The Gap Inc Essays -- Business and Management Studies

The Gap Inc 1. Case Summary The Gap, Inc is a chain of retail stores that sell casual apparel, shoes, and accessories for men, woman and children. Headquarter in San Francisco; the stores operate under a variety of names including: Gap, Banana Republic, Old Navy Clothing Company, Gap Kids, and baby Gap. All merchandise sold by chain is private label. The Gap was founded in 1969 when Donald Fisher and his wife, Doris opened a small clothing store near San Francisco State University. By 1971 they were operating six Gap stores. In 1995, Fisher retired as CEO and Drexler, now age 50, took over the title. The Gap contracted with over 500 manufacturers around the world that made the companies private label apparel according to Gap specifications. Gap, Inc purchased about 30 % of its cloth from manufacturer located in United State and 70% from vendor located in 46 foreign countries. No single supplier provided more than 5 % of its merchandise. In the wake of concern over third world working conditions, the Gap also adopted a set of sourcing principle and guideline. This provide standard that the vendors had to meet including: engage in no form of discrimination, used no forced or prison labor, employee no children under 14 years of age, provide a safe working environment for employees, pay the legal minimum weight of the local industry standard- whichever is greater. The Gap’s supplier should also meet all applicable local environmental regulation, and comply with the Gap own more stringent environmental standards, neither threaten nor penalize employees for their efforts to organize or bargain collectively and uphold local custom laws. To ensure compliance with its standards, the Gap sends a Gap Field Representative to conduct in-depth interview with a prospective supplier prior to the initiation of a business relationship. The Gap supplier in Salvador, run by Mandarin International, Taiwanese-owned Company that operated apparel assembly plants around the world. The Gap had begun contracting with Mandarin plants in El Salvador in 1992. A worker there was paid approximately 12 cents for assembling a Gap three-quarter sleeves t-shirt or turtle neck, which retailed at about $20 in the United States. Wages at the Mandarin plants averaged 56 cents an hour-a level that was claimed to provide only 80% of the amount neede... ...arin employee who make Gap product. - The Gap should make sure the entire supplier fulfills its sourcing principle and guidelines. The supplier which doesn’t implemented the entire Gap standard and the local government standard, the Gap should avoid doing business with them. - Mandarin International done unethical business by not allowing their employee to make union (fired all the union members) and all the unethical behavior toward the employee. Recommendation - The Gap should choose their supplier carefully and maximize the Gap field representative by put an eyes and do the regular inspection not only when they start the business but always monitoring the working and social condition of the supplier to comply with the Gap code of conduct and also the local government laws. - The Gap representative officer should do the interview without being known by the Mandarin International, so the employee would be freely to speak about what really happened in the factory. - The Gap should give more effort to increase the quality of live their supplier employee which usually in the third world by giving education or other benefit.

Hrm Overnight Tour 2011

PROJECT PROPOSAL I. PROJECT TITLE:â€Å"HRM Overnight Tour 2011† II. PROJECT PROPONENT:BSHRM 4-1 III. PROJECT RATIONALE: The HRM Educational Tour 2011 is open to all HRM and non-HRM students of Sumulong College of Arts and Sciences. It is an experience which will afford students the opportunity to be familiarized with hotel operations, attend seminars, appreciate nature’s beauty and build friendship amongst each other. By attending this tour, student will be able to better understand what’s behind their chosen career/course and experience learning outside the four corners of the room. IV. PROJECT OBJECTIVES: Short-Term Objectives . To introduce the HRM students in learning outside the four corners of the room. 2. To introduce students to the different divisions of the hotel involving administrative and operation functions. 3. To assist students in determining their areas of interest with the wide array of career choices when working for the hotel or the hospitali ty industry in general. 4. To give the students the opportunity to attend seminars and experience hands-on activity. 5. To give the students a chance to appreciate nature’s beauty. 6. To let the students have fun, bond and at the same time build friendship among each other. Long-Term Objectives 1. To help market the school internally and externally. a) Internally – the said educational tour can help market the school, especially to HRM student, because it will leave a lasting impression into the students mind. It will definitely leave an impression that our school doesn’t only offer quality education but also give the students the opportunity to experience learning outside the four corners of the room. b) Externally – because of the lasting impression left into the existing students’ minds, by words of mouth, the students themselves will serve as effective marketing tool. . To contribute to the school’s vision of producing graduates who can compete in industrial and technological skills. V. PROJECT DESCRIPTION: The HRM Educational Tour 2011 is a two-day experience that provides a program consisting of hotel familiarization tour, introduction of the divisions of a hotel, seminar facilitated by departmental trainers of t he hotel, trainings, actual demos, student participation, overnight accommodation at a hotel, environmental appreciation and lastly, recreation. The first stop of the tour is Subic International Hotel where the students will be familiarized with the hotel and trained in the administrative and operational function of the hotel. The training will be facilitated by Departmental Trainers of the hotel who are certified by the Subic International Hotel’s Human Resources Department ensuring that quality training is delivered. The training will include powerpoint presentations, actual demos and student participation. At the end of the training, students will be toured at the back and front areas of the hotel. All the participants will also experience having all their meal, from breakfast to dinner, at the hotel and are free to use the hotel’s swimming pool, mini gym and sauna. The next day, second stop will be at the Subic Ocean Adventure where participant are entitled to a â€Å"Mariners’ Package† where they could enjoy a guided park tour, watch the Dolphin and Sea Lion’s show, visit the Ocean Discovery Aquarium, photo opportunity with the SBMA mascot and lastly, entrance to the Adventure Beach for lunch and a refreshing afternoon swim. After the two days of skill and knowledge enhancing programs, warm accommodating, good food, nature appreciation and recreation at its best, students will definitely say that studying at Sumulong College of Arts and Sciences is the best. VI. PROJECT DURATION: October 1 to October 2, 2011 HRM Overnight Tour 2011 General Schedule of Activities: October 1, 2011 DAY 1 TimeActivity 5:00 – 6:00AM:Registration and Boarding 6:00 – 10:00AM:Trip to Subic International Hotel 10:00 – 10:00 PM:Hotel Tour Training/ Seminar Lunch Accommodation Swimming/Gym/Sauna Dinner 10:00 PM OnwardsSleeping time October 2, 2011 DAY 2 TimeActivity 6:00 – 7:00 AM:Breakfast at Subic International Hotel 7:00 – 8:00 AM:Hotel Check-out 8:00 – 8:30 AM:Trip to Subic Ocean Adventure Theme Park 8:30 – 12:00 NN:Guided park tour and D&SL Show 12:00 – 1:30 PM:Lunch at Adventure Beach 1:30 – 4:30 PM:Enjoyment of the Beach 4:30 – 7:30 PM:Trip back to Antipolo (SCAS) (end of tour) VII. TARGET BENEFICIARIES Target beneficiaries of HRM Educational Tour 2011 includes: HRM students, interested students from other programs and HRM faculty members. We are also inviting old HRM students and even SCAS graduates to join the said tour. We are expecting, at least, fifty (50) participants excluding the *faculty members and non-HRM students/ **outsider/ graduates. *HRM faculty members’ are subject to a twenty percent (20%) discount if the expected numbers of participants are not met. *HRM faculty members’ are free of all charges if the expected numbers of participants are met. **Companion or invited company by students are considered outsider. VIII. PROPOSED BUDGET (for 50 participants) Expenses BudgetPer person charge Transportation P 25,000. 00P 500. 00 / pax Insurance Toll and Parking Subic International Hotel P 127,000. 00P 2,540. 00 / pax Hotel tour Seminars/Training Accommodation Meals (4) -Lunch -Dinner -Breakfast -Lunch Ocean Adventure *Other expenses P 5,000. 00P 100. 00 / pax Tarpaulins Waiver forms Contract signing Paperwork SCAS Certificate *Contingency Fund P 23,000. 00P 460. 00 / pax TOTAL = **P 180,000. 00 **P 3,600. 00 / pax **all income and expenses are subject for auditing. all the excess of the fund will be divided into two (2), half will go to the HRM Society fund while the other half will proceed to the treasury of SCAS or as instructed by the SCAS Accounting Department. IX. MONITORING AND EVALUATION The HRM Educational Tour 2011 will be supervised by the officers of the BSHRM 4-1 Events Committee especially the HRM Department Head, HRM Faculty Members, Event Chairman, Events Finance Officer, Events Marketing Officer and Events Program & Logisti cs Officer. They will make sure that the flow of the activity/program will be safe and properly executed. They will also observe the participation of all the participants in the said tour/event. Also, all the participants and their parent/guardian are required to sign a waiver form declaring that the academe and its management will not be held liable for any untoward incident while the participant is engaged in the said tour. Nonikko Dizon Mendoza President, SCAS HRM Society Chairman, Events Committee CC: President Executive Vice President Dean for Academic Affairs Office of Student Affairs Department Head, HRM Accounting Department

An organizational phenomenon Essays

An organizational phenomenon Essays An organizational phenomenon Essay An organizational phenomenon Essay Performance appraisal in American organizations remains a widespread and common practice despite documented criticism of the process by practitioners and researchers alike. Exhaustive research has been conducted on a range of related topics with limited advances in the understanding and practice of performance appraisal. Lack of efficient ways to evaluate performance appraisal systems within organizations has discouraged advances in theory related to performance appraisal as an organizational phenomenon. However, studying individual variables has proved so inadequate at explaining the intricacies of performance appraisal that researchers are attempting more comprehensive evaluation techniques. Attitudes and perceptions of performance appraisal by participants within the context of the organization in which the process operates are now being conducted. The literature suggests relative agreement regarding the structural and procedural components of a well-designed performance appraisal system. Many organizations have implemented systems which are based on accepted practices and procedures only to have them rejected by the users. Clearly there is more to an effective performance appraisal system than a technically sound rating format and well defined policies and procedures. There is however, no commonly accepted method or efficient approach to evaluating the effectiveness or success of a performance appraisal system based on a set of well-defined variables. Identifying and organizing the most important variables in performance appraisal has proved to be a challenging task to researchers and practitioners. Fairness however, is one variable that has been indicated to be a key component in the ultimate success of performance appraisal systems. Evaluating appraisal systems using a theoretical foundation drawn from organizational justice offers researchers the opportunity to examine how the fairness of different aspects of performance appraisal may affect the ultimate success of such organizational systems. Purpose The purpose of this study was to measure perceptions of fairness of and satisfaction with performance appraisal using Greenbergs hypothesized four-factor of organizational justice as a theoretical framework. Better understanding of the perceptions of the fairness based on the concepts of systemic, configural, informational, and interpersonal justice of performance appraisal and related employee reactions to such systems should provide decision makers with more specific information needed to improve the effectiveness of the system in achieving organizational goals. Multi-item scales based on the research of performance appraisal effectiveness and fairness were utilized to measure individuals perceptions of the extent to which fair processes and interactions are manifested in an organizations performance appraisal system. The second goal of the study was to test the theoretical structure of Greenbergs four- factor model of justice using the scales designed to measure perceptions of fair appraisal practices. The scales were allocated across Greenbergs (1993) taxonomy of justice perceptions that has been proposed to be a theoretical model that best integrates the various justice factors into a single model (Thurston, 2001). The study was conducted in a large state government employment system located in the southern United States in the spring of 2003. Two separate agencies were selected for the study. Both agencies have used the same performance appraisal process since it was introduced as a mandatory requirement by the state civil service management division in 1997. The agencies have significantly different missions and work processes and employ different classifications of employees; one is predominantly technical and scientific with many professional and clerical positions while the other is a health care provider. The oversight for the statewide performance appraisal system is maintained by the central civil service management department but each individual organization is responsible for implementing the system. The only measurement of the performance appraisal system to this point has been the determination of the rate of usage of the system.

Political Philosophy essays

Political Philosophy essays I am not impressed with Socrates arguments of the Laws, particularly the contract argument. While it is true that there is a certain type of obligation, or contract present between a citizen and the state in which he is a part of, that does not give the state the right to wrong him and treat him unfairly, which was clearly the case in this situation. The city wronged me, and its decision was not right, (26). Socrates obviously believes this and he should in turn fight this injustice. Despite the fact that the contract or obligation forces him to obey the laws of Athens, he should also have an obligation to himself and his believed rights as a human being. A contract works both ways even though throughout his life Socrates has indulged in all the advantages of Athenian citizenship he has also done his part and been a model, if not exemplary citizen of the state of Athens. He has done a great deal for the intellectual and cultural life of Athens and deserves a great deal of respect and gratitude from the state. Athens may have given him a great deal during his life, but does that then give them the right to take away the two most important things to him, his life and his freedom? In escaping, Socrates would violate the laws of Athens, while doing injustice to it. However, in its decision concerning the life of Socrates, Athens has also done him an injustice. Laws are not always fair and in certain circumstances they must be challenged and fought against. If no one ever questioned a law then they could never be changed or modified. Society needs to continually evolve and progress. Changing laws that are unjust ensures this development. If laws were never challenged then society would still be sustained by laws and regulations that are clearly outdated and completely irrelevant to the current time. Socrates must live, if not for himself and his friends, ...

Developing an Evaluation Plan and Disseminating Results Essay

Developing an Evaluation Plan and Disseminating Results - Essay Example Because these values are distinct, indivisible amounts, the random variable is discrete. This samples should be a large sample size that allows for ample amount of calculations to point root error. This can be used for instance to detect the level of toxic in a blood sample. The second step is explore, in which data sampling must be visualized. In a disease management policies, this is utilized to explore the correlation of measles per vaccine. This is one of the variables that must be implemented. The third step is modify in which methods of rectification for data purposes are examined. Conducive research indicates that clinical interviews can be good enough to meet third-party diagnostic requirements for the purpose of reimbursement. The fourth step is modeling in which data mining is utilize in various ways. Since testing is one of those elements that is highly standardized, it reduces the faculty time of grading and evaluating which can be time consuming. However, one cannot refute the fact that mentoring and collaboration is also a valid assessment that demonstrates proficiency in the medical field. The last step is assessment, in which these samples are utilized to make sure that conclusions are

MANAGING INNOVATION AND ENTREPRENEURSHIP (Take home exam) Essay

MANAGING INNOVATION AND ENTREPRENEURSHIP (Take home exam) - Essay Example If these are not that effective, then entrepreneurs must have stopped using them for years. According to Porter’s five forces model, there are potential entrants that are able to play as relevant industry competitors. These new entrants are also capable of forming innovation and even imitation. China for instance is known for its low-cost products that at some point similar to existing offerings, which makes imitation not that impossible to take place. Thus, it would make sense that in order to prevent others from imitating a product; barriers to potential entrants should be made. According to Porter, barriers to entry includes economies of scale, product differentiation, capital requirements, switching costs, access to distribution channels, cost disadvantages independent of scale and government policy. We have been immersed mostly in the concepts of economies of scale and product differentiation so I would like to focus on these two as important barriers to innovation, as based on Porter’s five forces model. The economies of scale would force the entrant to face two undesirable options: come in at large scale and risk strong reaction from existing firms; choose small scale and accept cost disadvantage. In either of these choices, a new entrant needs to take the risk of losing his chance to successfully penetrate into the market. The other potential barrier to new entrant is product differentiation. Firms that already have brand identification and customer loyalties are hard to beat. Therefore, firms should therefore increase advertising, customer service, product differences and be the first into the industry in order to prevent potential entrants. Product differentiation therefore could at some point be highly associated with economies of learning, production techniques, production design and more, just to be able to create one-of-a-kind product that could bring competitive advantage and

The Definition and Criticism of an Insanity Defense Essay - 1

The Definition and Criticism of an Insanity Defense - Essay Example Very few people plead insanity though and among those who plead it, a very minor part wins the plea. An important point here is people acquitted under insanity defense are seldom allowed to walk free. In almost all cases, the acquitted people are allowed to go to treatment centers and kept there until mental health officials determine they do not pose a danger to anyone. Criticism to insanity defense is a common phenomenon. Critics argue that some defendants misuse insanity defense, effectively faking insanity to win acquittals or less severe convictions. And often the trials involving an insanity defense get the most attention because they involve crimes that are peculiar within themselves. Nevertheless, studies suggest the overwhelming majority of defendants acquitted by reason of insanity suffer from schizophrenia or some other mental illness (Fersch, 2005). There could be several reasons for criticizing the insanity defense, including political, legal as well as humanistic. In USA, for instance, the insanity defense received harsh public criticism when, after the 1981 assassination attempt on Ronald Reagan by John Hinckley Jr., Hinckley was found not guilty by reason of insanity. Lot of people argues argued that his premeditation of the crime was undeniable proof of his sanity. Public criticism of the insanity defense has continued to grow with each high profile case. In conclusion, insanity plea is a poor excuse for serious lawbreaking, and should not ideally influence or ease the punishment. In a majority of criminal cases, especially murder trials, an insanity plea is used as a defense strategy aimed at saving guilty defendants from death penalty or serving time in prison. The accused usually pretend to be mentally ill and their lawyers use this as a way to confuse jury and influence their judgment. And then most of the accused, by reason of insanity,