness, direct influence, no change in the organ

Affirmative Action: Executive Order 11246

The Webster†s New World Dictionary defines affirmative action as â€Å"a policy or program for correcting the effects of discrimination in the employment or education of members of certain groups. † President Lyndon Johnson issued executive Order 11246. This required federal contractors to take â€Å"affirmative action† to increase the number of minorities that they employed. President Johnson†s order he put in place has since been twisted and turned around to what it is today. Such twists and turns include the hiring of unqualified workers, the causing of problems for groups it originally set out to help, and the reverse discrimination that results in unfair standards into higher education and the work force. Affirmative action creates an equal opportunity for people in the work force and for students seeking higher education. However, while affirmative action creates equal opportunity to for some individuals, it discriminates against others, primarily white males. Take for example some police forces. If a member of a minority group is hired over a more qualified person and they are forced to be in a situation they cannot handle then that is a major problem of affirmative action. Therefore, affirmative action uses reverse discrimination to solve the problem of discrimination. In â€Å"Assessing Affirmative Action†, an article by Harry Holtzer and David Neumark , says that â€Å"many firms where more likely to hire women and minorities with lesser qualifications, but also to give them remedial training, thus erasing the differences†(Holtzer1). In many cases you see that affirmative action helps most minorities and women but has its obvious drawbacks. In another article by George Gurin, â€Å"Sizing Up Affirmative Action†, he say†s that â€Å"To many colleges and businesses are being almost to open on who they let in and who they don†t only because they are trying too hard†(Gurin3). In my opinion I think that affirmative action is a great thing to have in today†s society, our nations development is credited to many different cultures coming together to form one great one. We will forever have the fight of discrimination, but there is not in my opinion one-way to satisfy everyone. As mentioned earlier affirmative action does hurt some of the people it set out to help. Consider an employer who hires a member of a certain minority group on the basis of skills alone. Many of the employees may automatically assume that the individuals appointment to that job is resulted from affirmative action. Therefore, an employee who does benefit from affirmative action may bear the brand of â€Å"not being the best pick, but the best pick of a limited group(Pasour). † Another part of affirmative action that is commonly brought up is women in the government. In earlier times people wouldn†t even consider having a woman in positions where they would be making decisions for men. In this day they were almost treated like the slaves that they owned. One of the only jobs that women did was to work in factories and low income jobs. Today women hold the top positions in some jobs. Companies are hiring and promoting women the same is they do men. Is this a result of affirmative action? When women were given their rights it was. Today it is easy to see that women are just as qualified as men at what they do. The question of having a woman president is still up for grabs. I think that it will still be a long time before society feels comfortable with a woman controlling their nation. That in it†s self would be another consideration. Would other countries take us seriously and treat us with the same respect they do now. In time affirmative action may be the winner in that a woman president is closer than everyone may think. Another heated issue with affirmative action is the issue of African Americans. America has been a racist country from the start. But as time has passed and people have accepted other races as their own. This was not until recently when people thought like this. In the case of the Regents of the University of California v. Bakke (1978), a special admission program setting aside 16 places in the medical school class for disadvantaged students, chiefly racial minorities, violated the equal protection clause of the 14th amendment and title VI of the civil rights act of 1964(Regents2). All in all today†s society is growing towards the acceptance of different races and minorities. And one stepping-stone to that acceptance is the issue of affirmative action.

Chinese Philosophy Essay

Human being is by nature a dynamic being, whose tendency to evolve is manifest in history, archeology and other disciplines that have put human development and progress in focus in the course of evolution and so does the society / community in which he resides. Heraclitus, an ancient Greek philosopher, once stated; â€Å"As they step into the same rivers, different and still different waters flow upon them† (qtd. in Snooks 1). In line with this saying, we may say that change is something that is part of nature. Many of the activities of communities can address, embrace or resist change. In order to manage the various incidents and conditions that are experienced by man and his society, various instruments and frameworks are devised. In the case of the Chinese society, a number of philosophical standpoints were developed in a bid to confront the challenges facing China. This paper endeavors to examine Confucianism, Daoism, Mohism and Legalism as the instruments put in place by the Chinese in response to the wars that China was experiencing, especially in regard to leadership in a society. Confucianism Confucianism puts quality on the ability of the human being to achieve, through self introspective processes, a state of inner harmony and moral uprightness, which can elevate the individual from the stables of a common person to a noble person. Confucias (541 – 479 BCE) was China’s first moral philosopher who linked moral behavior to traditional roles and hierarchies. He linked the Zhou order that was deteriorating and believed that all should understand and accept their role in the society. This system of thought is good in so far as it has faith in the human being as being capable of managing his own destiny, and being able to change for the better. Confucianism gives an individual member of the society a chance to take responsibility for creating and maintaining harmony in the society, by having it entrenched in the individual countenance that recognizes nobility as a state that can be achieved by an individual, without anybody being able to gain it through ascription or inheritance and this is not closely attached to the exercise of political power per se (Barry et al. 24) In China where many communities were vying for political dominance, Confucianism offered a window for the restoration of order through self cultivation, oriented toward achieving a noble state, in spite of the person’s social extraction. This, as a philosophy that sought to bring harmony in the warring Chinese society, worked toward the establishment of personal moral uprightness, which in turn would affect the way people related to one another, especially in their relation to leadership. If the society regarded nobility highly, then the noble people, having cultivated themselves effectively; would have their influence in the society to steer clear of war, or to effectively lead the people in better battle campaigns against their adversaries. If on the other hand, the Chinese society was to transform itself into a nation of noble people according to Confucian principles, then everybody would maintain the peace, because people would look at each other with more humility and kindness. The Confucian noble is thus, one who is able to provide leadership without really reigning or ruling. Confucianism can also be seen as a direct response to insensitive leadership during the war period, and thus, a system to try and impress the virtue of good leadership amongst the rulers of the time (86). This was done in such a way that it did not threaten as much, the social structures prevalent then, hence the Confucian recognition of the social hierarchies, and insistence on the citizenry to uphold respect for the superiors. Of course, war is a period when it matters to positively receive instruction and commands from the superiors. Daoism While Confucianism promotes the practice of self improvement in line with the argument based on natural evolution of the human species, Daoism on the other hand places all human effort in the search for knowledge and purposeful transformation in the realm of vanity. Daoists wanted the governments not to override their lives and were interested in the spiritual aspect of human existence. The temptation to dismiss this school of thought prima facie is quite high. This is due to the natural orientation of man to take responsibility of his destiny and the natural tendency to seek a better life, to marvel at nature and to try to influence it so as to satisfy personal needs. In that respect, one would expect that a working formula has to emphasize man’s rationality and his wants and needs, as the central pillars of his push toward creating his own history and having dominion over his environment. On the other hand, Daoism offers a situation where, as a country at war, the Chinese had an opportunity to re-examine their value systems and act accordingly. The Daoist concept of being in harmony with nature and not struggling to bring about change could be looked at as a peace strategy. This is because wars are naturally fanned by human desire to achieve something that humans feel is of ultimate importance to them. Wars also spring out of humans’ questioning of things and hence inventions of valuable things (which they desire so much). Humans would also like to either wrest from people who wouldn’t like them to possess the valuable items, or fervently protect the items from the people who would covet them. The need for man to change, to improve on things and to have an influence over his environment is a tendency that puts man in contention with the Daoist principle. If people followed Daoism, then they wouldn’t engage in a lot of questioning, which would bring about the escalation or perpetuation of the war. Their social relationships would be smooth, for all of them would be in harmony with nature, which would naturally take its course and not support of war. Daoist leadership would therefore be a laid back kind of leadership, with nature ‘taking care of itself’. The kind of transformation to come out of the society would therefore be premised on the Daoist fact that nature is capable of transforming itself, and man doesn’t have to take steps to interfere with occurrence of events. This however, would be criticized on the premise that change is something to be managed by the human being, by use of his intellect. Daoism as a leadership style would be an aloof kind of leadership, and during the war period, something deliberate had to be done, the solutions to the problems then were not just left to ‘fall from heaven’. To best illustrate this, Barry calls Daoists â€Å"†¦those who wandered off†¦Ã¢â‚¬  (48) Legalism This school of thought argued that strong government depended upon effective institutional structures not just the moral quality of the leaders. This could be described as the application of law for the benefit of the majority. Legalism thus becomes a system of reinforcement, with an emphasis on both positive and negative reinforcement meted out to the members of the society in order to discourage certain socially undesirable behavior according to the majority of people paying allegiance to the society in question (Ebrey & Buckley 23). According to legalism school of thought, society is shaped through its reward system, with socially unacceptable behavior being punished for, with blessings from the social framework that awards certain individuals the power to dish out these rewards, without necessarily being seen to deny one or infringe upon their rights. This may help galvanize a society or community, which will in turn have a more prominent sense of identity and solidarity. Such a stand in a war situation is good for the purpose of gaining victory over the enemy. Legalism is quite an ideal system for bringing the society together in the face of a common enemy. This also gives the ruler the chance to act with speed, since legalism is a system that is responsive to the times; changing with circumstances and accordingly responding to the dictates of the time. War times need an atmosphere where there is quick action and response, and with the foundation that gives legality to what the rulers are deciding on behalf of their subjects. Legalism was therefore, an ideal philosophical grounding for individual Chinese communities during the time of war, for it is a system that can well serve the expedients of war. This comes in the light of the fact that the Chinese had developed government structures bequeath to them by the Chin dynasty, and which lasted for more than two centuries (Barry et al. 145). The structures brought about by the Chin dynasty were important in the realization of the dictates of the legalistic system, which was organized around reward and punishment, and had to have a basis in the common will of the people. Thus, there had to be a person vested with the power to mete out punishment to errant members of the society, while at the same time hand down rewards to those who performed and behaved in accordance with the needs and aspirations of the society. This person also derived mandate from the same common will that requires the people to obey and take reward, both positive and negative, with understanding; since it is for the common good that this is done. It can be argued that legalism is something close to Confucianism, because it comes out of man’s free will. It is a product of social engineering, with a view to bringing about an ideal society; something totally distanced from Daoism, which emphasizes the need to let life just flow, without taking any action to influence one’s environment. Mohism This is a system of universal brotherhood, where everyone on the face of the earth is related to each other, with an obligation to look after one’s kin (Ebrey & Buckley 35). Taken from this very standpoint, this is a perfect doctrine for humanity at any one time, and in this case, for China during the warring times. This is because, as we have noted above, human conflict springs out of differences. These differences, when not solved amicably, lead to war. The inclination to keep some things away from others and to take what is owned by others is a perfect recipe for war. If, in the light of Mohism, all of humanity was to lay a claim on brotherhood, and maintain that doctrine of being each other’s keeper, then the incidence of war would be remote. This is because brotherhood entails harmony and amity. It also presupposes the ability to communicate with each other without necessarily taking to arms. Mohists might not have been comprehensive in their brotherhood matrix. Even though all men are supposed to be brothers, the Mohists’ view of the world is quite hierarchical, with the junior members of the society bearing a social responsibility to be subservient to those who are perceived to be on an elevated social platform. This is a system that would have borne fruit if only the small people accepted it. If however, the common people are not agreeable to this arrangement, then Mohism would be just but another plank of wood in the fire, for they would revolt as a response to this flawed brotherhood arrangement. From a different perspective, Mohism could be taken to be the answer to the perceived social injustices prevalent in China then. Much as one could be the other’s brother, this system sought to cultivate an environment where an individual, after striving for, and accumulating enough superior residues; would acquire a higher status and would lead people. War needs strong willed people, since it carries a lot in terms of collateral damage, both in terms of human life and material possessions. War time also needs utmost sacrifice, so that as brothers, some members of the society do not just sit back and wait for the other people to work out way-through for them. If one is in a lower position, then he has to be obedient and provide for that one who is up. In this way, Mohism comes out as a system that influenced the social set up such that it recognized the need to love each other, and to be ready to stand by each other; while at the same time, not losing the individual. If they were to be juxtaposed, Mohism and Confucianism would relate up to a certain extent. One would easily say that in terms of hierarchy, both Confucianism and Mohism teach about the society in light of inequalities and the need for these to be maintained through proper social decorum. Confucius goes deeper to analyze, at a finer level, the social relations and how they should be handled for the sake of peace and tranquility. Mohists may differ on some of these because of the pedant stand they regard the social hierarchies and how they observe and maintain them. However, it provides a framework for the legitimization of rulership, for a ruler is someone who occupies a place in a hierarchical set up. Legitimacy of a ruler springs out of the acceptance the ruler enjoys from the society. War times need strong leaders who derive legitimacy from their people. In times of war too, a ruler could impose himself on the people, but for as long as he serves to protect them or unite them against the enemy, then his legitimacy may not be much of a problem, since it is in the people’s name that the ruler reigns. This solidarity is best achieved by communities that recognize hierarchy as a natural phenomenon in life, and which Mohists and Confucians upheld in their thought. Conclusion In conclusion, based on personal point of view, the various ideological developments in China which brought about the four schools of thought which have been examined in this paper are a response to certain conditions in the society at the time of their emergence, and that these are mechanism that were crafted so as to manage change. The difference only lies in the points that were stressed. Mohism, for instance, is a system that was conservative to a certain extent, reacting to the possibility of occurrence of a development that could challenge the existing hierarchical status quo. At the same time, it endeavored to foster change in the way people regarded one another, with the small people (the serfs and commoners) fully recognizing and venerating their lords. Confucianism on the other hand, much as it strove for change on the individual level which would later on seep into the entire social fabric of the Chinese, was also a fairly conservative system. Just like Mohism, it posed no threat to the existing powers. It was a system that would be used to bring the people together in times of war, for this was not a time for people to start questioning their authorities. By defending the hierarchical system existent then, the Confucians thought of an alternative leadership style where noble people would get to influence the rulers through their self cultivation. This system almost totally absolved the ruler from responsibility, since the leader had the social privilege of lording it over his subjects without being obliged to observe certain tenets of leadership. It was however incumbent upon the subject to go through the process of self improvement. What would happen if all the subjects had transformed themselves yet the leadership was not together with them? What avenues would they have to really exercise power? Daoism was one way of running away from the human responsibility to respond to change. By letting all systems go, the society would be at a greater risk of falling prey to the dictates of a bad ruler, a coward or one who would sell them to the enemy during this war period, since the Daoist doctrine was all about living and letting live. After considering everything, legalism seems to be the system that would have best defended the particular communities, and even a collection of the communities, for it is a system of action and reciprocation. The common person reacts, and then the system responds by awarding a deserving reward; whether positive or negative.

A Brief Note On The International Business Situation

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