Envrionmental Anaylysis Of Nissan And Renault Marketing Essay

Envrionmental Anaylysis Of Nissan And Renault Marketing Essay INTRODUCTION: The organisations operating in 21st century are characterised by volatile, turbulent, and brisk changes. The rapid pace of changes has both positive and negative impact on the working pattern of employees in the present environment. Moreover, leadership, globalisation, diversity, flexibility and networks are the major drivers and trends of change management. These trends create opportunities and threats in the organisation which are illustrated as follows. TRENDS ISSUES Globalisation Global vs. Local Diversity Homogeneous vs. Heterogeneity Flexibility Flexibility vs. Stability Networks Interdependence vs. Independence According to Ghosn (2009), Diversity has different angles which bring things together which are inaccessible in the corporate environment and in physical world. Moreover, diversity plays an important role in implementing effective change and to stay competitive in the global environment. The world is so complex and changing at an accelerating speed therefore the agenda should be driven by diversity and globalisation. However, diversity is not something that can be imposed in organisational culture and beliefs (Anderson, 2008). Moreover, the concept Diversity is fundamentally linked dealing with the change. At present, organisations depend on cross functional teams to enhance global competitive edge. However, this type of teams cannot capitulate expected performance (Ancona Caldwell, 1992). In contrast, cross functional team need collaboration between them. Here, to enhance the performance cross functional teams, they need to understand the concept of diversity. NISSAN RENAULT AT GLANCE: Company Particulars Nissan Renault Vision Enrich peoples life Drive the change Mission To offer exclusive and innovative automotive products and services by ensuring high quality values towards stakeholders in alliance with Renault. To achieve success thorough sustainable development by safeguarding quality in which company operates with its partner Nissan. Date of Incorporation 26th, December, 1933. 25th, February, 1899. Revenues (FY 2009) 3.35 billion euro. 33.71 billion euro. CEO Carlos Ghosn. Carlos Ghosn. Headquarter Japan. France. Employees 1,75,766. 1,24,300. Product Range Automobiles, Outboard Motors, Forklift Trucks. Automobile, Industrial Vehicles and Financing. Subsidiaries Infinity, Nissan Forklift, Nissan Marine, Nismo, Autech. Automobile Dacia, Renault Samsung Motors. Operating Worldwide 118 countries around the world. Renault Nissan Alliance is an inimitable partnership of two companies combined for performance and created a national automobile group of global scale, signed on March 27, 1999. This alliance based on two main founding principles: By combining both companies strengths and developing each and every possible synergies throughout to convey a productive approach i.e. Win-Win results. Respecting and preserving each companys self-sufficiency of their brand uniqueness and own corporate. The revival plan developed by an international team of 200 Nissan managers. What this global team has done is fully understand the root causes of our current problems and develop solutions that allow Nissan to act decisively ( Ghosn). The revival plan come together project to develop Nissans business and existence of market and it also reduce net debt from 1.4 trillion Yen to less than 700 billion and also reduce the cost by 1 trillion Yen by FY 2002. The combination of growth and cost reduction will allow Nissan to achieve a consolidated operating profit of 4.5 percent of sales by FY2002, (Ghosn). The main and the first goal of revival plan are to return Nissan to profitability for FY2000. While cost cutting will be the most dramatic and visible part of the revival plan, we cannot save our way to success (Carlos Ghosn). Revival plan highlights Nissans dedication to become worldwide achieving growing market share, competitive and profit based on desirable products and brands. This revival plan not only shows Nissan make progress and develop into a strong company over again, but, make Renault as the worlds fourth largest car maker. ENVRIONMENTAL ANAYLYSIS OF NISSAN RENAULT: PEST Analysis Factors Nissan Renault Political Government policy: Impacted positive on automotive sector so as to Nissan-Renault Policy to promote local manufactures and exporters Economical Time of inflationary and deflationary: Due to rise in interest rates , there is hike in prices of oil and car, buying power of customers goes on pick which indirectly affect to the Nissan-Renault. Currency Evaluation: Volatility and unstable currency rates affects the operation and sales of Nissan Renault. Impact on countries economy: Automobile industry uses plenty of goods such as aluminum, plastic, rubber, computer chips, vinyl, textiles, rubber, coppers, iron and steel.. Social Personality status: As standard of living of rises, people opt for more luxurious car. Population: Increase in population results in more sales of car. Standards and attitudes: Different values and attitudes are affects on the customer. Technological Technological change: The changing in the technology makes huge impacts on the product life cycle. Internet: Nissan Renault has very vast opportunity to advert their product by on website and gains competitive advantage. Opportunities As Nissan Renault is way back in to the hybrid technology so company needs to adapt this technology. However, hybrid technology is not much old so Nissan Renault should initiates to produce hybrid car. Continue to expand mainly in the developing country particularly in the Eastern Europe and Latin America. Introduce new innovative ideas. Threats Instability of fuel prices holds the sales of cars. Purchasing power of the consumer is been affected by the global economy. Competitor growth is been increased in this era for the Nissan Renault. Macro factors such as interest rates, inflation, incomes, recession, and unemployment. LEADERSHIP AND DIVERSITY : There is no question about the leadership vision of Carlos Ghosn. When he evaluated the revival plan by observing the strengths and weakness. He analyzes the situation by setting some objectives that were affecting the company from performing at better level. He makes the teams to choose the better methods of achieving the targets. Carlos understand the the objective and vision of Nissan and work culture was indistinguishable. He clears the strategy and vision in its Revival Plan. The culture of Nissan was homogeneous as they were thinking in the same manner. Though the CEO of Nissan opt for the changes, but the work force did not feel the changes was necessary in the culture of organisation. In order to transform Nissan, there was need for new culture to have impact on the culture of organisation (Nakae, 2005). The cross functional teams has to achieve something in order to delivery of revival plan successfully. For this objective the cross functional teams were form with both car m anufacturing organisation and the desired outcome was to equilibrium the cultural values. Cross functional teams are managed by executives appointed by Carlos who are open minded, reliable, culturally diversified. The whole transformation of leadership was to improve the performance of the Nissan. The Cross Functional teams were not created to share views and ideas of each culture. However, the motto underneath was to split the hierarchical barriers in the organisational culture. However, enabling the changes in the organisation cannot give assurance of success. The protection of self-esteem of the particular culture and the identification of organisation must be assured. However, he argues that facilitating change with upholding interest of organisation can wobbly balance act (Ghosn, 2002, Harvard Business Review). The leadership of Carlos Ghosn has characteristic of cultural diversity and with the help of his diversified cultural experience, he extract the cultural differences in organisation. In addition to this, when revival plan of Nissan was implemented, this was stage of performing for the cross functional team. However, the factor which considered as critical and hurdle in the stage was eastern collectivism and homogeneity of Nissan organisational culture. On the other hand, individual sponsorship with both diverse teams can be helpful to remove certain barriers to diversity of cross functional teams. CHANGE APPROACHES: Following are the change resistors and change approaches given by Kotter to Schlesinger (1979) which can help Nissan and Renault alliance in order to successfully implement rival plan. Participation Involvement of people in Staff Groups Decision Making Increase Commitment Facilitation Support in Identifying Resistance Convincing the Commitment to change Attitude Behaviour to Change Compulsion or coercion Explicit or Implicit Warning for behaviour Written notice for termination on Failure Negotiations Agreements to Overcome Resistance Use of Effective Third-party settlement Communication Learning about the change by Informing Educating Justifying Resolving disputes Adjustments Co-operation Use of Power to fulfil need for adjustment Grouping Threats and Rewards to fulfilment While implementing this change there might be resistance to change at different level in the company as suggested by Kotter Schlesinger ( managing innovation change : A critical guide for organisations 2nd edition, Nigel King Neil Anderson 2002). Individual level Group level Organisational level REASONS FOR ALLAINCE: The main reason of the alliance was to sharing investment, technology, respective cultures and supporting each other. The alliance was particularly made on the eagerness of the Carlos Ghosn to prospective successful synergy and keep freedom of the operations and culture amongst both organizations. Renault was keen to provide a common platform for generate development cost in important economics such as design studies prototyping and validation protocols, purchasing and industrial equipment. Which strategy has also been successful and adopted by several company such as Daimler-Chrysler in the United States and Volkswagen and Skoda in the Eastern Europe. They also focused on to the improve coordination and cost reductions for Nissan and Renault to the economic point of view. The major advantage of the alliance was both companies able to steps forward in to the foreign market for the instance Renault builds their car in the Mexico plant and to the other hand Nissan able to use Renaults Brazils plant. And also able to use their distribution channels in to the different countries. Under the alliance of the Renault and Nissan had agreed to share their components and their engines, for the instance Renault is expert in making diesel engines and Nissan is expert in making petrol and manufacturing procedure. Moreover, vision of two foreign companies to achieve mutual respect and peruse a common target we ask every single team not to do anything for the other teams. Pursue your own interests, growth and profitability. Because you are doing this, you will seek synergies (Ghosn, www.extra.emeraldinsight.com). This was the most important aspect to support the alliance of Renault Nissan, not merger. NISSAN RENAULT ALLAINCE STRUCTURE: Renault Nissan Alliance Objectives To be Ranked Amongst Top Three Companys in the Eyes of Customer Quality Value Product Services Technology Leadership excellence Each Region Segment Sustainability High Profit Margin Growth RENAULT 50% NISSAN 50% RNPO: Renault Nissan Purchasing Organisation RNIS: Renault Nissan Information Services 15% 44.3% Revival Plan Major Areas of Cooperation/Change   Carlos Ghosn was able to convince both the companies to  align  and come to following areas of collaboration, PURCHASING Both the companies are agreed to tie up their purchasing activities and try to minimise the purchasing cost of raw material. In the year 2001 during the rival plan both the companies were sharing about 30% of combine buying activities where as at present in the year 2009 the cooperation has increased to 100% which indicates the success of this alliance. Research and Development Under this regards both Nissan Renault both agreed to following two points. Allocate similar stage and components which are not really visible to customers as open body of automotive products in order to achieve the economies of scale and to reduce purchasing production cost. The platform integrated their efforts by manufacturing cars like Nissan Qashqai Renault Megane and many others which resulted in combine sales of more than 50% in the year 2008.  Ã‚   Switch Over Technology Production The tie-up enable both companies to swap their technological expertise to create competitive advantage. The Alliance was successful in creating gearboxes together for their combine products. They expertise of Nissan in making gasoline engine and Renault in making diesel engine resulted into co production of different engines. Both companies are moving forward to align their strategies and advanced mechanism in safety, environment performance. They also aims to develop zero emission technology which enable them to focus on electric cars by the end of 2010. Cross Cultural Management/Teams The unique alliance between Renault Nissan has been working for more than eight years by setting up collaborations in managing culture at all levels as a continuous process of best practices. It is very difficult for Carlos Ghosn to handle the cross cultural tams of Japan France at the same time but with the effective leadership he was able to create more than 30 teams each year. Apart from the above the alliance has decided to set production standards in both the companies which resulted into increase in the overall sales of the company. Both firms are using each others manufacturing capacities in order to produce mass production which in turn gave core competence in production capacity to both car manufacturers. HOFSTEDE CULTURAL ANAYLSIS : Hofstede model of cultural Dimension (source: hofstede, (1991), available at: www.ifets.info/journals/5_3/frank.html) Hofstedes cultural dimension helps us to categorize the key divergence between cultures. Thus this model was used to evaluate French, Japanese, and European culture. According to Hofstedes analysis there are three cultural dimensions that varies between French and Japanese culture power distance, individualism and masculinity (Hofstede, 1983).Because of the differences in masculinity scores it would be accepted that Japanese workforce have a different outset of gender in comparison to their European and French counterparts. Possibly this could direct to tension or pressure between female European workforce and Nissan employees. Japanese gender differentiation could also create legal problems due to the anti discrimination legislation in the Europe A high Power Distance score is directly linked to an autocratic management style. The variation between Japan and France points out that French managers have a more centralised, less counselling approach than their Japanese age group it is also states that average power distance of Europe is low as compared to France and Japan signifying that autocratic style of management in these countries would be strange throughout Europe both the countries have high scores in terms of power distance the Japanese put a high emphasis on the workforce age,( Deller and Flunkert) 1996 state that even capable junior staff will not be given preference over older colleagues. So employees. The significance of superiority is connected with the Japanese principle of lifelong possession with many of the employees commit to one firm which they toil for the whole of their life. In comparison the French structure chain of command is based on the educational backdrop of the person. The education system of France is so vastly controlled with the most brilliant student being conventional to elite schools. Approval to this school is a status mark that prevails through the existence of person with the French perception of accomplishment being judged by a persons family background, educational level and financial rather than by direct accomplishment (Newson -Balle and Gottschalk, 1996). This could lead to disagreement if Japanese disrespect their French counterparts and the French shows lack of respect to their uneducated Nissan associates A countrys individual signifies the level to which culture underpin person over communal success. However it states that workers work better independently who has high level of individualism in comparison with those low scores France has the highest level of individualism score compared to Japan i.e. France with 71 whereas Japan with 46. Therefore Nissan in its European operations must give an opportunity for its employees to gain accomplishment. Moreover if it is put into practice in Nissan operation it can escort performance and motivation The long period of direction signifies a level that the long term goals greater than the short term goals becomes the centre of attraction for the members of society. However it is vital to understand that managers at Nissan should design the strategies by arriving at a logical assurance while working with the Renault ENABLERS AND BARRIERS FOR REVIVAL PLAN: The alliance leader of Nissan Renault imposed incremental change through Nissan Revival Plan 01/2. The key driver for the change was to provide Nissan with sufficient market oriented strategies to compete in the market with other larger manufacturers with heterogeneity in their Japanese organisational culture. However, high risk in the alliance was to deal with cross culture value and beliefs of organisation. Nissan was facing problem of product recalling which was damaging its brand image and the other is the lack of diesel technology in comparison with their key competitors. The focus of Nissan was on profitability, cost reduction, innovation in Europe to continue its growth and brand reputation. As the commodity prices poses a threat to Nissan they oppose this problem by making some alterations in their input materials. They have developed a twofold strategy which is to maintain the equilibrium between individual uniqueness and maintaining their globalized resources. The increasi ng demand and supply in car manufacturing industry by launching new innovative model was the critical enabler factor for Nissan to cut their manufacturing overheads, increasing purchasing power, reducing bargaining power of consumers to remain presence in the market. The main threats for Nissan is the market saturation which effects its growth as the volume of the car sales fell which has make Nissan cant able to make its presence in the European market. The hurdle in this alliance is the culture of the organization which effects the stability and strength of the organization. However, apart from the , the main objective was to create dual citizenship which balanced the equilibrium and support their cultural values and desires to success of the organization. FORCE FIELD ANALYSIS FOR DRIVERS OF GLOBAL CHANGE: DRIVING FORCE RESTRAINING FORCE Technological Change Huge Investment RD and cost of capital Economic Integration More International market Emerging Market in Developing Countries Increasing speed of international more domestic competition Cross Cultural Challenges Falling of Communist Society Fewer Barriers

Music Appreciation Essay

The concert was at the Thayer Hall, a beautiful state of the art facility that is home for the school’s concerts, recitals, and other events. It holds up to 200 people, theater row seating, and the stage is set up fairly close to the first row seats which gives the performance a more personable feel to the audience. The wooden floor stage had a beautiful grand Steinway and Sons Piano set off to the side, that was moved later in the middle for the performance of Clarinet Sonata in E-flat Major, Op. 167. The first piece on the program was Ricochet, composed by Kerry Turner. It was one of Turner’s chamber music ensemble, performed by a brass quintet; two trumpets, horn, trombone, and tuba. The composition was energetic, skillfully played by the quintet in a manner that depicts life journey fast paced to get to the desired place and upon reaching it there is a slowing down pace of life either in peace or dismay. The second piece was Clarinet Sonata in E-flat Major, Op. 167 by Camille Saint-Saens. This piece was performed with two instruments namely clarinet and piano. It had a slow movement, opening with tender, melodies that seemed effortless, up and down tempo, whispering softly. This was a short piece compared to other pieces in the program. It had a romantic voice and more consonance, harmonious, and cantabile movement. Camille Saint-Saens was born in Paris on October 9, 1835. His father died when he was a baby, after only having been married to his mother, Clemence a year and a day. His great aunt, Charlotte Mason, who was a learned person, also became a widow. The two ladies reared and provided for Camille Saint-Saens. He received his introduction to keyboarding from his great aunt at the age of two and a half. He was playing sonatas by the age of five years old. He was writing dance music at the age of 15. According to his auto biography (p.7) â€Å" Liszt had to show by his Galop Chromatique the  distinction that genius can give to the most commonplace themes My waltzes were better. As has always been the case with me I was already composing the music directly on paper with working it out on the piano.† http://books.google.com/books?id=MOcPAAAAYAAJ&dq=camille%20saint-saens&pg=PA8#v=onepage&q=camille%20saint-saens&f=false As Camille later in his life looked over his composition, there wa s no error in it technically, which is quite significant considering he did not have the basic knowledge of the â€Å"science of harmony.† Camille Saint-Saens, by the age of ten, gave concert played Beethoven’s Concerto in C minor and also Mozart’s concertos in B flat. He became the organist at the Church of Madeleine, which was a highly regarded post. He was well known in Paris. A virtuoso who had won prizes for his compositions; Introduction et rondo capriccioso (1863) as well as the Second Piano Concerto (1868). He held a post at Ecole Niedermayer during 1861 and 1865 as a piano professor. He had built life-long friendship with one of his students Gabriel Faure, one of the great composers of the 19th century and early 20th century. He would be what we would call a renaissance man, for his many gifts and interests. He was interested in Science and also a mathematician. During his later years, an avid traveler and writer wrote about his travels, poetry, and philosophical work. His work continued to be inspired by Franz Liszt and Richard Wagner, composed symphonic poems including Danse Macabre in 1874. He is also known for his opera Samson et Dalila. He died in 1921, in Algeria. https://www.sfcv.org/learn/composer-gallery/saint-saà «ns-camille Sou rces: The following websites retrieved on November 29, 2014. The third piece was composed by Giacomo Miluccio, Rhapsody for Clarinet (ca. 1979). This beautiful and technically difficult piece was a solo for clarinet. This piece started off slow, with low pitch then increased in tempo with increasing pitch as well, that continues to a call and response type music, transitioning to dissonance, to slow – low melancholy notes, then picks up to a livelier mood. This piece evoked an uncomfortable feeling inside me, sort of giving a music background to my emotions when I am uneasy, frantic, loosing my sense of direction. I personally would not select this music to unwind after a long day at work. The fourth was selections from Divertissement for Oboe, Clarinet, and Bassoon (1927) composed by Erwin Schulhoff, three movements were played. The Charleston: Allegro began with a brigh tone, upbeat rhythm, producing dance to the beat of the music. The second movement, Romancero: Andantino sounded playful, with the individual instruments playing consecutively in the introduction playing the same note. The tempo is more andantino, relaxed and mezzo forte. The last movement was the Rondo-Finale: Molto Allegro con fuoco, it featured a lively theme, faster tempo (prestissimo), many repeated tones playful notes with all instruments, and concluded fortissimo rushing at the end. The fifth piece was Suite d’aprà ©s Corrette, by Darius Milhaud. This had four movements included in the program, Entree et Rondeau, Tambourin, Musette and Le Coucou. Each of the four movements had very playful melody. Darius Milhaud, One of France’s leading composer of the 20th century. He was born to a Jewish family in Aix-en-Provence. His parents’ Jewish family line came from the Comtadin sect that has been well established in France for hundreds of years and the Italian Sephardim. http://www.anb.org/articles/18/18-03766.html Both of his parents had musical talents and had been playing music with his parents from his early childhood. He learned to play the violin at age 4. At the age of 17, Milhaud went to school at Paris Conservatoire where he ended up focusing on piano and composition, having the musical influence of top French composers like Paul Dukas, Charles Marie Widor (fugue), Andre Gedalge (counterpoint, composition, and orchestration) Nadia Boulanger, Maurice Ravel, George Enesco, Jacques Ibert were his students. http://www.classical.net/music/comp.lst/milhaud.php Milhaud and poet, Paul Claudel established a long collaborative relationship where Milhaud would compose incidental music, while Claudel will produce libretti for Milhaud’s works. Their friendship began when he served as a French attache in Rio de Janeiro in the First World War. http://www.allmusic.com/artist/darius-milhaud-mn0001175393/biography He became part of â€Å"Les Six†, a group of popular French composers under the supervision of Jean Cocteau. The group did not last very long, and had only been able to put together some piano pieces together as a whole group namely, L’Album des Six. http://www.classicalarchives.com/composer/3012.html#tvf=tracks&tv=about http://en.wikipedia.org/wiki/Les_Six During his tours to foreign countries such as the U.S.A., Brazil, Vienna, London and the U.S.S.R., where he had quickly absorbed the various musical influences of these regions like jazz and Brazilian music. In 1939, he left France after the Nazi installed the Vichy Regime and many of his Jewish relatives were murdered by the Nazi Germans. An invitation to conduct at the Chicago Symphony, had given his family a timely exit visa. Through a friend of his, a famous French conductor then at the San Francisco Symphony as a conductor, Pierre Monteux, organized a teaching post for Milhaud at Mills College in Oakland, California. He is â€Å"often perceived as the champion of polytonality.† He may not be the inventor of this technique, he was able to use the technique to its possibilities. He produced at least 440 music pieces, including 12 ballets, nine operas, 12 symphonies, six chamber symphonies, 18 string quartet. He also continued to show his identity with France and the Jewish religion though his music. He later returned to France and kept a similar teaching post at Paris Conservatoire until 1971 along with his post in Mills College. http://www.classicalarchives.com/composer/3012.html#tvf=tracks&tv=about He died in 1974. http://www.milkenarchive.org/people/view/all/574/Darius+Milhaud Sources: All websites retrieved on November 30, 2014 The final piece was Divertissement for Oboe, Clarinet, and Bassoon by Jean Franà §aix. The first movement was allegretto assai, it had a fast beat and very playful. This piece had a lot of dissonance. The Elegie had low pitch, the bassoon was setting the tone to a mournful sound, played in  harmony by the clarinet and oboe. The Scherzo, was the last movement played, it had a lot of energy, moving very fast. It sounded like a music for dancing, with contrasting tone color. Jean Franà §aix was born to a family of musicians on May 23, 1912. His father, Alfred Franà §aix spent sixteen years as the director for the Le Mans Conservatory of Music. His mother was a teacher and choir director also at the Conservatory. He had an early music influence, started learning piano at four, at ten he was taking music lessons with Isidor Philipp,whose long list of students were significant pianists, composers, and conductors, who was also a long time friend of Claude Debussy. http://en.wikipedia.org/wiki/Isidor_Philipp Franà §aix, also studied music with Nadia Boulanger, who was a French composer, conductor, who also had a long list of well known students of musicians and composers of the 20th century. Jean Franà §aix at ten years old, composed â€Å"Pour Jacqueline† in honor of his cousin, and was published after two years. http://www.classicalarchives.com/composer/2535.html#tvf=tracks&tv=about He met Maurice Ravel in 1923, who had encouraged the young Franà §aix, to pursue his path that he is currently taking. He won the first prize at the Paris Conservatoire when he was 18. In 1932, he successfully gained popularity at the premiere performance of his Concertino for Piano and Orchestra at the Baden-Baden Chamber Music Festival, in Germany. He became sought after after this that he was commissioned to write music for sixteen ballets. He had completed and extensive collection of works including orchestral works, film music, vocal works as well as chamber music. He served at Ecole Normale de Musique in Paris teaching from 1959 to 1962. According to Schott music website, although Jean Franà §aix had exposure, influence, and fondness for the French Impressionism and the Neoclassicism, and his close relationship with Francis Pulenc and the â€Å"Groupe Des Six,† â€Å"Jean Franà §aix never felt committed to any particular musical ideology.† http://www.schott-music.com/shop/persons/featured/jean-francaix/ Jean Franà §aix died in 1997, his major work, written in 1939, The Apocalypse of Saint John, first performed in 1942, and was later played at his memorial  service at Le Mans Cathedral in 1999. http://www.classicalarchives.com/composer/2535.html#tvf=tracks&tv=about (Sources: all websites retrieved on November 30, 2014) The center stage’s design seemed very intimate to me in terms of the close proximity of the audience to the performers. From where I was sitting (left side, third row from the stage), I noticed that the instrumentalist were exchanging glances, waiting or taking the lead with each melody. I noticed that the instrumentalist had to tune their instruments before they start their pieces. They also seem to be constantly licking their lips. One striking event that I noticed, that I probably will not notice at a different venue where the stage is at a farther distance to the audience, is that the instrumentalists that played as a group, had a way of communicating with each other by glances and nods, whether to play solo, duo or trio. They played their musical instruments with such grace and poise. The moment the instrumentalist started performing the audience were very enthralled with the sound of the music. It was quite a life enriching experience. There was certain beauty and somewhat felt spiritual as I watch the instrumentalist play fantastic sounds with each of their instruments. The Colburn Conservatory School director welcomed the audience to the concert and with pride mentioned that most of their students have won the Pasadena Showcase House Instrumental Competition. Jay,  I am hoping if you would be able to help me describe the following. I don’t exactly know how to go about writing description of this final music pieces. If you can, I would really appreciate it. 7. A full description of the final musical piece on the concert – 10 points Divertissement for Oboe, Clarinet, and Bassoon by Jean Franà §aix, 1912-1997 Prelude https://www.youtube.com/watch?v=XQywosBYkac Allegretto Assai https://www.youtube.com/watch?v=W682MdjDb4o

Environmental Auditing Guide - 10205 Words

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Figure 1: Square Enix Year-on-Year net income (SQUARE ENIX HOLDINGS CO., LTD., 2015) Hence in this report, an in depth look towards environmental sustainability would be made, examples of what competitors have done to address this issue and how assumed company SquareRead MoreRole of a Community Nurse in Clinical Audit675 Words   |  3 Pagesaudit is to improve the quality of patient care. Therefore the role of the community nurse in the clinical audit is to work toward this end goal. Specific duties that define the community nurses role in the clinical audit will vary depending on environmental variables. According to Collis (2006), the role of the community nurse in the clinical audit is as change agent. To be a change agent, the nurse engages every possible tool and strategy used in the audit process. The community nurse is also inRead MoreThe Impacts of Sustainable Tourism and Their Influence on Resort Management1684 Words   |  7 Pagestrying to find ways to sustain our resources. Lately, the buzz word that is frequently mentioned in tourism industry is sustainable tourism. Sustainable tourism is tourism that takes full account of its current and future economic, social and environmental impacts, addressing the needs of visitors, the industry, the environment and host communities (UNWTO, 2005). The issue of sustainable development came to peoples attention when nature began to deteriorate. For example, ozone depletion, favouritismRead MoreFinancial Crimes1610 Words   |  7 Pagesfraud and forensic accounting techniques can assist forensic accountants in identifying illegal activity and discovering and preserving evidence. Forensic accounting is a science that deals with the application of accounting facts gathered through auditing methods and procedures to legal problems usually dealing with financial and valuation issues (Grippo, 2003). Forensic accounting investigates an allegation where the results are presented in a legal setting. The increasing complexity of the business

INTERVIEW PROCESS - 1875 Words

Recruitment documentations: Job description of a Nurse: - Employers aren’t legally obliged to create a job description, yet producing one enables them to focus on their thinking and decide how the role must contribute to the business and who is likely to fulfill that role.This document provides an understanding of the position’s major responsibilities, details how the responsibilities are accomplished, and identifies the knowledge, skills and abilities necessary to perform the job. A well written job description not only describes the position’s responsibilities, it supports effective human resources management in a variety of ways. It sets the foundation for recruiting, developing and retaining†¦show more content†¦The person responsible for developing effective recruiting strategies will usually be a talent acquisition manager, director of personnel, or a recruiting/sourcing manager. Typical recruiter duties include interviewing candidates and screening job applicants. Recruiters also must keep detailed rec ords of all applicants, contacts and positions. Developing a recruiting plan for a large company involves working closely with the human resources department, executives and managers in order to get the best talent for the company. Corporate human resources recruiters must create an overall recruiting plan that outlines the type of candidates needed and how they will be reached. They also draft and post job descriptions, as well as continually sourcing candidates for currently open positions and future positions. Recruiters must also check in with new hires and managers to see the results of their recruiting plans and tweak them for the future. Some typical job interview questions include: Why do you want to work for this company? Why do you want this job? – The interviewer is trying to determine what the person knows and likes about the company, whether they will be willing to make a commitment to the job, and if their skills match the job requirements. Have you done this kind of work before? - The interviewer wants to know if the individual can learn to do the job in a reasonable timeShow MoreRelatedInterview On The Interview Process872 Words   |  4 Pagesfor an interview. A job interview is never meant to scare the applicant away, but it is meant to create new futures and open doors giving them new and endless possibilities. It takes a lot of work to be fully prepared for your job interview; you need the right attire, make-up, and knowledge. As you’re driving to the interview you’re probably nervous, anxious, or wondering what questions will be asked by your future boss. The three main stages in the interview process are accepting an interview, gettingRead MoreInterview, Process Analysis, And Analysis1526 Words   |  7 PagesI have conducted an interview with a client and in my paper I will explain my experience and how I used the skills we have gone over in class. In the paper I will have a description of my cl ient, my assessment, a summary of the interview, process analysis, and analysis of professional use of self. Not only will I assess the interviewer but myself as well. I will include all the interviewing skills I used and the ones I didn’t. Also, whether or not I used a particular skill or technique in the rightRead MoreA Interview For A Job Interview Process902 Words   |  4 Pagesbelt, chances are, you gone through the interview process. For those new to the workforce, job interviews may seem like a dubious form of torture that one needs to endure in order to get money to pay down student loans. Truth is, interviews are part of the job hunt and really are nothing to be afraid of. The key is preparing for the interview. In fact, there is a method to doing well in a job interview process. Here are a few tips to owning the interview and landing the gig. Be on time There sRead MoreInterview Process At Amazon s Interview1367 Words   |  6 PagesObjectives 3 2.0 Amazon – Brief Overview 3 3.0 Introduction of Interviews 3 4.0 Introduction of Interview process at Amazon 4 5.0 Amazon’s Interview process 4 5.1 What Amazon looks for? 4 5.2 Assigned Competencies 4 5.3 Bar Raiser at Amazon 5 5.4 Candidate’s experience in the interview 5 5.5 Legal and Ethical Code 5 5.6 Behavioural interviewing and STAR at Amazon 6 5.7 Assessment 6 5.8 Substantiated Feedback 7 5.9 Hiring the best 7 6.0 Interview stages of Technical Account Manager 8 7.0 Summary 8 8.0 ConclusionRead MorePresentation Of The Interview Process971 Words   |  4 PagesMost of us have had an interview before, and it can be a stressful time. Even with the best laid-out resume’, it can still be hard to get a job. That is because some employers look beyond the credentials that are written on your resume’. It is not only about having a degree sometimes, but about the way in which you present yourself or the way you speak. If there is another person with the same skills as you, what sets you apart from them? What ensures you the job instead of them? That is what thisRead MoreThe Interview Process For Oshkosh1765 Words   |  8 Pages There are many jobs that I have applied to and went through the interview process but the one that stood out the most to me is when I applied for Oshkosh. This job I’m still at because I love my boss and it’s a job that I feel at home with. I will talk about the interview process. How I was initially selected, substantively selected, and ultimately contingently selected this theory comes from the book. Lastly how after working there for about 5 months I got put into a temporary part time supervisorRead MoreEmployee Selection Tool and the Interview Process1720 Words   |  7 PagesEmployee Selection Tools and the Interview Process Axia College, University of Phoenix Choosing the best suited individuals who are highly skilled and adequately suited for an employment position has become a difficult and sometimes a time-consuming process for employers. Today’s job market has become so diverse and competitive that companies must implement resources that assist them in carefully evaluating the credentials, backgrounds, and abilities of each candidate. Therefore, it is essentialRead MoreReflection Paper On The Interview Process1025 Words   |  5 PagesAssignment 3- Reflecting on the interview process Reflexivity involves being able to think critically about the self and others research work, with a robust and open curiosity about how we find ourselves situated in events and interprets the behaviour of other people and ourselves (Coles, 1992). This is a reflexive paper of an interview experience of some general people about their knowledge regarding Aboriginal community’s health issue. There is a little research on how general people are awareRead MoreTesting Methods And Interview Process1127 Words   |  5 Pagesthere are three significant methods that can still be improved upon, ultimately increasing their external candidate percentage. These three methods include Job Advertisement, Testing Methods and Interview Process. Job Advertisement Recommendation Job Advertisement is a key part of any recruitment process, and creating an effective advertisement is crucial for the success of Southwood’s students. Currently Southwood is seeking a French teacher to join their staff. They recently developed a web siteRead MoreDiscrimination And Bias : The Interview Process And The Resulting Effects On Employee Selection1292 Words   |  6 Pagesin the Interview Process and the Resulting Effects on Employee Selection Alicia Crews Fayetteville State University Abstract Discrimination and bias in employee selection was measured by assessing whether interviewers would select the same candidate from a blind interview versus a traditional in-person interview. For the study, interviewers were paired with results from blind interviews and then were required to interview the same employee candidate in an in-person interview. Data