Office Visit Essay Example for Free

Office Visit Essay DHL is known for its reputation and service throughout the world. Major online vendors like Amazon. com and Barnes Nobles as well as several other industries employ DHL speed post service to deliver their items and couriers to their clients. It has been an immense pleasure to visit one of their branch offices and the layout of their work as well as their office has certainly been impressive. As time becomes more and more precious in the world of today, people are willing to invest into time-saving services. DHL has undoubtedly been one of them. Several industries involved in marketing and sales on a global basis employ their services due to the reputation it holds in the industry. From receiving express packages and couriers to sending express packages and couriers, DHL has been well-known for its reputation in the express mail and courier facility and its reliability for quality service. Though its major task has most commonly been linked with the express mail task, the DHL industry spreads itself into various other industrial sectors as well such as audio visual and telecommunications, electronics telecom, enterprise computer systems, fashion and fashion solutions, global automotive solutions, pharma/healthcare and semiconductors. DHL presents an amazing work history. Founded by Adrian Dalsey, Larry Hillbolm and Robert Lynn from their last names (DHL), DHL was established in the year 1969 via first express route that started from San Francisco to Honolulu, the success of DHL didn’t just stop there. Serving as a foundation for innovative ideas, DHL was the first in its industry to provide documentation prior to the arrival of the cargoes that rushed the route of importing of goods. Due to its reliable express service, it began to gain its recognition in the industry and this also initiated to expand its routes from Hawaii and Far East to as far as the Middle East. By 1988, DHL could be found in more than 170 countries and employing more than 16,000 employees in its firm. DHL offers a lucrative career for those involved in the sales and marketing field. The career options are many, including part-time as well as freelance. While the current estimate of the number of people hired is difficult; as of 2005 statistics, DHL had employed more than 110,000 employees in more than 200 countries (DHL, 2007). In the current office visit, there were around 50 employees assisting in the tasks involved in delivery and customer service, the head of whom. It mainly dealt with dealing calls from customers and answering several queries with respect to the orders placed by their company. The office layout is impressive. Designed into several cubicles, this structure ensured proper space for each employee to work in giving them their privacy (Martin, 2001). However, there are a few disadvantages linked with such kind of architecture. I’d prefer the DHL team to work without walls. The recent article on office cubicles and the joy of employees related to the demise of the cubicles is a proof enough to show that though cubicles grants privacy, it is not the best structure for offices to work effectively (Lotozo, 2006) In cubicles, we have walls separating one employee from another thereby giving privacy but in today’s management, the best way to work is to work in teams. This requires the employees to work together and of course, without the presence of walls. As Marilyn S. Burroughs in her article entitled, â€Å"Work spaces that work: designing high performance offices† states, â€Å"The future will see more teams that function as amoebae expanding and contracting, blurring both the center and the boundaries. Teams will be disposable, sometimes lasting only several hours; theyll be wholly elastic, coming in all sizes, and people will slip in and out of them instantly. And office designs will accommodate these ever changing teams: Flexibility, spontaneity, and the need to be fluid applies to the physical environment as well as to work processes†¦ The growth of teams is helping to eliminate functional silos and to flatten organizations because teams require faster, clearer, more direct, and more spontaneous communication. Teaming requires a less-structured atmosphere, one that is much more informal, participatory, and flexible† (Burroughs, 1996). The other section of the DHL department contained the packages that were delivered by trucks to the office (the office visited was one of the DHL branch present in my city) and the packages were neatly arranged according to their localities in the storage room. Each package was handled carefully by each employee as they are responsible for the proper delivery of the package and any harm to the courier package would mean refunds from the customer from the firm responsible for the courier. The type of workload that DHL handles varies from customer service (attending calls, queries and even e-mailing that involves the use of computers) to handling courier packages. An attendant is always ready at hand to answer any queries for visitors and the work space ensures that the customer is comfortable. Though the office is divided into cubicles, a comfortable space for the customers has been designed. The space has sofas and is moderately lit. The marketing strategies of DHL have been extremely successful in yielding business on a global basis and its success has been evident since its inception. As of recent, DHL won the contract from RE/Max network. It was a multimillion dollar agreement with the company that has a network from over 60 countries with 119,000 franchises. The company will now employ DHL services for express and international shipping (Business Wire, 2007). The winning of the multimillion contracts itself is a proof of its successful marketing and contract strategies. The business has been successful since the year of its inception. DHL, of recent, employs more than 300,000 employees throughout the world. The online tool that helps in the shipping tracking on an every-day basis has been extremely useful for many customers who wish to monitor their packages. Furthermore, the DHL merged with the Deutsche Post Euro Express (that is the leading postal provider in Germany and Europe) thereby giving DHL the access to an extensive reliable road network through Europe for business and private clients (Business Wire, 2006). Therefore, the kind of offices that DHL requires is the one that assists with the needs of the employees and the customers. Since there are many vendors and merchants who have partnered with DHL, an office specifically addressing the company inquiries plays a vital role. The future plans of the DHL are many, one of which has been stated by the Deutsche Post Euro Express is the employment of robots. Hermann Franck, the DHL master mind calls this as the â€Å"Cinderella feature† where he states, â€Å"Developers also plan to integrate RFID technology into the parcel robot. The idea is simple. With transponders placed on parcels and the robot being equipped with a reading device, the machine could identify the contents of the parcel during the gripping process. The robot would be able to pick through the parcels, just like Cinderella picking through the ashes to find the lentils, explains DHLs mastermind Hermann Franck. The idea is not to put the bad into the crop, as the fairytale goes, but to sort the parcels according to specific destination criteria, for instance† (Deutsche Post World Net, 2007). As DHL continues to expand itself in various areas, it comes with new ideas as well. The DHL Company has an innovation center that addresses the needs of customers and becoming their first choice as well. DHL has been continuously involved in evolving itself technologically and keeps itself in pace with the current events and machines that would facilitate in the development of the company in every way. The modern architecture of today plays a vital role in the successes of such companies. While the DHL office visit truly gave an insight into a company’s goals, aspirations and statuses, the business architecture is worth appraising. A business architecture, as stated by the BPM institute is, â€Å"comprehensive framework used to manage and align an organizations business processes, Information Technology (IT) software and hardware, local and wide area networks, people, operations and projects with the organizations overall strategy† (BPMinstitute. org, 2007). The DHL office is equipped with the latest tracking software with internet availability. The company has also been rigorous in performing regular checks on technology where it employs the latest to aid in the innovative express service that it offers to its customers. The business has been steadily growing and every year, it has marked a progress by improving its technology on a yearly basis. Today, the trend of information architecture plays a vital role in the businesses and thus, the successes of the businesses mainly rely on what kind of information architecture has been or is being used by the business. As Judith Lamont in her article, â€Å"Setting the stage for success- information architecture earns performance kudos from customers† states, â€Å"Information architecture is the process of organizing and structuring information so that it is logical in design and presentation. It establishes categories and relationships among different pieces of information. It defines metadata schemes, navigation and search interfaces. Good architecture not only helps users find information, but also facilitates updating content by having clear rules for adding new information. And its effects show tip on the bottom line with surprising speed when users can get what they need in just a few clicks† (Lamont, 2003). The basic structure that DHL uses is the information architecture. However, it also implements the enterprise architectural strategy in order to expand its business further. Every business’s architecture plays a vital role in its success as it acts like a blue print for transformation and technology modernization. In the current office visit, I found that due to the high success rates, the employees are happy to serve their satisfied clients in every way they can. Therefore, they create a premise that works efficiently in creating a comfortable and good office environment for workers as well as customers. The DHL Company has been found to work with good working ethics and therefore, if there were any further improvements that could be suggested to this company, it could be on the basis of the enterprise architecture where it can satisfy the workers and the clients to a greater extent than it does today. The DHL incorporates seven cultures in its company where it believes that employing highly talented people in its office actually boosts the status of being a responsible global corporate. Furthermore, it strives to deliver excellent quality and fosters openness. The company also acknowledges its social responsibility as well as strives to act in an entrepreneurial manner. This makes the company look professional and therefore, is the key success to all its ventures. Since it abides by the seven corporate cultures identified, the employees abide by it acknowledging its essence in the industry. Regular training and rewards are given to employees who perform well in their work. The DHL Company also believes that it is through its seven corporate cultures that it poses a stiff competition for its competitors. The benefits of enterprise architecture have been proved efficient in the world of today. If DHL wants to pursue its interests and expansions further, it should acknowledge the essence of enterprise architecture and therefore, as R. Suter in his article entitled, â€Å"Securing strategic benefit from enterprise architecture† states, â€Å"Enterprise architecture enables the transformation of organizations into efficient users of capital, be it human/intellectual, organizational, or technical. It does so by identifying capability and resource requirements of the agency mission before resources are committed to development, thereby minimizing the risk of costly rework and schedule overruns; identifying reuse; and streamlining opportunities for technologies, processes, procedures, and information assets. During subsequent development, architecture also enables the management of out-of-scope changes which, however meritorious, would derail subsequent modernization efforts† (Suter, 2007). The proper framework of any organization helps in the building of a successful business and therefore, only a proper architecture that updates and aligns itself with the business policies of today can assure that the business can be successful. Management itself is considered a part of architecture that ensures that there is a continuous development. DHL’s business plans have been consistent and successes have been evident. The fact that it provides excellent client and customer service is the reason why many companies prefer to deal with DHL though some of its prices may seem high compared to its competitors. DHL maintains itself by sustaining its ties through its sustaining program where it helps sustain environment (which is a social responsibility), economic performance (by promoting sustainable economic development), people and communities (by providing employment opportunities) and many more. It helps in the continuous development of talents for its employees by offering employment training and development programs. Thus, an employee working with DHL is continuously updated and its corporate values help in maintaining a fair attitude towards its employees. The ethical understanding of the DHL Company is evident through its sustaining programs that highlight on equal opportunities and also promotes general health promotion campaigns followed by providing an ideal management program that rewards the efficient and hardworking employees (DHL International, 2007). Maintaining such a network has helped DHL to advance further and I believe the management style of DHL is absolutely efficient in delivering success to its members and thus, is well managed. As DHL further undergoes expansion, it is evident that there is a scope for further additions to its offices throughout the world and if any recommendation is to be offered, I believe it would be asking the DHL to comprehend the significance of software architecture in the world of today. Basically, it is just a blue print for constructing new products and therefore, as DHL aims to be innovative in its methods (thereby providing satisfactory service to its clients and customers); an expansion into the software architectural strategy would be a wonderful addition. The easy part about the software architecture would be that it wouldn’t require any installations but would products based on software architecture are installed. The role of software architectural strategy is to account for the entire development of the product that is normally done by various sectors such as building and configuring. Since several sectors of DHL deal with several aspects of technology, the software architectural strategy would provide a fundamental base for the development of new products with innovative ideas (Sanders, 1992). This is the IBM’s Distributed Data Management Architecture and is meant for distributed application a service which is similar to the one we encounter in DHL Company. This would only serve as an innovative step for the DHL to proceed further in order to satisfy the clients and customers it sustains in its database.

Comparative Analysis of Cultural Ideologies in Norway and the United St

Comparative Analysis of Cultural Ideologies in Norway and the United States The intent of this paper is to examine individualistic and communitarian cultural ideologies within two distinctly different political environments. The first challenge in comparing two nations is deciding which approach is most appropriate. There are several approaches in political science that have proven most beneficial when making comparisons. This study will use a comparative government approach to examine the political institutions, processes, constitutions, and functions of government within each of the two countries selected. The countries that have been chosen for this study are United States and Norway, respectively. Gregory Scott believes that the fundamental aspects of human interaction in society are the need for community (unity) and the need for individuality. The argument is that the entire history of politics is largely the story of how communities and nations resolved the inherent conflict between the universal needs for community and individuality. With that, the topic that this paper tends to address has emerged, within the study of politics in this class and others, as the single most dynamic in scope and in implication. Freedom, equality, and justice combine to build a substantial argument for the individualistic ideology. Authority, order, and democracy are all building blocks for the argument of the communitarian. Scott notes that much of what motivates individualist is a strong desire for freedom. This author also argues that we are all interdependent and authority is justified by the need to bring order to societies competing values and thoughts. In studying the history of humanity, the battleground that has been formed between the need for individuality and unity is undeniable. A person’s view of the nature of humanity is fundamental to their view of government, and its scope. If people are seen as dangerous, then a government to protect people from that danger is most appropriate. If people are viewed as capable of fulfilling their own creative potential, you may want a government that protects individual liberties (Scott, 47). These are all examples of core values for the entire foundation of government and of politics. This argument, for the use and scope of government, is divided into many different arguments that address basic issues o... ...hild benefit scheme, and the increase of taxes in electricity and heating oil consumption. Community Statistics v Official Name: The Kingdom of Norway v Population: 4,504,000 as of Jan. 2001 v System of Government: Constitutional Monarchy v Geographical Area: 385,155 sq. km. v Monetary Unit: Norwegian kroner, NOK v Coastline Length: 21,192 km. v Economic Indicators: Inflation rate (2000) 3.1%; Gross Domestic Product (1999) 1,192,826 million NOK; Gross Domestic Product per capital (1999) 267,328 United States of America According to political scientists, the United States is considered and â€Å"individualistic† society. A society that is quite capable in operating on its own, and not really relying on others to instruct them in ascertaining the very essentials of having a functional, independent, way of living. To fully understand the depths of the United States’ individuality, several ideas must be explained. First, one must understand the role of government in the United States. Secondly, there has to be an understanding of the evolution of the United States as a society, and the formation of its political structure and ideologies. Next, an

Manging theories and globalization Essay

Abstract The aim of this paper is to discuss whether general administrative theories are relevant to managing modern global organisations. It shall be argued that general administrative theories are a basic outline for managers in modern global organisations to refer to, rather than a guide that should be strictly followed while ignoring circumstances that surround the outside environment of the organisation. Introduction Managers these days are constantly being challenged with so many different obstacles, not only within the environment of the business, but from many other exterior sources that may affect their decisions on a daily basis. The early 19th century brought about a number of administrative theorists who defined certain guidelines that management should consider using to achieve success in the organisation. These theories helped to shape businesses in the earlier years and are now simply a foundation for managers to utilise, if needed. However, with globalisation and the ever broadening issues in the world today, such theories will not necessarily be efficient, effective, or relevant in the same organisation in one part of the world, to another on the other side of the globe. In addition to globalisation, there are many internal and external forces that are constantly evolving and unfolding, forcing involuntary transformations of the way objectives may be achieved by managers. For any organisation accomplish their goals it is vital for management to focus on changes that occur inside and outside the organisation, and not just theories that are somewhat out dated or are not necessarily related to todayâ€⠄¢s global companies and environmental issues. General Administration Theories Henri Fayol (1841-1925) was a French management theorist who introduced scientific organisational guidelines of labour, which had a great influence on organisations at the start of the 20th century. Fayol was the first to identify the functions of management which are: managing, planning, organising, commanding, coordinating, and controlling. In 1917 he introduced the fourteen principles of management in French and then later on published them in English in 1949. (Wikipedia Encyclopaedia 2006). Fayol’s fourteen principles were a great beginning in defining what management should consider doing in general, especially throughout the industrial age where it was extensively utilised. It is proposed by Hunt (2001. p.1) that the world of work is being transformed at an unprecedented rate, placing increasing pressure on individuals to adapt to the changes around them and to cope with the challenges that emerge from these changes. Fayol’s theories are now being referred to as ‘classical’ administration or ‘Old Public Administration’ against what is now being utilised in the world, ‘New Public Management’ (Olsen 2002). With endless research since the 1900, there still has not been any extensive hypothesises on what managers or leaders do and no clear evidence on what good managers do that is unique. These individuals are believed to have a special visionary and driving force which allows them to inspire their employees to greater efforts, usually resulting in extraordinary performance turnarounds (Craig & Yetton 1995, p.1185). Globalisation and Theories Haque (2002, p.103) interprets globalisation as a process of integrating nations, societies, peoples, and institutions in the economic, political, cultural, and intellectual domains through means such as capital, production, exchange, and information owned and controlled unequally by states, classes, groups, and individuals. Globalisation is no longer constrained by national borders. Australian companies are building properties in the United Kingdom and South-East Asia, German cars are being built in the United States, McDonalds sells its burgers in China, and Japanese cars are manufactured in Australia. The world has defiantly become a global village (Robbins et al. 2006, p.57). Along with globalisation comes a whole diverse standpoint on theories, and how or if they are applied. Between the years of 1980 and 2000, many transitions occurred. This period displayed the industrial age giving way to the economic imperatives of the information era (Hunt. 2001, p.1). Varied surrounding environments nowadays challenge management on a global scale, including Fayol’s methods. There are so many other principles that a manager must consider before resorting back to Fayol’s fourteen principles. For instance internal, external, and specific circumstances these days shape the way a manager manages his or her firm. Some of these issues that need to be taken into consideration relate to suppliers, customers, public pressure groups, competitors, global, economic, political, sociocultural, demographics, and technology matters. Environmental issues are expanding at a rapidly fast rate which is placing pressure on managers to pursue their own intelligent and logically ways and means in managing an organisation that will lead them to gaining the success and profits that is expected. Olsen (2002) suggests that the ‘New Public Management’ portrays a centrally organized and rule-bound public administration as outdated. The public sector is not distinctive from the private sector and the slogan: ‘let the managers manage’ implies fewer uniform, system-wide rules and procedures and more flexibility and decentralization. The public administration is primarily an instrument for efficient service production, governed by a performance-oriented culture with a focus on results, entrepreneurship and efficiency. Environmental Forces Technology is one of the biggest issues that management has had to deal with. Hunt (2001. p5) suggests that our increasingly wired world has effectively been evolving progressively over the past two decades. This dramatic evolution has been driven by two key factors. The first is the widespread commitment on the part of organisations everywhere to accelerate and maximise their levels of competitiveness. The second is the digital revolution, which has resulted in technological developments that have helped to transform the way in which work is carried out. According to Haque (2002, p.106) one of the most effective measures enhancing globalisation has been the internet. It has been predicted that the number of internet users has increased from 26 million in 1995 to 143 million in mid-1998. That figure currently stands at 1,022,863,307 billion as of March 31st, 2006 (Internet World Stats 2006). With the ever increasing and advancing technology, managers need to be able to keep the organ isation streamlined and stable through newer structures and methods of managing, while keeping up with the vast technological variations and competition. Another important issue that has dramatically changed since the introduction of the earlier theories is the political and legal system that surrounds almost any particular business or organisation. Australian managers are accustomed to stable legal and political systems, which change at a slow rate. This may not be the case in many other countries around the globe such as South Africa, South America, and China (Robbins et al. 2006, p.137). Another particular country that places strains on managers, due to constant changes, is Saudi Arabia. Many mangers in Saudi Arabia have to deal with dramatic political and legal system changes that are unexpected and unpredicted. In September 2005, the government of Saudi Arabia passed a law that states â€Å"the number of Saudi workers hired by the employer must be no less then 75% of the total workforce, although the labour minister is entitled to reduce that proportion temporarily† if there is no competent nationals to fill relevant jobs (New Saudisation law comes into force 2005). This dramatic law was applied almost immediately which had managers searching for ways to restructure their organisation in the most efficient, effective, ethical way. Regardless of where the company originates from, organisations had a time period of three months to ensure this percentage was achieved or penalties would apply. Many foreign investors and organisations have relocated their companies, due to this inconvenient law, to the United Arab Emirates, where globalisation is welcomed widely. Others opted to remain and try to bypass the law by employing any Saudi national, qualified or unqualified, just to meet the numbers required. Qualified Saudi nationals are available in remarkably small numbers and are usually highly paid, whereas some of the unqualified Saudi nationals are usually not committed or are irresponsible in employment which leads them to being trained to handle lower and less responsible positions. Yet, some organisations have decided to register Saudi nationals on their payroll, regardless whether they show up to work or not. The advantage of having them on the payroll allows the organisation to meet the conditions of Saudi government without changing the structure excessively. However, this has caused additional overheads leading to a reduction in total profits for these organisations. Managers in such countries face great uncertainty as a result of political instability (Robbins et al. 2006, p.137). Fayol’s theories in situations like this one are totally irrelevant. Managers have to rethink their strategy at any given moment in a much more complicated direction, while the government decides which step to take next, whether it is ethical or unethical. Risk management is an important point that needs to be looked at in organisations also. At the present time, many companies working in unsafe environments thoroughly evaluate and plan risk management, before planning any other organisational objectives. Initial theorists did not contemplate risk management or whether it was needed or not, whereas managers in recent times acknowledge that it is of a high priority in some countries. The September eleven attack is a disaster that no one can forget, especially for the numerous organisations that were in the twin towers. What risk management plans did managers outline prior to this unpredictable incident? The answer is most probably none. Management in the towers at the time may have used some basic administrative theories on that day, but never imagined they that would be dealing with matters beyond any management model or structure. Chief partner for Capco, Joe Anastosia commented in an interview that â€Å"There are new thoughts on human skills, skills you can’t back up on computer. How do you protect your people? How do you protect against intellectual capital loss? Where giving people information on how to leave the building, how to seek out help, and we’re not unique. Most firms are doing that now† (Clark 2001). With the increased pressure of the external environmental forces, managers are exploring and adopting other alternatives to managing that are not included in Fayol’s theories but are in fact more suitable to today’s alternating world. Older theories maybe adopted and applied to non-western countries, but only to a certain extent as several cultural issues may collide with western methods. Expatriate mangers that ignore foreign values and customs and apply an attitude of ‘ours is better than theirs’, will quickly find it hard to compete against other global managers who are willing to understand the cultures that are tied to the organisation where they reside (Robbins et al. 2006, p.122). Successful global management is obligated to have a higher sensitivity to cultural differences, customs, and practices in various parts of the world (Robbins et al. 2006, p.125). GLOBE (Global Leadership and organisational Behaviour Effectiveness) investigating cross-cultural leadership, has been able to research data obtained from 18,000 middle managers in 62 countries. This has lead to nine diverse dimensions on which national cultures differ. These include: assertiveness, future orientation, gender differentiation, uncertainty avoidance, power distance, individualism/collectivism, in-group collectivism, performance orientation, and humane orientation. Such research and investigation has enabled managers to gain additional information to help them identify and manage cultural differences. Jun (2000, p.277) believed that it is difficult to understand or predict the changing contexts of other cultures and nations through a theoretical lens used by post-industrial Western nations. Managers with an open mind and attitude, including easy adaptation, will be able to decipher how to gain success through the understanding of the local culture. As countries are confronted with the need for crisis management and with the uncertainty and ambiguity of coping with turbulent changes, ideographic, inductive, and qualitative approaches to local and national situations seem more useful for understanding different administrative problems as well as diverse ways of dealing with them (Jun 2000, p.284). Individuals, such as managers or leaders, find it difficult to identify key factors that are relevant to a particular situation, even if judgment could be passed through, the factors or mechanisms themselves are usually so limited in its understanding that it is not clear how to manage them. Leadership research has shown that the theories that were widespread in the fifties and sixties were focussed on the behaviour of the leader, with expectation that these were ensuring participation, being concerned with people, and structuring up tasks (Kotter 1990, p.1186). As a matter of choice, present managers seek their own individual ways of m otivating their employees to ensure success for the organisation, with special consideration to the surrounding environments that cause changes inside and outside the organisations environment. Many managers today still refer to the works of Fayol as a basic logically approach in management, yet many other theories have been brought forward, with up-to-date modern recommendations which are more suitable to current managers in the global market. Kotter (1990) suggested that these theories are able to aid managerial competencies. For instance there has been a lot of evidence that if people are set high achievable goals, and are given the skills needed, than performance improves. Leadership is a powerful concept and is increasing. There are many people who ‘produce leadership’, and it is hard not to think they’d made a difference. However, there is never a chance to see what may have happened if someone else had lead that certain organisation at that time. There has been considerable evidence that success relies on a complex pattern of organisational and environmental forces. There is little doubt that successive waves of downsizing initiatives and the drive towards outsourcing key corporate functions have placed greater pressures on managers to ensure that their organisations remain cohesive and integrated while preserving the capacity for innovation and adaptability. Slimmer organisational structures of the present age make it almost impossible for managers to operate according to the old hierarchical paradigms with their concentration being on command and control administrative dimensions. Managers are required to share larger amounts of information these days unlike before, as it has shown that their capabilities to do so influences performance levels of many others around them (Hunt 2001, p.8). Conclusion It is evident that general administrative theories may have been relevant to organisations many years ago when external environmental influences had a lesser affect on the organisation and its structure. The world has changed with the introduction of globalisation and its accelerated growth, which has lead to many changes in the way a manager manages, plans, organises, commands, coordinates, and controls. Without the assistance of any particular theories, managers have been able to deal with internal and external matters with a level-headed, rational and sensible manner which will possibly solve the problem at hand and achieve the organisations main objective. Bibliography Aljezzera Net 2006, New Saudisation law comes into force. Retrieved April 28, 2006, from http://english.aljazeera.net/NR/exeres/BCED3E8F-DB85-4932-8FED-B16DD840B717.htm Clark, P 2001, ‘Firms deal with displacement’, B to B. vol. 86, no.19, October 15, p. 6 & 21. Haque, MS 2002, ‘Globalisation, new political economy, and governance: A third world viewpoint’, Administrative Theory and Praxis, vol. 24, no.1, pp. 103-124. Hunt, J 2001, ‘The future of work’ in Weisner, R & Millett, B (Eds.) Management and organisational behaviour: contemporary challenges and future directions, Wiley, Brisbane, pp. 3-10. Internet World Stats 2006, Usage and population statistics. Retrieved April 29, 2006, from http://www.internetworldstats.com/stas.htm Jun, JS 2000, ‘Transcending the limits of comparative administration: A new internationalism in the making’, Administrative Theory and Praxis, vol. 22, no.2, pp. 273-286. Kotter, J 1990, ‘What do leaders really do?’, Harvard Business Review, vol. 63, no.3, May-June, pp. 103 – 111. Olsen, JP n.d, ‘Towards an European administrative space?’, Arena Working Papers, retrieved April 20, 2006, from http://www.arena.uio.no/publications/wp02_26.htm Robbins, S., Bergman, R., Stagg, I. & Coulter, M. (2006), Management, Prentice Hall 4th edn, Frenchs Forest. Wikipedia Encyclopaedia 2006, Henri Fayol. Retrieved April 22, 2006, from http://en.wikipedia.org/wiki/Henri_Fayol

Hinduism vs. Buddhism Essay - 627 Words

Hinduism and Buddhism are two of the most interesting religions in the world. To date, people still practice these religions in varying parts of the world. Although originating from the country of India, some have difficulty in differentiating between the two. Although Hinduism and Buddhism share many similarities, they are also different. What is Hinduism? Hinduism, the largest of the eastern religion and one of the oldest in the world. (Curry). Hinduism denotes the religions of majority of the people in India and Nepal and of some communities in other continents, who refer to themselves as Hindus. (Flood). It is said to have existed from 1500-300 BCE. What is Buddhism? Many say that Buddhism is an offspring of Hinduism.†¦show more content†¦Practices are a method, procedure, process, or rule used in a particular field or profession. These elements are necessary because it allows differentiation of value between the religions. Although there are numerous com parisons between Buddhism and Hinduism, there are many differences between these two religions. Some of which includes the founders, their goal in life, their reaction to the caste system, their belief system and most importantly their principles and practices. Hinduism did not have one founder; it possessed a mixture of Aryans belief. Siddhartha Gautama â€Å"Buddha† was the one who founded Buddhism, without his teachings, Buddhism would not be as successful as it is now. The main goal of those belonging to the Hinduism religion was to achieve Moksha. Moksha is the release from reincarnation. Buddhism’s goal in life is to achieve Nirvana by accepting Buddha’s teachings. Nirvana is the state of peace that is achieved or is entered at death. The Caste System is a system of social structure that groups people on their inherited social status. The Hindu’s did the acceptation of the caste system; their belief was that their happiness determined their movement in the system in the other life. The social classes they were divided among were Brahmins (priests), Kshatriya (warriors), Vaishyas (free people) and Shudras (Indian servants) However, Buddhism rejected the caste system; a person’s place in life depended on that individual. Due toShow MoreRelatedBuddhism Vs Hinduism : Hinduism1573 Words   |  7 PagesBuddhism vs Hinduism Hinduism and Buddhism are two religions that are very open and tolerant of all people. They are religons that believe in acceptance of all and open-mindedness of other religons. Hinduism is the oldest religion on the planet that has been well established and still has a large following. To put it into perspective if religons were under 100 years old Hinduism would be 80 and Judaism and Christianity would still be in their 20s or 30s. Buddhism is also a long-standing religionRead MoreBuddhism Vs Hinduism : Hinduism1773 Words   |  8 Pages05 Taylor Winchester Professor Warber HST 203 October 24, 2015 Buddhism vs. Hinduism According to the book, The Religion of the Hindus, Hinduism is the third oldest world religion that has approximately 300 million followers, most of which live in India. The holy language of Hinduism is the Sanskrit language. Hinduism is considered a religion versus a philosophy. There is no specific founder for Hinduism; however, it is closely related the customs and manner of Hindus, making it ratherRead MoreHinduism Vs. Buddhism970 Words   |  4 PagesHinduism and Buddhism are two of the most interesting religions in the world. To date, people still practice these religions in varying parts of the world especially in India. Although originating from Ancient India, some have difficulty in differentiating between the two. Hinduism and Buddhism share many similarities and also differ immensely. What is Hinduism? Hinduism, often referred to as Sanatana Dharma is the largest of the eastern religion and one of the oldest in the world. â€Å"HinduismRead MoreReincarnation - Buddhism vs. Hinduism Essay1129 Words   |  5 PagesReincarnation- Buddhism vs. Hinduism How would it feel to know that after you died, you would be reborn into a new body? That the deciding factor in what you would become was how you lived your life? Beliefs like these have existed for at least 3,000 years. Originating and commonly practiced in Western countries, this is called reincarnation. To know that you have lived many lives before this one and that there are many more to come is a very attractive perspective from which to judge the meaningRead MoreWorld Religions Comparative Essay : Hinduism And Buddhism1399 Words   |  6 PagesReba Khoshabe Mr. Lombardi HRT3M 18 November 2015 World Religions Comparative Essay: Hinduism and Buddhism Evidently, all of the religions in the world have different beliefs. Beliefs are the basis of one’s behaviour. Everything an individual does, traces back to the beliefs they have about the world. Hinduism and Buddhism are two religions that originated from the same nation, India. Both religions share beliefs on different paths to enlightenment, beliefs on reincarnation, and both believeRead MoreHinduism And Buddhism : Diversity And World Cultures1021 Words   |  5 Pages8/12/2015 Introduction I have chosen Hinduism and Buddhism as the two religions for this assignment. With religion being such an intricate part of many cultures, I found these religions most interesting due to their similarity. Both of these religions originated in the subcontinent of India, these religions have had an awkward relationship that can be compared to Christianity and Judaism. The belief is that Buddhism is an off shoot of the Hindu religion. My goal is to addressRead MoreBuddism versus Hinduism Essay1028 Words   |  5 PagesBuddhism vs Hinduism Hinduism and Buddhism are the two main religions of Ancient India. Both religions share Common beliefs but also have their differences. Some differences are the deities worshipped, the founders of the religions, sacred writings observed, and meditation practices. Through out this essay we will explore and compare the similarities and the differences in both of these religions. Hinduism Religion In the Hindu religion, the founder was not one person alone. It isRead MoreHinduism and Buddhism’s Influence of Indian Culture in Southeast Asia1903 Words   |  8 PagesThe way Hinduism and Buddhism entered Southeast Asia was not the same, as well as when it entered and its influence of Indian culture that emerged into the area. Civilizations in Southeast Asia focused on an appreciation to nature, which resulted in a harmonious and equal relationship between man and nature. Southeast Asia had been depicted and known as the â€Å"golden island.† These Southeast Asian civilizations were characteristically composed from Hindu and Buddhist ways of life that influenced itsRead MoreEastern Religion Philosophy of Care1740 Words   |  7 Pagesplace free of suffering, according to Buddhism). The Eastern religions and philosophies all give varying accounts of karma, samsara, moksha, and nirvana.This paper will examine Sikhism, Buddhism, and Hinduism, analyze their belief systems, and show how they compare and contrast with one another and with Christianity. Sikhism Sikhism was founded at the beginning of the 16th century in Punjab by Guru Nanak. His philosophy was similar to that of Hinduism, Buddhism, and Jainism. Nanak observed the wayRead MoreEvil Is The Devoid Of Good Intentions1209 Words   |  5 Pagescrime, misfortune, and in some instances war. Throughout this course I have been able to study evil in eastern religions, Hinduism and Buddhism respectively. There representation of evil is far different than my view of evil was before this class. In this paper, I will discuss the evil ideologies of both religions and then choose which ideology that I prefer. Hinduism has a very interesting aspect to evil. I learned this right way though our reading of the Ramayana. The Ramayana is all about