Exploring The Life Of Eugene Atget - 1665 Words

Exploring the Life of Eugene Atget Biographical and autobiographical information on Atget in his lifetime is scarce to be found however we do know a small amount. He was born into a working class family, in Libourne France in the winter of 1857. Libourne lays near Bordeaux, an intrinsically prerevolutionary feeling city, whose architecture and sights may have been an underlying attraction to his Old Paris documentation. Orphaned at the young age of five years old, Atget came to be raised by his grandparents until he was able to work and live on his own. He is speculated to have spent some time at sea during the early 1870s, however inconclusive evidence may be, he may have worked as a cabin boy. During this time he developed an inclination to act, and eventually gained entry to the Conservatoire D’art Dramatique in Paris in 1879. Unfortunately his obligation to server time in the military prevented him from finishing his studies at the conservatory. After briefly managing a humorist magazine to no financial or positional avail, Atget pursued a career as an itinerant actor. His acting escapades turned sour, unremarkable, and were short lived. He quit acting for good in 1887, but his passion for it was never lost, and between 1904 and 1913, Atget lectured about theater at universities in and surrounding Paris. While searching for a new path to take his life down, Atget contemplated over both photography and painting. In his endeavors to paint, he must have realizedShow MoreRelatedArt Appreciation: Visual Art Expressions1874 Words   |  8 Pagestalking. Breton was against the concept of Photography to support the movement however photography emerged to be one of the strongest influential form of art expressions for the movement as it supported increasing availability and mass production. Eugene Atget, Phillippe Halsman and Dora Maar are few examples of the surrealist photographers of the 20th century. Painting Andre Breton favored painting as the medium of visual art expression in surrealism as painting achieved automatism easily. The impact

Training Practices in Japan Free Essays

Japan, the home country of tech giants Sony, Panasonic, and Sharp, has faced several talent recruitment challenges that have overturned the amounts reputation of excellence to a reputation that â€Å"Is no longer considered to be on the cutting edge of cool. † The appeal to work in Japan and for a Japanese firm isn’t appealing for any longer for several reasons. For a country with companies that â€Å"were next to Western firms in popularity’, Japan now has a smaller economy than China and has a less practical workforce compared to the skilled and specialized talent of the young in China, the West, and India. We will write a custom essay sample on Training Practices in Japan or any similar topic only for you Order Now Beyond Japan’s poor performing economy, Japan has also faced some political mishaps that also made the country less appealing for the monger talent. With Japan on the brink of a territorial war with China, recruitment by Japanese firms of young Chinese talent has â€Å"fallen by more than half this heavy. Another struggle that job seekers face is Japan’s strict and strong traditional sense and its stubbornness in letting go of traditional work ethic practices and Japan’s â€Å"way of professional life. Japan’s limited use of the English language has also scared many International talents from seeking employment In Japanese firms. American, Chinese and European new graduates don’t want to Invest In the time or energy it would take to adjust their way of life to the Japanese way of life. The most important challenge to the shortage of young talent in Japan is, the belief that traditional Japanese companies don’t give new talent much responsib ility. Furthermore, the Japanese still feel that employees should start of small and â€Å"learn the ropes over time† whereas the Chinese and western firms hire new talent to utilize their abilities, strengths and specializations. Tankard points out however that there are some Japanese firms such as Reawaken and Deana â€Å"that are no longer following the rotational belief that new hires should be given a reprieve to prove themselves. † These firms also disagree with Japan’s traditional â€Å"one-size-fits-all approach† which recently hasn’t proved successful as exemplified by Sony lack of innovation and technological advancements. Firms like Reawaken and Deana, have been successful in outsourcing students from MIT and Indian universities and have already given them excellent quality production both successfully and satisfactorily. As many firms are slowly transitioning to this approach, several firms are also using mergers and acquisitions as a gateway to obtain high-quality talent. Taking explains how companies such as Reawaken and NET Data, who are expanding globally through acquisitions, have been successful because they have access to larger pools of talent. II. Analysis Introduction Over the past decade or so, Japan has seen a downward shift in economy, innovation, employment opportunities, and popularity. Even before the earthquake and tsunami that struck the Japanese islands, several large Japanese corporations such as Sony, Sharp, and Panasonic that were known as industry leaders and were dollied by the rest of the world, experienced horrible financial performance strictly due to a change in talent management requirements and practices that had proven to be more successful than the Japanese professional traditions. It’s important to ask; how do the Japanese do things differently? Japanese firms do a number of things extremely well. One is to train their people carefully, a strategy that many successful U. S. Firms also employ. Management attitudes toward quality also are quite different. The Japanese philosophy is that anything worth doing in the area of quality is worth overdoing. Workers are trained for all Jobs on the line, even though they eventually are assigned to a single workstation. This method of â€Å"training overkill† ensures that everyone can perform every Job perfectly and results in two important outcomes or if someone is moved to another Job, he or she can handle the work without any additional assistance and the workers realize that management puts an extremely high value on the need for quality. The Japanese do not accept the common U. S. Strategy of building a product with quality that’s â€Å"good enough. † Although Japan seems to believe that it’s traditions ND it’s the professional way of life is the only and correct way of life, many Japanese natives including Mr.. Highchair, the CEO of Reawaken, believe that this one-size-fits-all approach no longer works in emerging Japanese corporations. The training that Japanese firms used to give and that traditional firms still give using the â€Å"training overkill† method is insufficient compared to the education and training that Mr.. Highchair states makes Chinese talent more suitable. It is important to relate the findings by Taking to concepts that we have analyzed in section three of the course text and in specific, chapter ten which cuisses international training and management development. In the next section, I plan to discuss some training functions discussed in the text that Japan can adopt when dealing with outsourced new talent that has proven successful to the both the firm and the talents development. The text does serve a great role in pointing out five concepts that the Japanese can adopt to drive better usage of outsourced talent and it’s global workforce. These concepts are: I. â€Å"think and act globally’; iii. â€Å"empower teams to create a global future†; lb. â€Å"make learning a core competence for the global organization†; . ND â€Å"both the global organization and its individual members must constantly reinvent themselves†. [Pages 255-256, International Human Resource Management, E (Global HARM)] I’. Think and Act Globally For Japanese firms to succeed in thinking and acting globally, global Japanese corporations must train talent to think of all markets in the world and strategies how to succeed in each i ndividual market and not only the Japanese market. A decade ago, Japan did not have to think and act globally as Japan led markets and industries into thinking that their ways were the best ways. The Japanese were persuasive in their practices due to the success and strength of global Mines such as Sony and Panasonic who led the world at one in innovation, financial success, and employment satisfaction. Iii. Develop Global Leadership Skills Another practice Japanese firms need to succeed is they must also challenge talent with global learning ideas and a build it’s forefronts to develop global leadership skills. Reawaken and Deana exemplify how through trust, all firms can build leadership in talents. In Japan the traditional way is to start of small and slow and build your way up. Unfortunately, this out dated practice is no longer suitable for today’s working generation, which is always looking for advancement. Giving an talent the tools they need is usually enough to get the talent thinking on their own feet, accomplishing tasks with autonomy, and leading others successfully through cooperation, respect and integrity. lb. Empower Teams to Create a Global Future Japan must also empower teams to create a global future to be able to be successfully and competent in foreign and domestic markets. Japanese Mines can empower teams by creating expectations that require for talent to work on projects tit other international divisions. By allowing for talents across multi-regions the ability to perform organizational projects will allow for talents to build better problem-solving skills. As we learn through the course, different regions have different traditions, standards, regulations and ways of doing things. By allowing for cross-team cooperation, talents can find unique approaches and develop practices that can suit headquarters or several regions beyond those involved. With firms in Japan seeking mergers and acquisitions, empowering teams to cooperate globally should only become easier. V. Make Learning a Core Competence for the Global Organization firms strong focus on its goals and missions and task execution. Justine mentions that because of his firms focus, he believes that he will â€Å"emerge with a strong set of engineering skills† that he wouldn’t gain elsewhere. With out much realization Deana has really become a core competent global organization that focuses on developing a learning atmosphere throughout all of the firm’s doings. By doing so Japanese firms, like never before, can adopt an ability to learn and project outcomes much faster than competitors, which creates a sustainable advantage. ‘. Constant Re-invention of the Firm and the Talent â€Å"Training-overkill† and other traditional training practices followed by the Japanese are efficient for production, but not advantageous or beneficial for the development of the talent. Training-overkill and practices where Japanese talents are trained on every aspect of the position and how to resolve every problem can be detrimental for the growth of the talent. A talent needs to be able to confidently analyze, assess, and gather thoughts on the talents self-development in order to make the next move to advance his or her career. Reassessing also creates room for a talent to seek lateral promotion and assist in creation of strategies that allow for the talent to reach success. In today’s highly competitive and everyday globally changing economy, it is important for training practices to encourage talents to strategies to avoid stagnation and lack of interest in their positions. IL. Conclusion The challenges that Japan currently faces are not challenges that are impossible to overcome. With the success of Japanese firms such as Deana, Reawaken, and NET Data, it’s only a matter of time that these firms’ successes are recognized. Their constant mission to veer away from the norms of the Japanese tradition that they know don’t work and veer towards new strategies that develop the firm globally will be the testament to their success. With their continuous efforts to train talent to world standards and beyond, these firms can only perform as well as the talent they recruit. It’s also important to realize that with Japanese firms moving toward outsourcing special talents, that innovative standards that were once prevalent in the nation, will soon return. Ill. Discussion Questions If the Japanese were to outsource, how can the â€Å"new’ hiring strategies and raining models prepare the talent for today’s challenges while keeping the Japanese way of doing things in tact. Mention three new attributes found in new hires from China, India and the Western hemisphere that can be merged with former Japanese practices and traditions. 2. As discussed in the analysis, the Japanese are known for â€Å"training-overkill†. Will the new strategies found in several Japanese firms, such as Reawaken create inefficiency? Will hiring talent based on specific skill-sets be challenging for Japanese who are acclimated to training for every position? How will this affect Japan’s strict How to cite Training Practices in Japan, Papers

Business Strategy U2i Mobile (Sim Cards) Company

Question: Discuss about the Business Strategy For U2i Mobile (Sim Cards) Company? Answer: Introduction: At present, mobile SIM cards are the part of the life. The business of the mobile SIM cards is very profitable at the present market. It will be very good for the U2I Company if they open a new branch in Birmingham. I am a Graduate and also have more than four years of experience in the sales department. I will manage the new branch efficiently if you let me the chance of doing it as the branch manager. The experiences in the sales department gave me the ability to handle different clients, the way of making efficient deals with them and to develop a good strategy for business. Birmingham is chosen as the location of the new branch for some important causes. The reasons behind the selection of the place and the current market situation will be discussed in the next section. The details about the business strategy of the new branch will be also discussed later in this proposal. Reasons for choosing Birmingham as the place of the new branch: The business of the mobile SIM cards will be effective in the places with a high population. Birmingham is second to London in the population. The economic development of the city is very impressive. In Great Britain, the city is the largest centre for the employment in education, health and other public sectors. This will be an effective reason for a well business growth of the U2I mobile SIM cards company as the people with an economic stability will be the customers of the mobile company. The transport system of the company is very good. Being a central location, the city is a major hub of transportation on the motorways, railways and canal networks. This is a reason of passing a lot of different people through the city. The sales agent of the mobile company will get the chance of meeting with a lot of peoples and thereafter make a lot of sale in Birmingham. There is another cause of choosing the city; it is the home of five universities. The students of the universities are the m ajor customers of the mobile SIM cards. The company will target the students of these universities as the major customers. SWOT analysis of the marketing of the SIM cards in Birmingham: Strengths of the business: At the present age of technology, mobile is very important to all the people. The business is very demanding and has the possibility of a good future growth. The technology is getting higher day by day. In this situation, starting a new branch of mobile SIM cards with extra facilities will be very helpful for a good business (abdi et al. 2013). As stated previously the main strength of the business in Birmingham is the availability of a lot of people. Weaknesses of the business: The main weakness of the mobile SIM cards is the competitive market. There are many established mobile companies are available in the city. Therefore, the business will face a tough competition with the other companies. Opportunities of the business: The competitive market of the mobile SIM cards is also is an opportunity for the business. In this situation, the company is able to widen their services of the SIM cards onto the existing companies. It will be a great opportunity for the company of they can introduce some extra facilities in their SIM cards and then be able to give the proper advertisements of the offers or services for getting customer attraction. Threats of the business: New technology is the main potential threat of the business. New products with new technologies can provide extra facilities to the customers. The customers will choose the new products with more facilities instead of the existing products of the company. Marketing Strategy: There are many of the mobile companies which are conducting their business in the city. The new branch of the U2I will face market competition with the existing companies. The present market situation has to be analyzed before starting the business. The available SIM cards at the city are Orange, EE, Vodafone etc. The new branch of the U2I mobile SIM cards in Birmingham will face very tough competition with these companies as they have already developed their market in the city. A good strategy is needed for the effective business of the company. In order to attract a huge numbers of the customers, the company will introduce some new offers in the SIM cards like extra talk time, low roaming charges, extra facilities in the internet charges etc. The next task will be the advertisements or promotion of the offers of the SIM cards. There are many ways available for the promotion of the SIM cards. In the first phase of the business only the news paper advertisements and the social media promotion will be done. In this phase, the customers should be ensured by the advertisements that the products of this company will must fulfil their needs with more facilities. Beside the promotion, the sales activity will be also started in the initial level (Wu and Chu, 2010). Working plan for next three months: At the initial level of the business there will be total 30 staffs at the new branch of the U2I mobile company at Birmingham. The staffs will be divided into two parts with two different team leaders. One team will manage the promotional activities of the company and another will manage the sales activities. Both the two teams will be made by the combination of part time and full time staffs. In the first three months, the total focus will be at the promotion of the U2I SIM cards. The sales department will arrange some camps in some selected location for the sale of the products and developing awareness about the products. The campaigning of the SIM cards and the offers will be done at Shopping malls, Bus and railway junctions, near the university campuses and popular markets (Hanninen, Hallikas and Pynnonen, 2010). In the first phase, the company will have the target of selling 2000 SIM cards monthly. In the first week, the target will be 200 and then in the second week it will be 500 and in this way the target will increase and will be achieved by the above mentioned strategy. Benefit to the company from the new branch: The company will get more number of customers with a huge amount of sales revenue from the new branch. The company will keep getting revenues from the customers who will start using the SIM cards of the company. The new branch will also increase the brand identity of the company which will affect the total business of the company positively. Budget for the new branch and staff management: Planning a budget is necessary for running a business smoothly in the future years. Effective budgeting will help the company to stay afloat in the competitive scenario of the market. Before making a budget, the planner needs to find out the list of expenditures that the company has to make to operate smoothly (Blackwell, 2008). The expenses included in a budget are classified as Fixed and Variable expenses. PARTICULAR Amount Building cost Office furnishing Hiring of employees Tax and insurance Marketing expenses Transport costs Rents Advertisement costs Solicitors fees Consultancy cost Campaigning cost material purchase cost 50000 15000 25000 150 3500 1000 850 700 300 200 3000 10000 Total 100700 Marketing Strategy: In case of failure of the first plan, another plan is here. Some of the initial level cost will be decreased in this strategy. In this strategy, more focus will go to the advertisements. TV advertisements will be given for the further growth of the business. In the first two or three months of the business, the awareness will be generated within the targeted market segment. The advertisements of the products will be very attractive to generate a good image of the SIM cards of the company. The staffs of the sales department will talk to the customers about the services of the SIM cards available in the market and will tell them the facilities of the SIM cards of this company. Dealing with individual customers will help the company to understand the need of the customers and the perception of them about the company (Shahriar, 2012). Budget for plan B: PARTICULAR Building cost Office furnishing Hiring of employees Tax and insurance Marketing expenses Transport costs Rents Advertisement costs Solicitors fees Consultancy cost Campaigning cost material purchase cost Amount 30000 8000 10000 150 1500 1000 850 100 300 200 1000 5000 Total 58100 Conclusion: The new branch of U2I mobile company at Birmingham will be very profitable for the company. The business has a good opportunity in the city. Although, there are some risks of the business but the company will overcome these risks by the mentioned strategy. The mentioned strategy of the business will be very effective in the growth of the business of the new branch as well the whole company. References abdi, A., Ashouri, M., Jamalpour, G. and Sandoosi, S. (2013). Overview SWOT Analysis Method and Its Application in Organizations. Singaporean Journal of Business , Economics and Management Studies, 1(12), pp.69-74. Blackwell, E. (2008). How to prepare a business plan. London: Kogan Page. Hanninen, K., Hallikas, J. and Pynnonen, M. (2010). Mobile internet business models in emerging markets. International Journal of Business Environment, 3(4), p.427. Shahriar Ansari Chaharsoughi, (2012). Effect of sales promotion on consumer behavior based on culture. Afr. J. Bus. Manage., 6(1). Wu, F. and Chu, W. (2010). Diffusion models of mobile telephony. Journal of Business Research, 63(5), pp.497-501.