A critical appraisal Of Amway China's e-commerce strategy
E-COMMERCE SYSTEM ASSIGNMENT A critical appraisal Of Amway China's e-commerce strategy COMP 5211 Pu Zhang P03091008 Amway China, a subsidiary corporation of ALTICOR will restart there e-business in china from 2004.Mr Yang CIO of Amway America Asia Area said to "IT TIME" that Amway China will start e-business in 32 cities in china. Amway put over 100 million Yuan in the IT field from 2000 to 2003 and the new annual budget will be 40 million. This traditional direct selling corporation found that combine their direct selling model with e-commerce will make their business into a new stage. I will make a critical appraisal which base on the strategy that they adopted. 1. Build an independent e-business website. In 1999, ALTICOR established an independent e-business website Quixtar in ord to make the customer's order and payment via internet. This makes a great success in America. So Amway China also creates a website for internet order, in charge of e-business .They also updata the website frequently and spend a lot of money in the hardware and software build. But there are something which can't be ignored, e-business always be considered as a reason which will reduce the profit by sellers, this contradiction in direct selling field is very evidently. Establish a independent e-business website will let the direct seller fell restless, but with many-faceted adjustment,
A CASE STUDY OF PERFORMANCE APPRAISAL IN A SMALL PUBLIC SECTOR ORGANISATION
A CASE STUDY OF PERFORMANCE APPRAISAL IN A SMALL PUBLIC SECTOR ORGANISATION: THE GAPS BETWEEN EXPECTATIONS AND EXPERIENCE JOHN MOONEY A dissertation submitted in partial fulfilment of the requirements of the University of Chester for the degree of Masters of Business Administration CHESTER BUSINESS SCHOOL December 2009 Acknowledgements To my beloved wife Lesley, and children, Liam, Shaun and Hannah, who tolerated my regular withdrawals from normal family life throughout my MBA studies. And to the talented and approachable lecturers and staff on the Chester MBA programme. Abstract The research project sets out to identify the gaps between expectations and experiences of performance appraisal in a small public sector organisation. The document explains how Passenger Focus, the rail watchdog, has undergone a successful corporate transformation from the previous federal network of regional committees into a new credible consumer body. The organisation has a new vision, and robust business planning processes have been introduced. However, there is a need to improve performance management through a new performance appraisal system. The overall purpose of the research is to assess the gaps between expectations and experiences in order to inform a new system. The literature review explains the background to the development of performance and its measurement in the public
Music - Performance Appraisal.
Angela Conway - GCSE Music June 2005. Performance Appraisal. All three pieces were written in the Romantic Period of music, at the end of the nineteenth to the start of the early twentieth century. By this time, the pianoforte was a well established instrument. The piece I performed is Etude in F by Stephen Heller, which is the most contrasting piece I studied. As such, it requires a wide range of dynamics - the whole piece is made up of very similar phrases, which sometimes only vary by dynamics, such as the melody in bars one and two which is piano and the same melodic phrase of three notes which is played sounding mezzo forte in bars nine and ten. Lied by Lévy, also explores the dynamics of the piano as it ranges from piano to forte. Whereas Chant de L'alouette by Pytor Ilyich Tchaikovsky only ranges from pianissimo to piano using a total of seven crescendos and four diminuendos, thus showing that it uses the gradual change of dynamics to change the mood of the piece in different places. There are no crescendos or diminuendos in Lied as it changes mood more suddenly than Chant de L'alouette. Lied is generally a lot less flowing and more staccato than Chant de L'alouette and so these sudden changes are a reflection on the piece as a whole. The main melody in Chant de L'alouette and Etude in F is played in the right hand with accompanying chords, arpeggios and harmonies
Performance Appraisal: Remedial Action. he first purpose of this review is to analyze theoretical aspects of performance appraisal system. The second purpose of this review is to discuss and analyze performance appraisal system (EPAP) of Commonwealth Ban
Assignment 2 Performance Appraisal: Remedial Action Human Resource Management (HRM 502) Zaved Mannan D-6 Tower Bhaban, Fuller Road Dhaka University Campus Dhaka 1000 Bangladesh Student ID: 11320053 Date: 04.10.2010 Charles Sturt University Australia Introduction Performance appraisal is designed to look backward in order to look forward. In recent years, widespread attention has been paid to the role of performance appraisal as a critical tool in human resource management. The amount of writing in this area has increased dramatically, it is doubtful that significant progress has been made in developing appraisal system that can be both effective and acceptable to users. Bernadin and Smith (1981), for example, concluded that despite all the controversy surrounding various appraisal measures, empirical research suggests that no particular method is clearly superior to the rest. Henderson (1981, p.8) lamented, " It is unlikely that any managerial problem has so successfully resisted solution than arriving at an acceptable, useful, and valid method for appraising performance." It is not very difficult to assemble a long list of reasons why performance appraisal does not or will not work in a particular organization. The problem with most such lists that I have identified, however, is that they tend to ignore the really fundamental issues that determine performance
PERCEIVED FAIRNESS OF AND SATISFACTION WITH EMPLOYEE PERFORMANCE APPRAISAL
PERCEIVED FAIRNESS OF AND SATISFACTION WITH EMPLOYEE PERFORMANCE APPRAISAL A Dissertation Submitted to the Graduate Faculty of the Louisiana State University and Agricultural and Mechanical College in partial fulfillment of the requirements for the degree of Doctor of Philosophy in The School of Human Resource Education and Workforce Development by Marie Burns Walsh B.S., Louisiana State University, 1981 Master of Engineering, Louisiana State University, 1985 December, 2003 ACKNOWLEDGEMENTS My sincere thanks are given to each of my committee members for their participation in my academic efforts. Through the years I have learned from them and appreciated the opportunity they have afforded me in pursuing this degree. I am particularly thankful to Dr. Michael Burnett for his unfailing patience and guidance during the research and preparation of this dissertation. He shared his love of knowledge and research with me along with his time to help ensure successful completion of my academic journey. My family has offered me unconditional love and support through the years that it has taken me to complete this degree. My children, Catharine, Elizabeth and Matthew, have endured late meals, countless frozen pizzas and learned the fine arts of housekeeping and laundry while I attended night classes and worked on my research. I have been blessed with my husband, Michael,
'Appraisal systems formalize the review part of the performance cycle' (Torrington & Hall,1995). Performance appraisal deals with the measurement of performance
Performance appraisal is a keystone of the performance management. 'Appraisal systems formalize the review part of the performance cycle' (Torrington & Hall,1995). Performance appraisal deals with the measurement of performance. Despite the unpopularity of performance appraisal it is generally accepted among managers that there should be some means by which performance can be measured, monitored and controlled (Bratton and Gold, 2003). There are many definitions of performance appraisal. However, the ACAS 2003 as recorded by Foot and Hook (2005) clearly define it as, Appraisals regularly record an assessment of an employee's performance, potential and development needs. The appraisal is an opportunity to take an overall view of work content, loads and volume, to look back on what has been achieved during the reporting period and agree objectives for the next. Performance appraisals provide an opportunity for managers and their staff to meet on an annual, six monthly or even quarterly basis to discuss past and present performance issues. Performance appraisal is not simply a time for the employer to review the employee's performance, it is also an opportunity for the employee to address any concerns. Both parties will be looking for feedback and an understanding of what future action is required on both sides. Appraisal is not a "one size fits all" process. The right
The purpose of the performance appraisal, its implementation, and its meaning in the organisational context.
Fairly appraised.? This essay attempts to look at the purpose of the performance appraisal, its implementation, and its meaning in the organisational context. Some common methods of appraisal are examined and their implications for appraisee perceived fairness discussed. Labour process theory's conception of appraisal as an artefact of management control is included for the doubt it casts over the any appraisal ever being truly fair. More recent appraisal formats such as peer-appraisal and 360-degree appraisal provide a partial response to the charge of management hegemony. Ultimately framed within wage effort bargain they however cannot transcend the control of management. Appraisal may be, in some instances, perceived as fair. It is argued that perceived fairness depends on employees' acceptance of management's prerogative to manage them. Fairness is a relative concept much like goodness. One can only know something is good by knowing and comparing something that is bad. For the employee, appraisal can be fair if they compare it with something less fair. Equally, appraisal can be unfair if it is compared to something more fair. Consistency over time and population in appraisal practice is thus necessary for the appraisal procedure to be perceived as fair. The purposes of performance appraisal include: determining merit pay, collecting information about employee
Composition Brief and Appraisal
Composition 1 - Mazurka - BRIEF I am going to write a piece of music in the style of a Mazurka, a Mazurka could be commonly found at Ballroom dances, it originated in Poland. I will be writing my piece of music to be played on the flute. My Composition will be based on aspects and features of three pieces of music, that are in my chosen style. My main piece that I have taken features from is called Anitra's Dance - it is taken from Peer Gynt. This piece is also my Performance 1. Some of the typical features that I have taken from this piece include trills. Trills are ornaments - they are performed by going to the next note up and to the original repeatedly at a very quick speed. Anitra's Dance is in the key of E Minor, which is the key that I will be using in my Composition 1, which I have decided to call *****'s Mazurka. I will also take the structure from Anitra's Dance, for example - Anitra's Dance does not have large sections, just small numbers of bars - so I will try and incorporate this into my piece. The other pieces in the style of a Mazurka that I have chosen are The Wedding March (Mazurka Op 20a) and Mazurka Fantaisie by Marcel Dupont, they also contain these features that I need - but they are not just specifically made to just be played on the flute. Composition 1 - Mazurka - APPRAISAL For my composition 1, I had to write a piece of music that was in the style
Analysis/Appraisal -Somewhere Only We Know
Section 1 Analysis/Appraisal -Somewhere Only We Know I decided to use this piece for my appraisal for a number of reasons. This piece was released in 2004 by a band called Keane; it was the first single by this band, and the single that made them famous. This song is typical for Keane. It has block chords to create a pulsing beat. This seems to be a trademark for Keane's music. The pianist uses mainly block chords, to create the feeling that the song is pulsing, and I decided I could do this easily with my left hand, so my right hand could be free to play the melody line. This was difficult at first, as the block chords are very spaced out, and repetitive. I had not played anything like this with my left hand before. I also felt I could put feeling into this, improvising; adding crescendo's and diminuendo's to create feeling in the piece. In the chorus of the recorded version, mood is created with the addition of the bass guitar and drums, I tried to compensate by making certain parts of the piece Forte, to show that the piece had turned angrier. There is a fairly difficult section in this piece, after the chorus, it is a quick chord sequence. The actual chords are quite close, and don't take a lot of effort stretching, although the different chords are only semitones apart, so it is very fiddly trying to get all the notes correct. This sounds impressive on the recorded
Property Appraisal & Valuation Coursework - The Tax System
Property Appraisal & Valuation Coursework - The Tax System The Tax System is a way for Government to raise funds to cover its expenditure by taxing individuals and businesses. Taxation is needed to pay for national expenditure on defence, government administration and interest on government borrowings. It is also needed for local expenditure such as health, education, welfare and interest on loans. Taxation is also necessary to help enforce government financial policy, through inflation control and encouraged investment in industry. Taxes are typically described as either 'direct' or 'indirect' - direct taxes are those charged on individuals, partnerships, trusts and corporate bodies and indirect taxes are of more general application. Below is a summary of both 'direct' and 'indirect' taxes: DIRECT TAXES ) INCOME TAX 2) CORPORATION TAX 3) CAPITAL GAINS TAX 4) INHERITANCE TAX 5) RATES & COUNCIL TAX 6) NATIONAL INSURANCE CONTRIBUTIONS INDIRECT TAXES ) CUSTOMS & EXCISE DUTIES 2) V.A.T. (VALUE ADDED TAX) In addition to the general regulations governing liability to income tax, there is a set of more detailed rules (applying to each of the taxpayer's different sources of income), covering such matters as the basis of calculating the taxable income, and the method of assessment and payment. The rules are set out in 3 'schedules' - A, D and F (found in the Taxes Act
