The American Foreign Policy Changed Over Time - 1606 Words

The American foreign policy changed over time has reflected in its national interest. Foreign policy is a major issue for the people today is because after the terrorists attacked in Paris, they killed over a hundred people. Therefore, the United States wants to go start a war with terrorists in Isis. But Congress prevents the United States from going in war with Isis.They claim if they were start a war with Isis, it will promotes more terrorists in the country. Also, they said it would be better if the United States were to stay neutral and stay away from foreign affairs. Although, the country wasn’t entirely sure if it’s the right thing to ignore other countries’ problems while they are dealing with terrorists. It is the United States’ job and responsibility to intervene in countries and give them support against terrorists. There are times when the United States are stay in insolation, at first, but eventually they start invade in other countries. The y only invade in other countries while they might threaten their economic resources, industrial trade or businesses and the people. For an example, in World War I, when the British was fighting against the Axis Powers in Europe, they asked the United States to come join them, but they denied their request multiple times. The United States doesn’t want to be in the conflict or involved with war problems Thus, they ignored them most during World War I. But, in regards to the Germans had attacked the Lusitania shipShow MoreRelatedWeapons Of Mass Destruction Of Nuclear Weapons904 Words   |  4 PagesThe fear and controversy over weapons of mass destruction of nuclear weapons is still an uprising fear and subject in the heart of the American people, our allies, our enemies, and to the rest of the world who simply just knows of the presence. Soviet Russia started that fear in the 1960s, becoming the first large source of nuclear power and weapons (Cowley, 1996). Nuclear weapons undoubtedly brought change on the overview of maritime warfare. The fear of this destructive source of weapon broughtRead MoreThe Trends Of Foreign Policy And National Security1653 Words   |  7 PagesAmerican foreign policy has gradually changed since the birth of our nation. On July 4, 1891, John Quincy Adams addressed the Senate and House of Representatives during a powerful Independence Day speech designed to prevent an alliance with the Greeks against the Ottoman Empire. Although sympathetic to their cause, he warned against involving America in other states’ affairs, stating,† America does not go abroad in search of monsters to destroy. She is the well-wisher to Freedom and independenceRead MoreU.s. Foreign Policy Approaches1424 Words   |  6 PagesThe United States (U.S.) uses two approaches to their foreign policy. The first approach is realism. This viewpoint stresses that the principal actors, states, will pursue their own interests in an anarchical w orld. States will try to establish a balance of power that restrains aggressive states from dominating weaker ones. The second approach is idealism. This view stresses that states should transform the system into a new international order where peace can prevail. This approach emphases theRead MoreThe Cold War And Its Effects On The Soviet War1343 Words   |  6 Pagesthe fact that it lasted nearly 5 decades. The Cold War changed histrionically from each administration change that every nation faced during these long time periods. In the Soviet Union political landscapes went from Stalin to Khruschev then Brezhnev, each impacting the Cold War with significant actions. In the film Czechoslovakia 1968: We Don t Want to Live on Our Knees explains after the suicide of Hitler the fascist regime merely changed from Hitler’s â€Å"Third Reich† to Stalin’s â€Å"Red Army† in 1944-45Read MoreBay of Pigs: Historiography845 Words   |  4 PagesMichael Wolf ENC1101 Dr. Brown July, 08, 2013 The Bay of Pigs On April, 17, 1961 the Bay of Pigs, the biggest foreign affairs disaster in U.S. history, occurred. At first the operation was supported but as the years went by the feelings of it changed, showing mostly in the policy changes of the some of the presidents over the next 49 years. June 24 1961 reporter Stewart Alsop published an article in the Saturday Evening Post titled â€Å"The Lessons of the Cuban Disaster.† In this article AlsopRead MoreU.s. Obama s Foreign Policy1621 Words   |  7 Pagestended to keep away from foreign policy. Some of Obama s Major Foreign Policy accomplishments are:Ending the war in Iraq Killing of Osama Bin Laden ,Nuclear deal with Iran ,Paris Climate Change Agreement, Opening of relations with Cuba, Trans-Pacific Partnership. He also went to go visit Cuba during his last year in office to break tensions with Cuba. Obama’s decisions on action vs inaction will be judged by what happens after he leaves office. Obama s foreign policy seems very weak compared toRead MoreTo what extent did the goals of American foreign policy change in the years 1930-1941? For what reasons did these goals change?1205 Words   |  5 PagesThe 1930s were a difficult time for most Americans. Faced with colossal economic hardships—unprecedented in American history—many Americans turned inward to focus on the worsening situation at home. The United States became increasingly insensitive to the obliteration of fellow democracies at the hands of brutal fascist leaders like Hitler and Mussolini. The U.S. was determined to stay out of war at all costs—even if its allies were in trouble; Americans believed that they were immune from Europe’sRead MoreNational Security Shaped The Constitutional Balance Since 1789910 Words   |  4 Pagespresidential authority†¦.. The founding fathers intended for a United States government to be run significantly through the legislative branch, and to encompass the majority of domestic and foreign matters of governance. However since 1789 the forces and imperatives of national security have been shaped foreign policy matters to be the focus and responsibility of the President and the Executive branch of government. Presidential actions of key Presidents such as George Washington, Teddy Roosevelt, DwightRead MoreThe Negative Impacts Of Isolationism And Isolationism In America1716 Words   |  7 Pagesyears America has been seen as the world’s hero swooping in and saving the day from foreign bad guys, or at least that’s America sees itself as. To many other countries however America is often seen as the world’s bully or just a nuisance. The United States has had many positive impacts on the world and those seem to over shadow the large number of negative impacts it has imposed as well. T he world has been changed by the U.S. in both positive and negative ways, and this is due to the alternatingRead MoreThe Truman Doctrine1364 Words   |  6 PagesDevelopment of American Foreign Policy during the Cold War On March 12, 1947, President Harry S. Truman defined United States foreign policy in the context of its new role as a world superpower. Many historians consider his speech to Congress as the words that officially started the Cold War. The Truman Doctrine was a major break from U.S. historical trends of isolationist foreign policy. His speech led to the Cold War policy of containment. Moreover, it served as a precedent for future U.S. policy of interventionism

Macbeth Lightness And Darkness - 988 Words

Emina Muratovic Mr. Tice Honors English 2 6 March 2017 Macbeth Essay: Lightness and Darkness Is the lightness and darkness combination, implemented by Shakespeare in the play The Tragedy of Macbeth, foreshadowing Macbeth’s downfall? As many can identify conspicuous examples of light and darkness through characterization, the play has many hidden foreshadowing signifiers. Although many overlook the imagery created through the light and darkness in Macbeth, Shakespeare places these examples strategically to make readers pay close attention to particular parts in the play. A passageway was created for Macbeth’s downfall not only through the characters Shakespeare has created such as Lady Macbeth and the witches, but also through nature.†¦show more content†¦They start to build up his confidence, and Macbeth fuels his hunger for ambition with his confidence. Macbeth truly believes that the witches have power way beyond control. Dialogue between the witches proves Macbeth’s sitch wrong when the witches actions sh ow that they cannot influence someone s free will: FIRST WITCH. A sailor’s wife had chestnuts in her lap, And munched, and munched, and munched. â€Å"Give me,† quoth I. â€Å"Aroint thee, witch!† the rump-fed runnion cries. Her husband’s to Aleppo gone, master o th Tiger; But in a sieve I’ll thither sail, And like a rat without a tail, I’ll do, I’ll do, and I’ll do. (I.III.4-11) Without the creation of the three witches by Shakespeare, Macbeth’s downfall would have happened more gradually, and possibly completely differently. The relationship Shakespeare created between Lady Macbeth and Macbeth, and the characterization of Lady Macbeth brought about his downfall. Lady Macbeth sees herself differently than others see her; while she thinks highly of herself, others see her as hard to work with. In II.II.64-65, Lady Macbeth talks about herself, but it is more than opposite of how you can describe Lady Macbeth. She uses a heart so white to represent an innocent soul as well as light imagery to show weakness and fragility: â€Å"My hands are as red as yours, but I would be ashamed if my heart were as pale and weak.† Lady Macbeth does not want anyone to see what she will do, andShow MoreRelatedEssay on Imagery in Shakespeares Macbeth1052 Words   |  5 Pagesimagery? How does Shakespeare use imagery in Macbeth and his other plays? Imagery is when the audience uses their five senses while reading to create an image of what is being read in their head. Shakespeare uses imagery in the Tragedy of Macbeth and his other plays because it helps to connect the reader or audience to the characters of the play. Imagery draws a reader in and makes him experience or become a part of the character. When writing the play Macbeth, Shakespeare created an atmosphere aroundRead MoreEvil And Evil In Macbeth908 Words   |  4 PagesShakespeares play Macbeth, evil is the driving force that leads the play forward, and the main character Macbeth to his demise. The Three Witches have a significant role that determines the advancement of the play, the mood and setting, and symbolize many important ideas that pull the moral of the play together. The witches have a significant role in the play. The witches provide a level of dynamism that drives the plot of the play further when they plant the first seeds of ambition into Macbeth. Upon the

Strategy and Implementation Performance Management at Heinz

Questions: 1. How was Heinzs approach to performance management invalid in relation to Morettis job? Explain your answer in relation to significance of strategic performance management, appraisal and employee feedback in organizational context. 2.How was Heinzs approach towards employee performance management unreliable? Discuss your answer that relates employee performance management and its impact on strategic human resource management and organizational performances. 3.Identify the ways in which Heinzs employee performance management could be improved. As part of your answer, make sure you explain carefully how the company should implement your recommendations because so much of success in this area depends on the how of any strategy is implemented. Answers: Introduction The below report is an analysis on the Frank Moretti Vs. HJ Heinz Company Australia Ltd case where the performance management system of the Heinz company led to wrongly dismissing an employee. The report is divided into three sections with each one identifying the various aspects that effect the development of an efficient performance management system. Section 2 lists out four popular performance management frameworks long with few details on employee appraisal and employee feedback. Section 4 has details of a new performance management system that need to be implemented at Heinz to ensure issues do not arise. (1). Strategic Performance Management Every organization has a business strategy that is designed to reach the organizational goals. Certain steps, rules, guidelines are all made up as a part of this strategy and the same is implemented into the organization (De Waal, 2013). Most of these strategies in one way or the other look in the direction of improving companys productivity. However, the productivity of the company is heavily dependent on how its employees understand and pursue this strategy (Serban, 2013). Hence it is crucial for a company to make sure that the employee works in the right direction, putting in considerable amount of effort to reach the organizational goals. Strategic Performance Management is the perfect term to achieve this (Bento, 2014). Strategic Performance Management is a technique used to guide employees in reaching their zenith in performance, keeping their individual goals aligned to the organizational goals (Rothaermel, 2015). In simpler terms, the technique makes sure that every employee in the organization understands the strategies being used to reach the organizational goals and guides them to achieve their part of the overall goal. Performance management involves a proactive partnership between the employee and the management (Van Dooren, 2015). It is like a scorecard or a feedback highlighting where the employee has done well or where a need for improvement is required. This helps in motivating the employee and establishes a collaborative environment in the organization. There are several Strategic Performance Management tools used by several employers to gauge the overall performance of an employee or a team. Below listed are a few of the commonly used tools Management by Objectives Popularly known as MBO model, the Management by Objectives model aims at improving the performance of an employee by listing objectives for the employee (Mio, 2015). These objectives are usually defined after a discussion between the management and the employee. The objectives should consider the individuals idea of improvement and a way to enhance the employees personal career path, while being aligned to the organizational goals (Larsson, 2016). MBO has become considerable famous and is followed in majority of the organizations around the world. This is because the model makes the employees the center of discussion, motivates them to achieve better through a clearly define set of objectives. The best way to follow MBO is by setting S.M.A.R.T objectives (Smart, Measurable, Achievable, Realistic and Time Bound Objectives (Robins, 2014)). Balanced Scorecard This is another popular model that can be used to improve performance management in an organization. A simple table is designed that lists a set of tasks that needs to be completed by the employee and a goal for each of the same is defined (Grigoroudis, 2012). The actuals is then recorded and the performance of the employee is calculated by the difference. In case the difference is negative, necessary corrective interventions take place and in case of a positive difference the employee can be provided necessary appreciation identifying their work (Kaplan, 2014). Performance Prism This very efficient model believes that the involvement of stakeholders is highly necessary to design a strategy as ultimately the organizations productivity is measured based on the value delivered to the stakeholders (Yuanzhi, 2013). The below picture explains the various faces of the prism. The prism top and bottom are the stakeholder satisfaction and the stakeholders contribution, while the adjacent faces define the strategies, capabilities and processes that are to be used by the organization Figure 1: Performance Prism The stakeholders here include shareholders, employees, customers, distributors, suppliers and so on. Each of the five faces of the prism is considered when developing a measurement design. Stakeholder Satisfaction: Identifying the key stakeholders and their needs i. Strategies: Developing strategies to meet these needs ii. Processes: Developing processes to execute strategies iii. Capabilities: Assessing capabilities available to implement processes successfully iv. Stakeholder Contribution: Input from the stakeholder For effective performance management of employees the stakeholder who be the employee and the strategies, processes and capabilities are determined based on the needs of the employee and inputs provided by the employee (Striteska, 2012). Performance Management through KPIs Key Performance Indicators can play a major in performance management. The entire concept here is that KPIs for each individual employee are identified in realistic numbers to reach the vision of the organization. The employee is then provided with steps to reach the KPI (Parmenter, 2015). There are several actions that needs to be performed by the employee to reach each of these KPIs and buy completing each KPI the employee is one step closer to achieving the organizations goals. Determining the KPIs is critical and hence they are derived from vision. Figure 2: Reaching organization vision through KPIs The vision of the organization is defined and several strategies are designed to reach the vision. The strategies are made of objectives which are derived from the critical success factors of the organization. The KPIs are designed to reach these critical success factors (Smart, 2013). The above mentioned are only a few models and framework of performance management. There are several other models like value based model, result oriented approach and so on that are followed by various companies for strategic performance management. These models are designed based on the field in which the company works and what fits best to the organizational culture of the company. Several organizations often make use of integrated models that are a mix of two or more performance models to come up with a unique performance system that is suitable to the companys structure. Employee Appraisal Once a performance management system is designed the next step is to use this system for performance appraisal. Appraisal by definition is the act of assessing something or someone. The term employee performance appraisal is the process of assessing the performance of the employee based of the performance management system adopted by the organization (Martin, 2014). Appraisal processes happen periodically within an organization based on a pre-defined time line. Many organizations adopt a 6-month appraisal process to make sure that the employees are in track round the year. Say a company adopts the Balanced Scorecard model of performance management and performance appraisal for employees happen every January and June. In January the employee and management define the areas of measurement and the target to be reached. Over the next 6 months the employees actuals are tracked in the balance scorecard. In June, the Balanced Scorecard is used to assess the difference between the target and actuals to understand the performance of the employee. In case the employees performance is low, corrective interventions are suggested and the same can also be included as a part of the Balance Scorecard that is define for June to December (Sumelius, 2014). The data for performance appraisal can be collected in several ways. In case of target based companies a direct objective production method can be used, where the targets achieved by the employees determine the actuals. Some companies prefer a much more complex system for collecting employee performance data. Apart from simple target based system, behavioral traits are also considered (alkov, 2013). Employees are also rated based on their leadership skills, ownership capability, responsibility, customer satisfaction and so on. In some companies self-assessment and peer assessment along with management assessment is made to rate an employee while in some the performance of employees who belong to the same level are compared and rated based on the best performing employee. Hence there can be several ways to collect data of the employee. Again the method adopted significantly depends on the work the employee is assigned (Farndale, 2013). Employee Feedback Employee feedback is crucial factor in determining how well a performance management system works as they the ultimate end users of this system. Several performance management systems such as the performance prism consider the feedback of an employee as a key in understanding what improvements need to be done to the performance development plan of the employee and also how the management has helped the employee with their previous plans (Gregory, 2012). Employee feedback enables a collaborative environment in the organization. It is only through effective communication an organizations management can identify where it is lacking and where improvements are required. Why is Heinz approach invalid The reason for Heinz management model to be invalid is because the employee involvement in the employees plan is almost zero. The organization has no collaboration. The communication in the organization is one way where the senior management has just informed the employee that his performance needs to be improved and hence he has to follow the performance plan. Not only that, the one way communication also unfortunately did not brief what aspects that would have to be worked on. The employee was asked to sign up for the plan without having no details about it. It is quite obvious that the employee refused to follow the plan as he had no idea what are the objectives of this plan. Also, the idea of rating the entire employee force same symbolizes the lack of individual appreciation. This approach lacks the one factor that plays the most efficient role in improving an employees performance that is motivation. The approach in reality demotivates employee, clouding the employees knowledge. A performance model that is unclear, demotivating and closed for communication is bound to fails (2). One of the key areas that is impacted by performance management is the strategic human resource management of the company. Human resource management is an extremely familiar term in any organizations as this is the function that recruits, trains, deploys and rewards employees. Strategic HRM (SHRM) is the process of involving and aligning HRM functions with the strategies being implemented to realize the organizational goals (van, 2014). The primary goal of SHRM is to increase the productivity of an employee and use them as efficient resources in fulfilling the companys goals. Performance Management and SHRM are closely related to each other. It is the responsibility of the HR team to ensure that an environment that increases the productivity of an employee is created within the organization. They need to provide a sense of direction and generate skilled and motivated employees. A productive employee leads to a productive organization Gaining an employees trust is crucial for the HR management. This has failed in case of Heinz. The lack of communication and employee feedback has not only affected the performance of employees but also led to legal cases that the HR and legal teams were answerable. The employee performance management at Heinz was unreliable as they have rated the entire workforce the same rating. This means that individual assessment has either not been performed or was wrongly performed. Also, the employees were not communicated with the objectives of the performance management plan. Since, the employees are the one that are subjected to the plan, expecting them to follow something that is unclear leads to problems. The objectives has to be first discussed with the employees and the consent of the employees has to be taken before implementing a performance management plan. For the plan to actually succeed it in necessary to help an employee understand why the plan has been designed. Since there was no communication of any kind between the management and the employee, the performance management plan has become unreliable (3). A new performance management system has to be implemented in Heinz to include employee feedback and their aspirations as a part of the performance assessment criteria. The below diagram is a simple flow of the various stages that needs to be involved as a part of performance management at Heinz. Figure 3: Performance Management Process to be adopted by Heinz Step1: Management and employee collaboration to identify goals: Heinz Management has to list down the goals of the organization, understand what it is that they want to work on and how the employee under review can help with reaching these goals. Once they are identified S.M.A.R.T objectives are to be defined for the employees (Rolstadas, 2012). The ultimate goal of these objectives is to contribute to the organizational goals. However, the objectives also have employees aspirations in regard and hence include training and development program that enhance an employees professional background. Step 2: Performance planning to reach targets: After defining the goals, a plan on how to achieve the same has to be developed. Employee and the management comes to terms with the targets to be set for the employees and the time frame to achieve the same. Behavioral aspects are also given importance and a certain weightage is dedicated to them. This helps the employee to stay motivated to develop not just technical skills but also inter-personal skills. A clear plan is laid out to guide the employee on the actions that need to be done during the entire period considered for evaluation Step 3: Ongoing feedback: It is only after a person starts working the negative impacts of the actions actually come into focus (Mone, 2014). From a managerial point of view for a sales man to sell ten bottles of Heinz product in a day may not seem like a challenge. However, say the salesman is deployed in an area that is below poverty line and the number of people who but Heinz ketchup by bottles are close to zero, selling even a single product would be challenging. Hence, ongoing feedback is a necessity to make sure that any midterm glitches faced by employees are fixed without waiting from them to come up only during a performance review. Feedback has to be continuous part of Heinz organizational culture to understand how the performance management system is helping the employees and what changes are required to be done to prevent the occurrence of a major setback. Step 4: Performance Evaluation: Once the set period is completed, the performance of the employee is to be reviewed. The performance data is to be collected through self-assessment done by the employee, assessment of the employee performance through two peers and assessment of the employee by the manager. Four different people are to rate the employees performance and each once opinion is given a certain amount of weightage. All the employees involved in the rating should provide a justification for their rating. The manager has the maximum weightage. However, assessing the employee would be easier when the manager has feedback from various sources Step 5: Performance Review: Once the evaluation is done by the manager, a review of the same is done along with the employee to make sure that the employee understands where they lag or outperform. Defining the areas of improvement will be the useful to set up goals for the next period (Pollitt, 2013). Step 6: Corrective Interventions: In case of setbacks it is necessary to develop a training plan or other corrective interventions that would help the employee improve performance is the area they lag. The above steps have to be performed twice a year and the plans have to continuously evolve. Conclusion A performance system plays a key role in increasing the productivity of any company. Employees are the major stakeholders in a company and hence developing a performance management systems that contributes to individual development of an employee aligning the needs of the employee to the organizational goals is crucial for the development of the company. References Bento, A., Bento, R. and White, L.F., 2014. Strategic performance management systems: Impact on business results. Journal of Computer Information Systems, 54(3), pp.25-33. De Waal, A., 2013. Strategic Performance Management: A managerial and behavioral approach. Palgrave Macmillan. Farndale, E. and Kelliher, C., 2013. Implementing performance appraisal: Exploring the employee experience. Human Resource Management, 52(6), pp.879-897. Gregory, J.B. and Levy, P.E., 2012. Employee feedback orientation: Implications for effective coaching relationships. Coaching: An International Journal of Theory, Research and Practice, 5(2), pp.86-99. Grigoroudis, E., Orfanoudaki, E. and Zopounidis, C., 2012. 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Accounting, Auditing Accountability Journal, 28(3), pp.325-364. Mone, E.M. and London, M., 2014. Employee engagement through effective performance management: A practical guide for managers. Routledge. Parmenter, D., 2015. Key performance indicators: developing, implementing, and using winning KPIs. John Wiley Sons. Pollitt, C., 2013. The logics of performance management. Evaluation, 19(4), pp.346-363. Robins, E., 2014. An Instructional Approach to Writing SMART Goals. Rolstadas, A. ed., 2012. Performance management: A business process benchmarking approach. Springer Science Business Media. Rothaermel, F.T., 2015. Strategic management. McGraw-Hill. alkov, A., 2013. Theoretical approaches to employee appraisal methods. Scientific papers of the University of Pardubice. Series D, Faculty of Economics and Administration. 28 (3/2013). Serban, D.C., 2013, November. STRATEGIC PERFORMANCE MANAGEMENT ANALYSIS A TOOL FOR MANAGEMENT THEORY AND PRACTICE. In International Conference on Management and Industrial Engineering (No. 6, p. 332). Niculescu Publishing House. Smart, A. and Creelman, J., 2013. Managing Performance. In Risk-Based Performance Management (pp. 137-166). Palgrave Macmillan UK. Striteska, M. and Spickova, M., 2012. Review and comparison of performance measurement systems. Journal of Organizational Management Studies, 2012, p.1. Sumelius, J., Bjrkman, I., Ehrnrooth, M., Mkel, K. and Smale, A., 2014. What Determines Employee Perceptions of HRM Process Features? The Case of Performance Appraisal in MNC Subsidiaries. Human Resource Management, 53(4), pp.569-592. van de Voorde, K. and Boxall, P., 2014. Individual well-being and performance at work in the wider context of strategic HRM. Well-being and Performance at Work: The Role of Context, p.95. Van Dooren, W., Bouckaert, G. and Halligan, J., 2015. Performance management in the public sector. Routledge. Yuanzhi, L., 2013. Research on the Digital Library Service Performance Prism Evaluation Model. Information Studies: Theory Application, 12, p.021.