Pomina-Vietnam Analasys

Pomina Steel Company was established in 1999 with chartered capital 42 billion VND and the capacity of 300,000 tons/ year. Their main businesses are iron and steel production, recycling of scrap metal and trading of steel products. Pomina is one of the most trustworthy brands in producing steel in the south of Viet Nam and is the first firm in the south gets 2 certificates about quality and environment ISO 9001, ISO 14001. Start up in Binh Duong was considered like the good land to grow the firm.They put the quality on the top of concern to create the difference and the comparative advantages in the intensive competitive environment, so the founders has selected to invest in leading technological lines of steel lamination is Vai-Pomini and Simac from Italy. In 2002, Pomina can provide for the market above 600,000 tons of laminating steel per year. In 2005 Pomina invested in Phu My industrial zone to build the draft refining company with the capacity 500,000 tons/ year.This was also t he first refining company using Consteel technology in Viet Nam and the 20th in the world. In 2007, the total capacity of Pomina’s companies reached 500,000 tons of refining and 600,000 tons of laminating per year. Besides serving domestic customers, Pomina also exported to Cambodia and by 2006, the revenue of exportation was 20 million USD. In July 2009, Pomina increased the chartered capital to 820 billion VND by separate issue and they were accepted as a public company by The State Securities Commission.On the other hand, Pomina run a lot of social activities and charity in trying helping poor people, which make them have a lot of favor from society, customers and create the development more and more. In April 2010, Pomina made its initial public offer on the HCM City Stock Exchange (HOSE) with the par value of 48,000 VND per share. The list code of the company is POM. The number of listed shares was 80 million shares and separate issue of 10 million shares for institution that want to invest.

Mahou Factory

Mahou Factory Visit Mahou is a Spanish brewery house founded in the year 1890, in the capital Madrid. The company created a reputation for it self that precedes it even now a days, for its quality of production and the traditionalism of the production. Today the company is among the largest and most powerful brewery in Spain with a dominant market share. The main brewery factory, being the one we visited, is located in the outskirts of Madrid, Alovera Guadalajara to be more specific. The Factory is the biggest in Spain and second biggest in Europe, it is unique in Europe for its complex automatized process and innovative technology.The factory produces up to 4 million liters of beer a DAY. Trough out our visit we could observe the process of production of the beer, most being completely automatized, yet having key workers in key locations were mistakes cannot occur. Even the most efficient machines can make mistakes, the problem is that the problem wont be spotted it since its and au tomatized process therefore you need the scientist and key workers in place to reassure the smoothness of the process. This could be considered a poki oki in Japanese terms or a security measure for the avoidance of problems in the production process.From the beginning we could observe a complex system practically runed by computers, the only un automatized process is the lab and examination of samples. But in order to keep control of quality, it’s a process that need to be done with detail and personal, to keep better control of quality even if the cost for it might be high. This with the large control room constantly observing and controlling the brewing process day and night, 24/7, 365 days a year, make it a supper efficient machine for quality control and cost control.The control room has constant machines and computers controlling the brewing process from start to end including the bottling and packaging, This is then combines with a couple of professionals constantly ex amining and managing the process of production with constant control like sample taking to ensure that the quality and process is going to perfection. With this, we can surely say we are of to a good start. Continuing on with the quality control process we then have again several controls to ensure quality, like exporting the water from the erfect mineralization from Guadalajara, like exporting the main resources needed to ensure that their customer gets the quality expected always. After the brewing process there are several other controls like the bottle revision that ensures that they are clean, then there’s another machine ensuring that they all have the perfect measurements (full) with a laser measurer, after wards a few samples are taken from the produced batch of the day to again lastly ensure that the quality is the desired one.Furthermore we can also observe the cost efficiency process in place. Even though the machinery implemented is expensive in the long term it c uts cost by huge amounts ensuring less mistakes higher quality and happier customers. The control room cuts cost by having many less workers doing the control process over the brewing production process by having it all automatized, not counting how more efficient it is.Then they cut cost by implementing this brewing tanks outside the factory were its easier to obtain the liquid in bigger quantities. But, by a long shot the most efficient cost cutting control is the logistics the factory built right next to the high way to have a quick and easy way to transport and move things. Also they have deals with multiple other breweries to bottle their bear were they do not have a factory in order to make it seemingly less costly and easier to distribute their product.Lastly, I will talk about their green impact on the world, or ecological controls. Now days every company is striving to be a leader as social responsible and environmentally friendly. Every company ahs its motives for this, so me marketing technique, others tax benefits or company reputation etc. What’s very admirable of Mahou’s environmental help to the world is that it not only gives good company reputation, tax, etc, its that it is cost reducing also making it cost efficient.Mahous recycles 90 % or more in some cases, of their bottles and containers, due to a deal established with the distributor and maker of the beer containers. This is extremely efficient and green for the environment counting the huge amount of production and trash they are avoiding creating. With both eh process distinguishing the broken or defect bottles and the un-cleanable they have created a perfect quality, cost and environmental friendly control all in one, keeping to its name and reputation.

An Investigation Into the Differences Between Retail and Investment Banks Essay

Over the past decades, retail banks have remained the main commercial bank for consumers, rather than corporations or other banks. The investment bank has become more popular amongst individuals, corporations and governments which are interested in raising their profits. Retail banks and investment banks have different organizational structures and activities. So they have many differences, such as services, customers and profits. And this report aims to distinguish between the retail bank and the investment bank in order to identify their specific service areas. Firstly, the author will review some literature focusing on the definitions. Secondly, the author will illustrate the differences between them from their target activities and functions. Retail banks offer a range of services to individual customers and small businesses, rather than to large companies and other banks. These include: savings and transactional accounts, mortgages, personal loans, debit cards and credit cards. An investment bank is a bank which specializes in providing funds to corporate borrowers for startup or expansion and does not accept deposits but provides services to those who offer securities to investors, and to those investors themselves. It may also assist and support companies which are involved in mergers and acquisitions, and provides ancillary services such as market making, trading of derivatives, fixed income instruments, foreign exchange, commodities, and equity securities. From the definitions above, it clearly shows that the two types of bank provide substantially different services to customers. As a normal customer, I think the retail banks are better than the investment banks. And there are three advantages of the retail banks. Firstly, the retail banks have more branches than the investment banks. For example, Lloyds TSB Bank is a retail bank in the United Kingdom, and according to Lloyds TSB website, the bank has nearly 1,900 branches across the UK. This means that you can find the branches of TSB almost everywhere. So you can deal with some normal business easily, the branches of retail banks can be found almost everywhere. For example, you want to make emergency loans, you do not have enough time to find an investment bank to make loans, so you must choose the retail banks. Moreover, the retail banks can supply some services which the investment banks do not provide. When you want to transfer from one account to another account, you can not go to the investment banks, because the investment banks do not offer this kind of service. Therefore, if you want to deal with some normal business (such as savings, mortgages and credit cards) at a bank, it would be better to choose the retail banks. The Royal Bank of Scotland is one of the retail banking is part of the Royal Bank of Scotland Group, and together with NatWest and Ulster Bank, provides branch banking facilities throughout the UK. And it can provide almost every service that the retail banks have. So it has a good reputation in Scotland. Finally, the risk of retail banks is relatively lower than the investment banks. You can get money from the rate of interest which can be higher than the other banks. Such as Barclays Corporate which belongs to the Barclays Group and provide these kinds of services (such as savings, transactional accounts, mortgages, debit cards, credit cards). It offers a service called monthly savings which is its regular savings plan that allows you to save regularly over 12 months, and you can get higher interest rates are paid where no withdrawals have been made in the previous month. This means that you can get high fixed interest of up to 3. 25% AER / 3. 20% in months when no withdrawals are made. And the revenue of the retail banks is stability and fixed. So you do not need to pay more attention to the asset in the retail banks. These advantages of the retail banks are the reasons why the retail banks are better as a normal customer. As an advanced person or a company, I think the investment banks are better. There are also many advantages of the investment banks which usually provide services for the company. First of all, most of the investment banks are global company and it can provide services more widely than the retail banks. Such as Morgan Stanley is a leading global financial services firm providing a wide range of investment banking, securities, investment management and wealth management It reports US$779 billion as assets under its management. Its headquarter located in Midtown Manhattan , New York City. It has companies in 37 countries with over 1,200 offices, employees dedicated to local businesses, government agencies, institutions and individuals. So the investment banks can provide the services (such as trading of derivatives, fixed income instruments, foreign exchange and commodities) all over the world. Secondly, the revenue of the investment banks significantly more than profit of other types of banks. If you save your extra money in the retail banks, you can only get the interest from the rates. But if you sand your money to the investment banks you can get remarkable returns although it has a high risk. For example the Goldman Sachs Group, Inc. is an American investment bank and securities. And it provides mergers and acquisitions advice, underwriting services, asset management, and prime brokerage to its clients, which include corporations, governments and individuals. Amazingly, the company in US profits reached a record $ 13. 39 billion in 2010, on average common shareholders’ equity rate of return is 22. 5%. At last, the investment banks also can provide some special services that the retail banks do not offer. For instance, it can supply a particularly serving called â€Å"financial advice† what can make financial of a company more reasonability and determine the future line of development. UBS AG is a diversified global financial services company, with its main headquarters in Basel and Zurich, Switzerland and UBS is present in all major financial centers worldwide. With â€Å"Premier Advisory Services†, UBS offers you the opportunity to schedule individual one-on-one consultations with CEFS experts who understand your equity-linked compensation as an integrative part of your total wealth management, know about the different plan vehicles and can support you on issues such as â€Å"How can I best align my equity-linked compensation with my total wealth management† or â€Å"When should I exercise, which strategy is the best†.

How Buddhism Integrated to the Chinese Society Essay

How Buddhism Integrated to the Chinese Society - Essay Example Buddhism succeeded to integrate to the Chinese society through its branched meditative practices, ethical practices, and theories of psychological, philosophical, and cosmological trends. In addition, Buddhism appealed to the Chinese people through its prospect of the release of frustration, the full development of human potential, with a personal relationship with an intangible and ultimate spiritual reality ("Buddhist Principles, Customs and Manners"). Hence, analytically speaking, the Chinese people accepted Buddhism with its teachings, which come from Siddhartha Gautama (the "awake"), and considered the historical Buddha. The life of the Buddha is rich in legends describing miracles and divine apparitions. But only 300 years after his death it began to be known by text, along with his teachings, with the Emperor Ashoka that the promotion throughout its area and sends missions abroad (Background to Buddhism: A history of Buddhism"). One of the paths through which Buddhism reaches the Chinese people is related to the essence of the Buddha, who is not regarded as a god or even as a divine messenger. It is the symbol of a principle, a thing which cannot be achieved but we must try to sketch by definitions ("Buddhist Principles, Customs and Manners"). ... However, modern Buddhism does not believe in reincarnation in a strict sense, but uses this concept in the form of parable ("Buddhism: What Buddhism is"). This parable says that a person is sentenced to die and return to Earth on the number of times it will take until it has reached the spiritual level necessary to escape from earthly life. Each time he dies he will be reincarnated in a different shape. These suites of reincarnations symbolize what Chinese people are experiencing in their lives ("Buddhist Principles, Customs and Manners"). Thus, according to the Buddhist theory of incarnation, if we drive someone brutal to satisfy our needs, we are reborn into an animal. In a spiritual work, we can kill these horrible things that we are born again and become once more, in a better form (â€Å"Background to Buddhism: A history of Buddhism"). Hence, these spiritual beliefs that are related to the theory of incarnation helped Buddhism to be integrated to the Chinese society. Moreover, for the Chinese people, what seemed appealing in Buddhism is the concept of "Dharma". It is the idea that the universe has meaning and humans have a role to play. There is only one dharma, by definition the same for everyone. Each religion is a light on the nature of Dharma, it teaches men how they should behave. A religion like Buddhism, for the Chinese, bases its teaching on the absolute. This religion teaches that the soul of the dead will live forever ("Buddhism: What Buddhism is"). It gives a specific instruction. It therefore resembles in many points of view other Chinese principles and religions derived from the Bible. What is unique about Buddhism, from the Chinese point of view is that it teaches that nothing is absolute

Operation management Essay Example | Topics and Well Written Essays - 3000 words - 5

Operation management - Essay Example The operations of an organization should be well structured as it would benefit both the organization as well as the customers. It is an important area in management that is related to the designing and controlling of the production system. The major responsibility of operations management is to ensure that the efficiency level of the business operations is high in terms of optimum utilization of resources and meeting the needs of the customers. It involves the management of the entire process of supply chain from procurement of raw materials to the delivery of the finished products. It is related to the conversion of inputs that are raw materials, energy and labor into outputs in the form of products or services. The success of incorporation of operations management in the system requires certain aspects for its success such as creativity, technical knowledge, people skills, and rational analysis. The operations strategy involves plans regarding the use of resources of the firm in a n efficient manner so as to obtain competitive advantage for long run. The concept of operations management is effective handling of the metrics which comprise of quality, stock availability, quality, flexibility and time. The main aim of the teams of operations management is to strike balance between cost and revenue so as to achieve higher net profit margins. Nando’s originating from Portuguese community is a South African restaurant for casual dining. The theme of the restaurant is more of a Portuguese or Mozambique style. The restaurant was founded in the year 1987 and has now expanded its business to twenty four countries and operating through 1000 outlets. The restaurant chain’s total revenue in the past year was about $650 million. The specialty of Nando’s fast food outlets is in chicken dishes either herb and lemon, lime or mango, different levels of spicy meals of Peri-Peri marinades. In some other countries according

Risk Management In The Airline Industry Essay Example | Topics and Well Written Essays - 1000 words

Risk Management In The Airline Industry - Essay Example This essay compares two worldwide famous airline corporations such as British Airways and EasyJet. At the end of 2008, the total revenues of British Airways earned were 15,012 million dollars. As opposed to British Airways which is a larger corporation and a major fleet carrier, EasyJet is the largest low fare airline for leisure and business passengers, operating all over Europe. In both airline companies, the element of risk and insurance policies are highly managed. This essay focuses on ways that these companies use to reduce losses and gain certain profits. The main aspects of risk, that are discussed in this comparative essay are: the single loss of aircraft or its part, a collision between two aircraft, terrorist acts, economical crises, pandemics and changes in government regulation or laws. Insurers of the big airline companies, such as British Airways need to plan for such events and to create a special insurance funds. That is why risk managment is highly important issue these days. This essay also contains some tables on fuel pricing and currency rates throughout recent years and a risk management strategy, that provides the airline with protection against sudden increases in oil prices. In conclusion of this comparative essay, British Airways and EasyJet are also analyzed on their complicated strategies to managing changeable currentsy rates and fuel pricing, including the increasing of ticket pricing, foreign exchange conversions and hedging to manage these risks.

Disability laws of the united states Essay Example | Topics and Well Written Essays - 1000 words

Disability laws of the united states - Essay Example To combat this lack of information, it is necessary to illuminate the incidence and prevalence of the disease to help educate the business owners about its impact on their own concerns. By enumerating the effectiveness of policies and programs that are currently in place as well as the laws and regulations requiring such programs, employers may be able to identify gaps and shortfalls in their current procedures. For many business owners, especially small business owners, the idea of adding one more responsibility to an already overflowing plate in terms of caring for employees seems a little daunting. However, studies conducted over the past 25 years regarding the spread of HIV and AIDS has proven that â€Å"where business, government and populations work together, the spread of HIV and AIDS can be slowed and infections reduced† (Roedy quoted in Bloom et al 2006). ... their workplace will be affected nor have those in less concerned countries, such as the United States, worked to establish formal policies within their organizations to address the issue. Even the small companies are required to follow some basic rules and guidelines drafted by the state to protect those with HIV and AIDS as well as to help prevent the spread of these illnesses among the greater population. All businesses are required to comply with state and federal civil rights laws that often apply to those suffering with HIV or the AIDS infections. These include Section 504 of the Rehabilitation Act of 1973 and the Americans with Disabilities Act (ADA) of 1990. â€Å"The Americans with Disabilities Act of 1990 (ADA) prohibits discrimination against people with disabilities. Under the law, persons with HIV infection are entitled to the same rights and opportunities as persons with other communicable diseases† (Disabilities Act, 1992) In addition, employers are expected to make reasonable accommodations so that people with disabilities, including those with HIV/AIDS, are able to remain employed and productive for as long as they can possibly perform the essential functions of their jobs. This could include the assignment or reassignment of job duties, allowing employees to work at home on a temporary basis, allowing both paid and unpaid leaves of absences and accommodating a flexible work schedule. Jane Hodges (2004) indicates the ILO (International Labor Organization) recommendations to member states also include a ban on dismissal based on HIV/AIDS until the individual becomes medically unfit to carry out adapted work, a prohibition of non-consensual pre- and post-employment testing, legislation for the prevention and containment of transmission risks, training

Understanding training and coaching in the workplace Coursework - 1

Understanding training and coaching in the workplace - Coursework Example This can be done by: analysing the current skills of the employees; emerging organisational changes, for example new computer systems and/or production methods, identifying skills that can help the business and then consider training options accordingly (nibusinessinfo.co.uk, n.d.). TNA can also help management to distinguish the type of training needed to bridge the gap between workers present expertise level and the ability level that organisations need. TNA breaks down information around a particular occupation or a gathering of occupations to focus the learning, abilities, disposition and capacities expected to accomplish ideal execution in that employment or occupation gathering (Reyes, 2014). The workforce at McDonald’s can be trained through a number of training techniques which allow sufficient interactions and exposure for the employees to grasp knowledge and develop the relative skills. Since most of the staff is usually involved in servicing customers, taking order and making food orders, methods like on the job training, cross training, shadow training and interactive training methods, which involve constant employee participation and focus, can be utilised (Hr.com, 2001). These may include: quizzes, group discussions, practical demonstrations and role playing. Intuitive training sessions help to keep trainees occupied with the training, which makes reciprocate to the new data and they can also give in-session criticism to mentors on how well trainees are learning (Hr.com, 2001). Blended learning approach: involves recognising that one training method will not suit every employee. More or less, blended learning means utilising more than one training technique to prepare employees on one subject. This methodology can be best suited to the organisation as the organisation has mixed range of activities, like: production, service and management. Mixed adapting essentially bodes well (Trainingtoday.blr.com,

Advantages Of Learning Abroad And Methods Of Getting Grants Essay

Advantages Of Learning Abroad And Methods Of Getting Grants - Essay Example The reason why I was being offered this once-in-a-lifetime experience was due to my good grades at my local high school. What made this offer even more exciting was that my school would take care of all of my expenses during my time in London. Once I found out, I immediately knew that I would go there if I was allowed to. My parents, especially my father, were very strict and did not like to let me out of their sights at all. To prepare for the inevitable explanation to my parents, I first tried breaking the news to my younger sister. Her response was one of amazement—I could sense that she felt jealous about the tremendous opportunity that I had. She encouraged me to tell our parents as soon as possible so that they would have more time to prepare themselves for it. I concurred with her assessment and decided that I would tell them when I next had the opportunity to speak with them. Later that night, I sat the whole family down in one place and told them of my exciting news. Surprisingly, both of my parents seemed remarkably relaxed about the whole thing. They even offered to give me spending money during my time away! At the sound of this, I felt heartened that this was the right move for me at this stage in my life. When I first arrived at Gatwick Airport in London, I had someone waiting to pick me up, even though I had never personally met them before. Back in Dubai, I was assigned a host family that would take care of me during my stay in London. As it turned out, it was not really a family that I would stay with; an old lady and two dogs ended up looking after me. The first couple of days were quite tough for me both physically and socially. As I came from the heat of Dubai, I was not used to the cold London weather. It was just my bad luck that I had come in winter! Also, the accents of the local people were quite hard to understand, so most of the time I just smiled and nodded at them.

The positive and negative effects of the media on society Term Paper

The positive and negative effects of the media on society - Term Paper Example The media exists to educate people about the world around them. It is a tool of intelligence and education, and people that implement media into their daily routine find themselves gaining much insight about events and situations taking place all throughout the world. One of the greatest, positive perks of the media is how quickly the information and news are able to spread. If a terrorist attack against the United States were to be thwarted in another country, most Americans would know about it within minutes (Robinson 15). If a child were kidnapped in a small California town, the rest of California would be informed of it in the timeliest manner. Media has allowed people to be well-informed without letting time or distance get in the way of obtaining important knowledge. While media may be beneficial in keeping people filled in with up-to-date information, there are sides to media that are not as useful. Media has the ability to influence the way that people think and it has the ha bit of providing viewers, especially impressionable children and teenagers, with facts and images that are misleading and sometimes dangerous. People are presented with images of beauty and lifestyles that appear desirable, though they are really damaging.

Formation of a Company Essay Example for Free

Formation of a Company Essay Refers to the entire process by which a company is brought into existence. It starts with the conceptualisation of the birth a a company and determination of the purpose for which it is to be formed. The persons who conceive the company and invest the initial funds are known as the promoters of the company. The promoters enter into preliminary contracts with vendors and make arrangements for the preparation, advertisement and the circulation of prospectus and placement of capital. However, a person who merely acts in his professional capacity on behalf of the promoter (eg lawyer, CA, etc) for drawing up the agreement or other documents or prepares the figures on behalf of the promoter and who is paid by the promoter is not a promoter. The promoters have certain basic duties towards the company formed :- In case of default on the part of the promoter in fulfilling the above duties, the company may :- A promoter may be rewarded by the company for efforts undertaken by him in forming the company in several ways. The more common ones are :- If the promoter fails to disclose the profit made by him in course of promotion or knowingly makes a false statement in the prospectus whereby the person relying on that statement makes a loss, he will be liable to make good the loss suffered by that other person. The promoter is liable for untrue statements made in the prospectus. A person who subscribes for any shares or debenture in the company on the faith of the untrue statement contained in the prospectus can sue the promoter for the loss or damages sustained by him as the result of such untrue statement. II. Incorporation by Registration : The promoters must make a decision regarding the type of company i. e a pulic company or a private company or an unlimited company, etc and accordingly prepare the documents for incorporation of the company. In this connection the Memorandum and Articles of Association (MA AA) are crucial documents to be prepared. Memorandum of Association of a company : Is the constitution or charter of the company and contains the powers of the company. No company can be registered under the Companies Act, 1956 without the memorandum of association. Under Section 2(28) of the Companies Act, 1956 the memorandum means the memorandum of association of the company as originally framed or as altered from time to time in pursuance with any of the previous companies law or the Companies Act, 1956. The memorandum of association should be in any of the one form specified in the tables B,C,D and E of Schedule 1 to the Companies Act, 1956. Form in Table B is applicable in case of companies limited by the shares , form in Table C is applicable to the companies limited by guarantee and not having share capital, form in Table D is applicable to company limited by guarantee and having a share capital whereas form in table E is applicable to unlimited companies. Contents of Memorandum : The memorandum of association of every company must contain the following clauses :- Name clause The name of the company is mentioned in the name clause. A public limited company must end with the word Limited and a private limited company must end with the words Private Limited. The company cannot have a name which in the opinion of the Central Government is undesirable. A name which is identical with or the nearly resembles the name of another company in existence will not be allowed. A company cannot use a name which is prohibited under the Names and Emblems (Prevntion of Misuse Act, 1950 or use a name suggestive of connection to government or State patronage. Domicile clause The state in which the registered office of company is to be situated is mentioned in this clause. If it is not possible to state the exact location of the registered office, the company must state it provide the exact address either on the day on which commences to carry on its business or within 30 days from the date of incorporation of the company, whichever is earlier. Notice in form no 18 must be given to the Registrar of Comapnies within 30 days of the date of incorporation of the company. Similarly, any change in the registered office must also be intimated in form no 18 to the Registrar of Companies within 30 days. The registered office of the company is the official address of the company where the statutory books and records must be normally be kept. Every company must affix or paint its name and address of its registered office on the outside of the every office or place at which its activities are carried on in. The name must be written in one of the local languages and in English. Objects clause This clause is the most important clause of the company. It specifies the activities which a company can carry on and which activities it cannot carry on. The company cannot carry on any activity which is not authorised by its MA. This clause must specify :- In case of the companies other than trading corporations whose objects are not confined to one state, the states to whose territories the objects of the company extend must be specified. Consequences of an ultravires transaction :- However, the doctrine of ultra-vires does not apply in the following cases :- The following are exceptions to the rule of limited liability of members :- Capital clause The amount of share capital with which the company is to be registered divided into shares must be specified giving details of the number of shares and types of shares. A company cannot issue share capital greater than the maximum amount of share capital mentioned in this clause without altering the memorandum. Association clause A declaration by the persons for subscribing to the Memorandum that they desire to form into a company and agree to take the shares place against their respective name must be given by the promoters. Articles of Association The Articles of Association (AA) contain the rules and regulations of the internal management of the company. The AA is nothing but a contract between the company and its members and also between the members themselves that they shall abide by the rules and regulations of internal management of the company specified in the AA. It specifies the rights and duties of the members and directors. The provisions of the AA must not be in conflict with the provisions of the MA. In case such a conflict arises, the MA will prevail. Normally, every company has its own AA. However, if a company does not have its own AA, the model AA specified in Schedule I Table A will apply. A company may adopt any of the model forms of AA, with or without modifications. The articles of association should be in any of the one form specified in the tables B,C,D and E of Schedule 1 to the Companies Act, 1956. Form in Table B is applicable in case of companies limited by the shares , form in Table C is applicable to the companies limited by guarantee and not having share capital, form in Table D is applicable to company limited by guarantee and having a share capital whereas form in table E is applicable to unlimited companies. However, a private company must have its own AA. The important items covered by the AA include :- Alteration of articles of association : A company can alter any of the provisions of its AA, subject to provisions of the Companies Act and subject to the conditions contained in the Memorandum of association of the company. A company, by special resolution at a general meeting of members, alter its articles provided that such alteration does not have the effect of converting a public limited company into a private company unless it has been approved by the Central Government. The articles must be printed, divided into paragraphs and numbered consequently and must be signed by each subscriber to the Memorandum of Association who shall add his address, description and occupation in presence of at least one witness who must attest the signature and likewise add his address, description and occupation. The articles of association of the company when registered bind the company and the members thereof to the same extent as if it was signed by the company and by each member. III. Registration of the Company Once the documents have been prepared, vetted, stamped and signed, they must be filed with the Registrar of Companies for incorporating the Company. The following documents must be filed in this connection :- {text:list-item} {text:list-item} {text:list-item} Certificate of Incorporation Once all the above documents have been filed and they are found to be in order, the Registrar of Companies will issue Certificate of Incorporation of the Company. This document is the birth certificate of the company and is proof of the existence of the company. Once, this certificate is issued, the company cannot cease its existence unless it is dissolved by order of the Court. IV. Commencement of Business A private company or a company having no share capital can commence its business immediately after it has been incorporated. However, other companies can commence their activities only after they have obtained Certificate of Commencement of Business. For this purpose, the following additional formalities have to be complied with :- If a company has share capital and has issued a prospectus, then :- {text:list-item} {text:list-item} {text:list-item} {text:list-item} {text:list-item} {text:list-item} {text:list-item} Once the above provisions have been complied with, the Registrar of Companies grants Certificate of Commencement of Business after which the company can commence its activities

Death Among the Ibo Essay Example for Free

Death Among the Ibo Essay Although the book Things Fall Apart and The Joys of Motherhood cover about seventy years, the difference between life in 1880s Nigeria and Nigeria in the 1950s is extreme. The Ibo people change from a clan and tribal people to a much less closely knit people much like Europeans or North Americans. The change should not necessarily be construed as an improvement in the life of the Ibo people. When Things Fall Apart begins the Ibo people are much the same as they have been for presumably centuries. They are an agrarian people living close to the land without lives that have isolated and sanitized from death. Death is a natural part of life and is common. They have rules and traditions that have taught them how to deal with death. Although many of their beliefs may seem strange to people in the twenty-first century North America the seem to work well for the Ibo until their traditions are interrupted by European Christian missionaries. The Ibo beliefs have a certain innocence and simplified world view that is remarkably refreshing when compared to todays efforts to remove death away from society and to prolong death and aging as long as possible. There is a matter of fact character in the Ibo approach to death that makes death both real and normal. There are rules to be followed. When a man dies with a swollen abdomen and swollen limbs, he is not to be buried in the earth because his body would pollute the land (Achebe, 14-15). When an Umuofia girl is murdered, the leaders meet to decide what to do. After discussion they decide they should request compensation for the girls death. They elect Okonkwo a young leader who is a self-made man to visit the tribe of the man who has killed the girl and demand that a girl be sent to the Umuofia to replace the girl and another youth be given to the Umuofia as punishment for the murder. There is a balance here that lacks the vengeance of an eye for an eye of the Judeo-Christian culture. Instead it is more of a tit for tat response. Okonkwo visits the neighboring tribe and presents them with the demands of the Umuofia. Clearly there is the threat that war will result if their demand is not met, but it is not made in the do it or else manner common in the twentieth and twenty-first century western civilization. The tribe agrees to the demands of the Umuofia and gives a young girl who is given to the father of the murdered girl. A second youth, Ikemefuna sent to the Umuofia where he is given to the charge of Okonkwo with whom he lives for three years where he is treated like a son Three years later the leaders decide Ikemefuna should be killed to satisfy justice about the girls murder. Despite his having treated Ikemefuna as a son, Okonkwo participates in the slaying. He does this in spite of a warning of an elder not to participate because Ikemefuna calls Okonkwo Father. Okonkwo seems surprised about this warning. The decision has been made by the Umuofia leaders and therefore must be followed. There are several interesting attitudes about death and children. Certainly infant death is common among the Ibo. When a child survives infancy and it appears will live to become an adult, the child is said to be staying (Achebe, 42). Similar to this is a belief that some children are reluctant to be born into this world and retain a iyi-uwa that allows them to die so they can be reborn to their mother to torment them. To stop this cycle a medicine man will take the body of the deceased infant and mutilate it so that it will be unable to return, though some have been know to return with a missing finger or mark from the medicine mans action. Okonkwo who is a renown and admired member of the Umuofia accidentally kills a youth, he and his family are banished. When this happens Okonkwo appears to accept his sentence stoically because it is the established rule. During his banishment European, Christian missionaries move into the area and begin to civilize the Ibo. Laws are made and enforced by hanging and imprisonment. Ibo who suffer such punishment lose their dignity and are no longer the man he had worked to be. When Okonkwo knows that he is going to be killed by the Europeans, he hangs himself rather than submit to the white mans law. As one might expect from the title Emechetas book, The Joys of Motherhood ¸ is more concerned with childbirth and motherhood than with death. It is interesting that the perspective of this book is decidedly written from the female point of view and is concerned with life, instead of the masculine point of view expressed in Things Fall Apart where death is a more prominent concern. In this book death is treated much like it is today. The characters in this book no longer live in the tribal or clan community that Okonkwo lived in where death is considered a normal part of life. Instead they move to the city, Lagos, where they work for low wages doing the chores the more wealthy white people consider beneath them. Here death is not so common and not accepted so easily. When Nnu Egos son dies in infancy and she attempts to commit suicide, she is judged as insane until she is able to move on and continue her day to day life. Her dead sons body is taken away soon to be replaced by the birth of additional children. Death is less acceptable and hidden from the people because the British people dont want to think about it. Instead they sanitize it and move it away from day to day life. This happens to the Ibo as well as they move into the twentieth century British colonial lifestyle. Unlike the deaths occurring seventy years earlier where the clan is aware of each death and is able to accept it for the sake of the clan, Nnu Ego dies lying at the side of the road unrecognized. She is not missed by her clan or her people who are scattered throughout the country. The lack of concern about the rights of the individual regarding death in Achebes book is disturbing. Given todays sensibilities where the individual is more important than the society the idea of   replacing one murdered girl with another girl to take her place and the idea of offering a hostage as a response to having committed a crime is troubling. People today   want to move on and get on with their lives after death, almost as if they were to acknowledge death, they will be stricken with some horrible contagious disease. Acceptance of death is still a societal problem today. Americans today seem unable to accept it. However, after reading these books, one if forced to wonder which of the approached to death, the 1880s Ibo, the 1950s Ibo, or that of Americans in 2006 is best. In some ways the 1880s version with its innocent and almost nostalgic response to death seems to the best.

Advantages And Disadvantages Using Computer Networking Facility Computer Science Essay

Advantages And Disadvantages Using Computer Networking Facility Computer Science Essay The advantages of using computer networking facility within the Smith Solicitor office They can use intranet facility for internal communication in the office They can share resources like printer so that they can use two printers for the whole office. Video Conference can be done which makes it easier for the employer to contact with the employee. And meetings can be done online. File and data sharing can be done which helps them share data between the computers. Folders can be password protected to limit access to unauthorized users. A single internet connection in server computer allows the entire client computer to share internet. The disadvantage of using computer networking facility within the Smith Solicitor office Skilled IT administrator should be hired for maintenance. Training should be given to the employer and employee to use the computer which in network. Proper network security should be given to the server computer. Network maintenance should be done time to time. Network Installation charges would be expensive. Networking Component like router, switch and cable would be expensive to buy.   All the computers in an office building might become completely useless if a single network component fails.   If a single computer is virus infected then the entire computer in network may soon get affected. Evaluate the various costs, performance, security and utility values associated with the installation of your network design for Smith Solicitor. (P2) The various cost, performance, security and utility values associated with the installation of the network design for Smith Solicitor Server Computer Brand Name: HP Pro Liant DL380 G7 Rack Server The HP Pro Liant DL380 G7 Server continues to deliver on its heritage of engineering excellence with increased flexibility and performance, enterprise-class uptime and HP Insight Control manageability, 2 sockets Intel ® Xeon ® performance, and 2U density for a variety of applications. Features Intel ® Xeon ® E5620 (4 core, 2.40 GHz, 12MB L3, 80W) 6GB PC3-10600R (DDR3-1333) Registered DIMMs Rack-mountable 3 years warranty Specifications Product Description HP Pro Liant DL380 G7 Processor Intel ® Xeon ® E5620 (4 core, 2.40 GHz, 12MB L3, 80W) Form Factor Rack-mountable 2U Cache Memory 12 MB L3 Chipset Intel ® 5520 Chipset Hard Drive None Networking (2) 1GbE NC382i Multifunction 2 Ports RAM 6GB PC3-10600R (DDR3-1333) Registered DIMMs Storage Controller (1) Smart Array P410i/256MB Graphics Controller ATI ES1000 Monitor HP *Windows server 2003 will be installed as an operating system in server computer as it is user friendly. It has different security features. (1) Client Computer HP Pavilion Elite HPE-490uk Designed for computing tasks in equal good measure, the HP  Pavilion Elite HPE-490uk  desktop PC is powered by the potent quad-core Intel ® Coreà ¢Ã¢â‚¬Å¾Ã‚ ¢ i7-870 Processor. General Information Processor Intel ® Coreà ¢Ã¢â‚¬Å¾Ã‚ ¢ i7-870 Processor 2.93 GHz (up to 3.6GHz with turbo Boost) 8 MB Smart Cache RAM 8GB installed RAM 4 DIMM slots maximum 16GB supported memory Hard Drive 1.5 TB SATA 3G Hard Disk Drive (5400 rpm) USB 10 x USB 2.0 ports Memory Card Reader 15-in-1 memory card reader Accessories Included Keyboard, mouse, power cord, documentation Windows XP will be installed in this client computer as its users friendly. It has got option like plug and play. Its got facilities like  fast user switching which affects applications that access hardware or that can only tolerate one instance of their application running on a machine at any one time. We can also create multiple users and protect the users putting the password. Networking and communication features are also very good in windows xp. So Windows xp would be the most suitable and appropriate as a client computer. (2) Connectivity Device The Network Interface card (NIC) The hub The switch The bridge  Ã‚   Transceivers Wireless access points The router  Ã‚   The gateway Cable (UTP cat 5) RJ45 Cost: The server computer and client computer are as required by The Smith Solicitor Office. Its very affordable and the components are very good. The total price of the entire computer would be about  £16 thousand. Security: The security features of windows 2003 are as listed below Authentication: Most basic level is requiring a user id and password to log on to some system. Access control: Access control is used to secure resources such as files, folders, and printers. Encryption: Confidential files can be encrypted using the Encrypting File System (EFS) for local files stored on NTFS volumes Security policies: Security policies control a range of security settings. The security features of windows XP are as listed below Firewall: Automatic updates: Remote Assistance / Remote Desktop Local Security Policy Justification: Overall selected hardware component are suitable for the selected Operating system and the software and hardware are at affordable price. Provide an overview of a network operating system (NOS) and illustrate how NOS works with in computer network. (P3) Network Operating System (NOS) helps the server computer to control Client computer and distribute the function to the entire client computer. Therefore it helps to manage the computers which are connected in the network. Features of Network Operating System It has a function to allow multiple users to access shared resource at same time. It provides file, print, web services, back-up services. NOS distributes the function to all the computer in network It helps to manage multiple user and support for logon and logoff, remote access; system management, administration tools Client systems contain specialized software that allows them to request shared resources that are controlled by server systems responding to a client request. NOS supports multiple user accounts at the same time and enables access to shared resources by multiple clients at same time. It has security features like authentication, authorization, logon restrictions and access control I suggest windows operating system for smith solicitor office because it is commonly used on computers and currently, the most widely used version of the Windows family is  WINDOWS XP for client computer and WINDOWS SERVER 2003  for servers. It has features listed below Security Windows provide frequently updated security features such as firewalls, pop-up blockers, antivirus and antispyware software and more. It has additional security and administrator tools for server. Networking These OS offer administration tools and security for computer networking. Ease of Use Windows OS are straightforward and user friendly. Technical Help/Support These OS performs numerous functions, above average support is needed. Generally, Microsoft offers more support to its customers online  and also self-guided support. Design a LAN for a Smith Solicitor or assess an existing network (if any) for fitness of purpose. (P4) [Learner needs to design a LAN on the paper for their LAN selection.] last.jpg Identify the various parts (software and hardware) of a network system for Smith Solicitor and relates it to the 7- layered model. (P5) The various parts of a network system for smith solicitor which is related with 7 layeres model are Physical Layer:  This layer explains the physical properties of the various communications media and coordinates the function required to transmit Example: It explains the size of Ethernet coaxial cable, layout of pins. The physical layer uses hubs and repeaters. Data Link Layer: This layer explains the logical organization of data bits transmitted on a particular medium. Example: this layer gives addressing and checks summing of Ethernet packets. Network Layer: This layer helps to describe the exchanges of packets between any two nodes in a network. Ex: It defines the addressing and routing structure of the Internet. Transport Layer: In transport layer it describes the class, quality and type of the data delivered. This layer makes sure if and how retransmissions will be used to ensure data delivery.   Session Layer:   In this layer the group of data sequences larger than the packets handled by lower layers. So it is handles synchronization process. Example: It shows the details of request and reply packets are paired in a remote procedure call.   Presentation Layer: This layer works to translate, encrypt and compress data. Ex: this layer describes how floating point numbers can be exchanged within hosts with different math formats Application Layer: This layer gives services to the user by allowing the access to network resources Ex: this layer would implement file system operations Differentiate between different kinds of network, network topologies and network operating systems. (P6) [Discuss different network topologies] The different kinds of network are A  local area network also knows as LAN  is a kind of network where the networked computers are in short distance only. Example a network within a building of school. LANs Usually owned, controlled, and managed by a single person or organization. They use Token ring or Ethernet technology Metropolitan area network also known as MAN is a network spanning a physical area larger than a LAN but smaller than a WAN, such as a city. Example it is commonly owned by a single body like as a government body or large company. Wide area network also known as WAN is a geographically single collection of LANs. It generally covers wide area of computer networks. A router connects different LAN to WAN. For example- mostly WANs (like the Internet) arent owned by any organization or group but it works under the joint or distributive ownership and management. The different types of network topologies are: Star topology and tree topology All devices connect to a central device, called hub. All data transferred from one computer to another passes through hub Popular in LAN because its inexpensive and easy to install. Whereas tree topology is the extended form of star topology which is used in large networks .This kind of network significally reduces the traffic on wires by sending packets only to the wires of the destination host Ring topology In this kind of topology cables are formed in closed ring or a loop form where the devices are arranged along the ring. Data communication is d one in this topology by device to device around entire ring in one direction only but if we use dual ring then communication can be done by both direction Mainly this topology is used in LAN network but it is also used in WAN network. Mesh topology In this kind of topology all computer are connected to each other so that theres a fault tolerance in this kind of topology. It is expensive as well as difficult to create this type of topology. Here all the nodes are connected to each other and forms complete network. This kind of network topology is mostly use in financial sector. 3.1 Set up a software network environment, for some departments in a Smith Solicitor organization. (P7) [Configure Active directory] To configure an active directory for smith solicitor organization following process in taken. Click start and type dcpromo and enter. Then a dialogue box will appear. Then we need to press next. After that we will see a domain control type wizard where we need to select the domain controller for a new domain and select next option. Then we need to select the domain in new forest and press next as show in picture below. 4.png After that on the  New Domain Name  page, in the  Full DNS name for new domain  box, we need to give some domain name .For example we can give domain name like SmithSolicitiorFirm.com. After that we need to give name for NetBIOS domain name and click next where we get to seelect the location where we would like to store and save the database and log files. On the  Shared System Volume  page, accept the default in the  Folder location  box, and then click  next. On the  DNS Registration Diagnostics  page, click  Install and configure the DNS server on this computer and set this computer to use this DNS server as its preferred DNS Server, and then click  next as shown in the picture below. C:UsersjaikishanshresthaDesktop9.png On the  Permissions  page, click  Permissions compatible only with Windows  2000 or Windows Server  2003 operating systems, and then click  next. After that on the  Directory Services Restore Mode Administrator Password  page, we need to enter a password in the  Restore Mode Password  box and again retype the password to confirm it in the  Confirm password  box, and then click  next. Finally in last we just need to confirm that the given information are correct and click next  and When prompted to restart the computer, click  Restart now. This is the successful configuration of active directory for smith solicitors server computer. 3.2 Install a piece of network software on to a server to be used by different selected users in a created group on Smith Solicitor Network.(P8) [configure print server] We can configure a print server in smith solicitor network by the following process given below. Installation process: Firstly connect the printer to the computer .Then the printer will be detected automatically. After that we need to install driver which we normally get with printer. Else we can do it manually by the following process as shown below. Click on Start > Settings > Control Panel > Printer and Faxes. Then Click on the File Menu > Add printer > Next > Local Printer attached to this computer.  After that it Checks automatically detect and Install My Plug and Play Printer. Then Click Next. After that a wizard will automatically detect any attached printer and install the driver for it. If the system doesnt find the driver then it will be prompted to provide the drivers location. After successfully installing the printer driver, it will show new printer name in the Printer and Faxes in the control panel. Server Configurations: If the printer needs to be shared by a server computer, firstly we need to click the printer name>properties>sharing>share this printer. Then we need to provide name for the shared printer which will be used by client computer on the network. We can also set the colour management, priorities, printing preferences, font s in the properties tab of the printer. Client Computer Configuration: To setup printer at the client computer we can just give the command \computernameprintername (printer name is the shared name of the printer which we create while configuring server) 3.3 Illustrate how you configure user workstations on the network? (P9) [Steps of user configuration on Active directory] To configure user workstation on the network firstly we need to have one active directory domain, where we need to create a user account in that domain to use as an administrator account. Then after adding the user to the exact security group we can use that account to add computer to domain. To configure user on active directory following process should be completed. C:UsersjaikishanshresthaDesktopAdd new user in Exchange 2003.PNG Firstly click start and then point the cursor towards administrator Tool. Then Click Active Directory Users and Computers  to start the Active Directory Users and Computers console. After that we need to click the domain name that had been created, and then expand the contents. Where we need to right- click Users>New>User Type the first name, last name, and user logon name of the new user, and then click  Next. Where we get other wizard to type a password and confirm it by typing again and click the check box as required by user. Then click Next .After that just check the details and enter to Finish. Finally a new user will be created under the active directory. In case of adding a computer to the domain, following the steps Log on to the computer that needs to be added to the domain. Then right click on MY Computer>Properties>Computer Name Tab>Click change. In the computer Name change dialogue box, click Domain under member of and type the domain name. After that click OK.When you are prompted, type the user name and password of the account that you previously created, and then click  OK. Then a welcome message appears in a dialogue box where we need to click OK and restart. 4.1 Write a report on the rights and responsibilities of the network manager and the network user for Smith Solicitor (P10) [Discuss role of Network admin- user rights, sharing etc. and network user password, maintain file etc.] Network administrator need to setup and configure all the devices, hardware, software, connection between the computers. They should be able to add the user and delete the user as the requirement of the company or manage the password and access control as the requirement and ensure that there is a proper security in the network to protect it from hackers and viruses. They are deeply involved in making sure that the software are updated and applications, and monitoring the performance of the network, checking for security breaches, poor data management practices and more. So scheduled check up should be done. Administrator should be able to manage user account such as file access privileges and passwords. Administrator should also train user to utilize the networks resources and also train users to work under the server network environment. Administrators keep records of all users problems and errors as well as the steps taken to solve the problems. This information is used to help solve future problems. Administrators also control user access to the network. The administrator must also create a firewall-a set of security measures designed to make sure that no one can gain unauthorized access to the system. Administrator should use Active directory for centralized management and manage user environment. Admin should respond to the needs and question of clients concerning their access to resources and create backup in different ways to recover any lost data. They are responsible to manage, assign and maintain the list of network addresses. 4.2 Apply control mechanisms in a Smith Solicitor network for managing users. (P11) [Discuss group policy, user authentication, authorization etc.] Control in a smith solicitor network for managing users can be done by using centralized management system in active directory. Active Directory enables the administrator to centrally manage resources and to easily find the information location. It also enables to group the users according to the users limitation because user group policy helps to makes different policy for the user by the administrator. Active directory user authorization secures resources from the unauthorized user and unauthorized access. Managing Authorization and Access Control Published: November 03, 2005 The Microsoft Windows XP Professional operating system includes a number of features that you can use to protect selected files, applications, and other resources from unauthorized use. These features, which include access control lists, security groups, and Group Policy, along with the tools that allow you to configure and manage these features, provide a powerful yet flexible access control infrastructure for your local resources and network. Understanding what these features are, why they are necessary, and how they function will help you to manage rights and permissions on network and local resources more effectively. Security principal In Windows XP Professional, any entity that can be authenticated. A user, group, computer, or service can be a security principal. Security principals have accounts. Local accounts are managed by the Local Security Accounts Manager (SAM) on the computer. If the account is in a Microsoft Windows 2000 or Windows Serverà ¢Ã¢â‚¬Å¾Ã‚ ¢ 2003 domain, it is managed by Active Directory. If the account is in a Microsoft Windows NT version 4.0 domain, it is managed by a SAM database on the primary domain controller. Inheritance A mechanism for propagating access control information down through a tree of objects. In Microsoft Windows NT, an object (such as a file) inherits access control information from its parent object (such as a folder) only when the object is first created. In Windows XP Professional, objects inherit access control information not only when they are created, but also when the parent objects access control list changes. Owner The only security principal who has an inherent right to allow or deny permission to access an object. An objects owner can give another security principal permission to take ownership. By default, the built-in Administrators group on a computer is assigned a user right that allows this group to take ownership of all objects on the computer. Security groups Groups that can be used to organize users and domain objects, thus simplifying administration. Security groups allow you to assign the same security permissions to a large numbers of users, such as employees in a single department or in a single location, ensuring that security permissions are consistent across all members of a group. Security descriptor A data structure containing the security information associated with a securable object. A security descriptor identifies an objects owner by SID. If permissions are configured for the object, its security descriptor contains a discretionary access control list (DACL) with SIDs for the users and groups that are allowed or denied access. If auditing is configured for the object, its security descriptor also contains a system access control list (SACL) that controls how the security subsystem audits attempts to access the object. Access control list (ACL) An ordered list of access control entries (ACEs) that define the permissions that apply to an object and its properties. Each ACE identifies a security principal and specifies a set of access rights allowed, denied, or audited for that security principal. Security settings Security configuration settings that can be applied to individual computers. These settings can be configured locally on the computer by using the Local Security Policy administration tool, the Microsoft Management Console (MMC) Security Configuration and Analysis snap-in, or, if the computer is a member of an Active Directory domain, through the Security Settings extension to Group Policy. Auditing of system events You can use the auditing feature to detect attempts to circumvent protections on resources or to create an audit trail of administrative actions on the system. For example, you can audit failed attempts to open a file. You can also set security policy so that failed logon attempts are recorded in the security event log. If another administrator changes the auditing policy so that failed logon attempts are no longer audited, the log can record this event as well. In an Active Directory environment, you can use Group Policy to centrally control who is allowed to manage security logs on computers joined to a domain. user or group is stored as part of an ACE in a DACL that is part of the objects security descriptor. Rights and Permissions Access control involves the configuration of rights and permissions, which apply to both the objects on the local computer or network and the potential users (including individuals, computers, and services) of those objects. A  right  is authorization to perform an operation. From an administrators point of view, there are two types of rights: privileges and logon rights. In Windows XP Professional, only one user right is inherent-the right to allow or deny access to resources that you own. All other user rights must be granted, which means that they can also be withdrawn. A  permission  is authorization to perform an operation on a specific object, such as opening a file. Permissions are granted by owners. If you own an object, you can grant any user or security group permission to do whatever you are authorized to do with it. When permission to perform an operation is not explicitly granted, it is implicitly denied. For example, if Alice allows the Marketing group, and only the Marketing group, permission to read her file, users who are not members of the Marketing group are implicitly denied access. The operating system will not allow users who are not members of the Marketing group to read the file. Permissions can also be explicitly denied. For example, Alice might not want Bob to be able to read her file, even though he is a member of the Marketing group. She can exclude Bob by explicitly denying him permission to read the file. In fact, this is exactly how explicit denials are best used-to exclude a subset (such as Bob) from a larger group (such as Marketing) that has been given permission to do something. Each permission that an objects owner grants to a particular user or group is stored as part of an ACE in a DACL that is part of the objects security descriptor. User-Based Authorization Every application that a user starts runs in the security context of that user. When a user logs on, an access token is created. The access token contains key security-related information, including the users SID, the SIDs of the groups to which the user belongs, and other information about the users security context. This access token is then attached to every process that the user runs during that logon session. An application runs as a process with threads of execution. When an application performs an operation on a users behalf, one of the threads performs the operation. For example, when Alice opens a Word document, Microsoft Word, and not Alice, actually opens the file. More precisely, one of the threads of execution performs the operation. For a thread to gain access to an object such as a file, it must identify itself to the operating systems security subsystem. Threads and applications do not have a security identity, so they must borrow one from a security principal, such as Alice. When Alice starts an application, it runs as a process within her logon session. When one of the applications threads needs to open a file, the thread identifies itself as Alices agent by presenting her access token. Alice is therefore ultimately responsible for anything that the thread does to the file or system on her behalf. Before allowing the thread of execution to proceed, the operating system performs an access check to determine whether the security principal associated with the thread has the degree of access that the thread has requested. This access check involves the following steps: The security subsystem checks the file objects DACL, looking for ACEs that apply to the user and group SIDs referenced in the threads access token. If a DACL does not exist, access is granted. Otherwise, the security subsystem steps through the DACL until it finds any ACEs that either allow or deny access to the user or one of the users groups. If a deny is found at the user or group level, the access is denied. If the security subsystem comes to the end of the DACL and the threads desired access is still not explicitly allowed or denied, the security subsystem denies access to the object. Therefore, if a DACL exists but is empty, access is by definition denied. At the conclusion of this process, access is either allowed and the file is opened or access is denied, in which case the file remains closed and an Access Denied message is generated. Creating and deleting user accounts and defining and using security groups are important security tasks. Defining the security restrictions or permissions that might apply to different groups of users and resources in your network will help to simplify the implementation and management of the permissions and restrictions in your organization. For example, you can create a Printer Operators group and give it precisely delineated administrative control over a finite group of printers. For you to effectively manage security groups in your organization, you need to be familiar with the relationship between accounts, security groups, and built-in security principals. It is also important for you to become familiar with the techniques and tools available for managing group membership. Built-in security principals apply to any account that is using the computer in a specified way. Built-in security principals allow you to configure security based on the manner in which a resource is being accessed n increasing number of Windows XP Professional-based systems are connected directly to the Internet and participate in home or small business networks rather than in domains. To simplify the sharing and security model used in these nondomain environments, network logons performed against unjoined Windows XP Professional-based computers are automatically mapped to the Guest account by default. This simplifies the sharing of resources in home or small business networks by eliminating the need to synchronize user names and passwords across all computers in the network. Authenticating users logging on to the network as Guest can provide an additional measure of security for computers connected to the Internet by eliminating the ability to access the computer remotely by using administrative credentials. Forcing network logons to authenticate as Guest does not affect the following: Interactive logons. In addition to console logons, this also includes remote access sessions using Terminal Services or Telnet, which are essentially remote occurrences of interactive logon sessions. Computers that are joined to a domain. This is not the default for Windows XP Professional-based computers that are joined to a domain because the domain provides single sign-on capabilities for all computers that are in the domain. Outbound connections. The authentication and access control settings of the computer that you are attempting to access govern outbound connections. 4.3 Discuss how you control printer queues and other forms of resource usage in the Smith Solicitor network. (P12) Controlling in printer queues in smith solicitor can be done by changing the printer job setting by setting a priority and to notify the person when the print is done. As well as pause, cancel or resume can be done. To manage print queue firstly, we need to go to st

Lady Macbeths Role in Macbeths Downfall :: essays research papers

While not the only contributing factor, Lady Macbeth does play a substantial role in the downfall of her husband. She is a like a catalyst for Macbeth and essentially pushes him to do what he would not have been able to do on his own. Macbeth himself highly ambitious and determined, but his wife is even more so. At first he refuses to kill Duncan but she persists and eventually gets him to do it. It is important to note here that Lady Macbeth pushes Macbeth forward by manipulating him. In this sense, she can be related to Cathy Ames from East of Eden by John Steinbeck. Also, being a woman, she is confined by the conventions of society which prevent her from doing much. At what point she even wishes that she were 'unsexed' so she could commit the murder herself. Because of this, she pours her ambition and desire for power into Macbeth. Again she accomplishes this through manipulation. For example, at one point when Macbeth is disagreeing with her idea of killing Duncan, she questions his manhood: ?Art thou afeard / To be the same in thine own act and valor / As thou art in desire? Wouldst thou have that / Which thou esteem'st the ornament of life, / And live a coward in thine own esteem, / Letting "I dare not" wait upon "I would," / Like the poor cat i' the adage? She knows that Macbeth is courageous and will never back down from a challenge and this is exactly what happens. He ends up listening to his wife. The relationship between Macbeth and his wife is strong. There is much trust between the two and there is also openness. However, the two butt heads and have opposing views many times. Even so, it is clear that Lady Macbeth is the dominant person in the couple. She is one of the major driving forces of Macbeth. This is shown when they are plotting the murder of Duncan. Macbeth asks her, ?If we should fail?? and she strongly replies, ?We fail! / But screw your courage to the sticking-place, / And we?ll not fail.? Whenever he is backing down she pushes him forward again. This is where a major flaw of our protagonist comes in. Macbeth cannot escape the trap of listening to his wife. He is subject to her commands and he knows it.

Landscapes, Scale, and Government Policy :: Argumentative Persuasive Essays

Landscapes, Scale, and Government Policy The process of landscape change have finally caught the attention of the public and governments of the United States. Now that we are equipped with the knowledge that we must at least control our effects on landscapes, we should ensure that our policies are a reflection of informed and accurate decisions. This has been proven to be very difficult, as there are many factors that must be considered when addressing landscape change including issues of spatial and temporal scales of landscape processes. This type of scale is best described as the spatial or temporal dimension of a certain process (Turner, 2000). Scales may vary, ranging from the broad temporal and spatial scale of plate tectonics to the fine scale processes of insect herbivory. Landscape change has different effects along different levels of scale, and thus, should be treated similarly as well. These varying scales must be considered when drafting the many policies that contend with the changing landscapes in order to carry out a positive effect. Landscapes are controlled by dynamic variables across different scales that occur within the environment. Wildfires, herbivory, climate, and development, among others, all contribute to those transformations. These types of landscape disturbances can also occur across different scales, both spatial and temporal. Consider a small brush fire occurring in the backyard of a small residential neighborhood for a few hours before becoming extinguished by the local fire department. The spatial and temporal scales of this type of landscape disturbance are minimal. When compared to the Cerro Grande wildfires that occurred in New Mexico during May of 2000, the effects of the same type of disturbance are vastly different. As a result, the Cerro Grande Prescribe Fire had burned over 45,000 acres for almost 2 weeks and will have left the landscape in a dramatically different state (NPS, 2000). We can see the vastly different effects of each of the same disturbance on the landscape. These scaling effects may be applied to other types of landscape change as well. In many studies, landscape ecologists such as Monica Turner, Dean Urban, and J.A. Wiens are including issues of scale as an integral part of their research. It is now evident that "every change in scale [brings] with it changes in patterns and processes (Wiens, 1989.)" All landscapes are dynamic including anthropogenic landscapes.

Around The World In 80 Days :: essays research papers

Type of Literary Work   Ã‚  Ã‚  Ã‚  Ã‚  This sensational novel is an adventure novel consisting of an enterprising Englishman touring the globe. Woven within are historical facts, such as the British Empire and colonies around the globe, as well as historically accurate locations. Theme   Ã‚  Ã‚  Ã‚  Ã‚  The theme of this breathtaking novel is one of daring and persistence. On the whim of a wager, Fogg is sent around the world in the impossible time span of eighty days. Throughout the work, Fogg’s limitless persistence, entwined with his stereotypical English composure, astound the reader.   Ã‚  Ã‚  Ã‚  Ã‚  Fogg represents this boundless daring in the audacious wager he makes. He has promised his arrival back in London in eighty days, regardless of the wilderness, delay, or other problems that may arise on his journey. The reader is, perhaps, driven to the conclusion that Fogg is a madman, who takes lightly to large sums of money. This is not so, as Fogg (although the wager seems unfeasible) is a reserved man, calm and collected at all times atop the punctuality Verne expresses within him in just the first chapters.   Ã‚  Ã‚  Ã‚  Ã‚  Verne expresses the stereotypical Englishmen, the seeker of adventure, popular in his time. Almost jokingly does Verne come to this conclusion, he being a Frenchman, in which all Englishmen will go to the corners of the Earth to find an area to â€Å"Europeanize†, find a wild beast to market from, or a project to throw their pounds at.   Ã‚  Ã‚  Ã‚  Ã‚  Fogg’s endless persistence, is further shown in his composure while great delays push him back, tragedies occur around him, and loved ones are lost repeatedly. His endless hope was a flood during a great drought within the circumstances he was found in. Train delays were compensated through elephant purchases, steamer delays through chartering yachts, stubborn foreigners subdued through a handful of bank notes – even the weather seemed to fall before Fogg. His devotion to his ultimate goal, not that of the money but of the accomplishment, was infinitely expressed throughout the work. Setting   Ã‚  Ã‚  Ã‚  Ã‚  The setting for this novel was a constantly shifting one. Taking place during what seems to be the Late Industrial Revolution and the high of the British Empire, the era is portrayed amongst influential Englishmen, the value of the pound, the presence of steamers, railroads, ferries, and a European globe. The novel begins in London, but quickly changes eastward, from Paris, to Suez, Bombay, Calcutta, Singapore, Yokohama, San Francisco, Omaha, New York, Queenstown, Liverpool, and back to London – a complete circumnavigation around the glove condensed into two hundred-odd pages.

Person essay Essay

The Most Important Person in my Life We all have someone that is really important to us, someone that has influenced us in our lifetime at some time or another and thanks to that person we are the person we are today. In my case that someone is my mother. My mother is really important to me because thanks to her I exist today, she gave me life .My mother is my best friend, my confident, she is the person that I trust the most in my life .I consider my mother as the most important person in my life because she has always been there for me, gave me all the things that I needed to keep going following my dreams. She is such of a good mother. I love my mother, even though we fight sometimes, I can’t live without her, she is my role model. My mother is a hardworking, supportive, friendly and caring person. My mother is a beautiful woman. She is the youngest of six siblings, she is forty years old. She has light brown skin and is about five feet six inches and 160 pounds. She has black short curly hair, which sometimes she straightens, but she usually keeps it curly. Her eyes are dark brown, like coffee. She has beautiful white teeth which shine when she smiles. On her face she has some freckles. Her eyebrows are black and she likes to shape them square .She also has her ear pierced. My mother wears jeans and blouses most of the time, she is very simple . On Sunday night you would see my mother sitting on the sofa watching T.V. When you first see my mother you will think that she is shy or isn’t a friendly person because of her character, but after you talk to her and know her well you will notice that she is a lovely person, funny, and nice person. On a Saturday morning you would see my mother getting ready to go the church, she usually wears long dress, or a long skirt with jacket, and she is very elegant. My mother is a hardworking woman. She has always worked in order to bring money to our house and to give my little brother and me a better life. She also work hard at home, she always makes sure that everything is okay in our house, she likes to have everything organized. I remember that when I was ten years old , my father moved to the United States in order to find a better way of life, leaving my mother , my brother and me in our country ,the Dominican Republic. After my father left home my mother had to do both roles, be the man and woman. She learned how to fix things at home, so she didn’t have to call someone else to do it. At  first when my father arrived here in the USA he didn’t have a job, so at that moment my mother was the only one that was working and bringing money to our house, but it wasn’t enough to support us. My mother was working in a company, but she didn’t receive a good pay, that’s why she decided to have two jobs. It wasn’t easy for my mother having two jobs, plus she had to do everything at home. I remember that she woke up every day early in the morning in order to prepare something to eat for my little brother and me, and then she had to get ready to work at her first job. After m y mother finished a job, she had to go to the other one, and then when she really ended up working she used to go home to help my brother and me with our homework. I don’t know how she was able to do so many things at the same time, but she did .She always tried to give us a good life. Nowadays, I see my mother, and I feel very proud of her. She taught me that nothing is easy in life that we have to work hard to get the things that we want. Sometimes I feel tired because I work and study at the same time , and sometimes I think that I can’t continue doing this and then I think about my mother, how hard she used to work and never gave up. She is my inspiration and role model. My mother is such a hardworking woman, this is one the qualities that I most admire about her. How nice it is having someone that supports you in every decision that you make in life. No matter what, every time that I need my mother’s support, she is always there for me. Most of the time when I have to make an important decision in my life, I talk to my mother before doing it. I remember that when I started working and studying at the same time, I felt like it was too much for me , because I was working and studying full time. At that moment I did not what to do because I really needed a job to help my mother to pay the bills , but I also wanted to continues my studies in order to have a better life. So one day I decided to talk to my mother about my situation. â€Å"Mommy I feel that working full and being a full time student is too much for me.† â€Å"So, what do you want to do?† She asked me. â€Å"I am thinking to leave my Job.† I replied. â€Å"Dawilsa whatever you think that is the best for you or you want to do, I support you.† She said. After I talked to my mother, I decided to just cut some hours in my job and work part time, so in that way  I would have more time to study, and do my homework on time. Thanks to my mother’s support I got good grades, and I felt most comfortable. I also remember that when I was about twelve years old my dream was to become a famous and professional dancer. So since I knew that my mother supports me in any decision that I make in life I talked to her about it. â€Å"Mom Do you know what is my biggest dream in life?† I asked her. â€Å"Yes, to become a famous dancer has always been your dream.† She replied. â€Å"Mom, Can I go to the dancer school that is in my school?† I insisted. â€Å"Sure, you can go to the dancer school anytime, that’s your dream and I support you. â€Å"She replied. After I talked to my mother I was jumping of happiness because she said yes. Few days later I started taking dance class. I felt so happy because one my dreams was starting to become true. I took one year of class on that dancer school , and then I had to leave it because I was too busy on school with my homework and did have enough time to go the dancer school .So since education comes first I decided to leave the dancer school. My mother is my support, she is like my right hand. My mother is very friendly. My mother has always been friendly with everybody, that’s why she knows a lot of people. It’s nice to be a friendly person because you have a lot of friends and you are also appreciated by other people. When I was a kid I didn’t like to go to the supermarket with my mother because she always found someone that she knew and then stop to talk with that person for a while. Even though I don’t like when I am with my mother and she stops to talk to everybody, it is always good to meet people from everywhere. I remember that one day before coming here I needed a paper from high school in order to be able to register in college, so my mother and I went to the school’s office. When we went and told the secretary what we needed she told us that to get that paper done would take a while. I really needed it right away because I was coming to the USA the day after. After a few minutes talking with the secretary, the manager arrived and since my mother knew him he came and helped us with the paper. Thanks to my mother I learned to be a friendly person and everywhere that I go I know many people. Being friendly is one the qualities that I most like about my mother. It helps to know people. Caring is part of my mother’s personality. It’s like she was born with this quality. My mother always takes care of my  father, my little brother and me. She is always asking me how I am doing in school or in my job. I remember few years ago, I was in the hospital because I was really sick .I stayed at the hospital for a whole week. My mother took vacation from her job because she wanted to stay with me, taking care of me, and making sure that I had everything that need. At that moment my mother showed me that she really care about me and how important I was to her. My mother is always up to me when I need an advice .When I am sad I go to see her and she gives me a hug and good advices and makes me feel much better. When I am sick she gives me medicine and everything that I need to get better .My mother is such blessing in my life. She is always ready to pour out her unconditional caring love to me and those around her. Being hardworking, supportive, friendly and caring are only a few of the attributes that I have learned from my mother. She taught me how to get things in life ,to keep going, it doesn’t matter what happens and never to give up .But ,one the most important things she taught me is how to be a good person. I love my mother, and I am more than proud to say that she is my mother. She has been a huge influence in my life, I will never finish paying and thanking my mother for all the things that she has done for me. Mommy, you are my role model.

Chapter 8 Solve This Problem Essay

Choose from the list of problem scenarios below. Using the steps involved in problem solving that were discussed in this chapter, describe how you would go about solving this problem. 1. Mrs. Smith’s daycare provider is closing in four weeks. Both Mr. and Mrs. Smith work full-time during the day and need daycare for their child. They have only a short period of time, however, to find a new, safe, reliable daycare provider. : I would start looking or asking people where they take their children and maybe take a look at thier daycare and see how it works out for me. Also if I didn’t find a daycare within the short time of period I would quit my job for that short time that daycare is close and look after my children/ child until the daycare re-opens up again. 2. Tim is planning a summer vacation for his family of five to Disney World in Florida. He lives in Pennsylvania and is trying to figure out whether it could be more cost effective to drive to Florida or to fly there .: I think flying and driving to florida would be less cost effective but at the same time I’m thinking flying would be the less cost effective because you can buy 5 round trips: one that takes you and brings you back with one airplane ticket. Because if you drive you’d have to stop for gas and food for the road-trip and it would cost more. 3. Sarah has a 20-page paper due in six weeks and has not yet started to work on it. She is feeling overwhelmed, because she works a full-time job during the day and has three children at home in the evening. She knows she should started working soon on the paper but is not sure where to begin.: Between the children and the job and I’d start working on it little by little on my free times I have and if I finish before the six weeks I would revise it and made it better. 4. Mr. Jones’s parents are growing older and are finding that they can no longer live in their big three-bedroom house. They want to sell their home and move to either a smaller house, a retirement community, or an assisted-living facility. Mr. and Mrs. Jones said they would help his parents find an appropriate place to live but are not sure where to begin. I would look at my budget and start narrowing down the houses that are out of my range. Also I would look at rooms the house has and look at the neighbor until I find the house that has 1-2 rooms and is between my budget and also  the neighbhood. 5. Sally found out through a friend that her current boyfriend has been cheating on her with another woman. She is very distraught and is not sure what to do about the situation. :I would talk to him and if he lied I would of break-up and move on with my life, but also I would need to have proof if he was cheating or hire a detective to follow him to all the places he went to. Because sometimes friends lie to see you down, and sad and maybe their the other woman that your boyfriend is seeing. Activity Handout 7.2 How Do You Think This Invention Came About? Think of an invention such as television, the electric razor, the toaster, or the blender and describe how you think this invention came about. Discuss the various steps involved in creative thinking that were outlined in this chapter. Originality- seeing unique or different solutions to a problem (After noting that electricity passing through a conductor produces a glowing red or white heat, Edison imagined using this light for pratical uses. ) Fluency- Generating a large numbers pf possible solutions (Edison tried literally hundreds of different materials to find one that would heat to the point of glowing white heat without burning up.) Flexibility- Shifting with ease from one type of problem-solving strategy to another (When he couldn’t find a long-lasting material Edison tried heating it in a vaccum- thereby creating the first lightbulb.) Activity Handout 7.3 Which Type of Intelligence Is It? Read through the scenarios below and identify what type of intelligence—analytical, creative, practical, verbal, mathematical, spatial, bodily-kinesthetic, musical, interpersonal, intrapersonal, or naturalist—you think the individual has. 1. John spent years trying to come up with a solution to how to water a Christmas tree without having to do it himself every day. Type of Intelligence: Naturalistic 2. Susan has always been interested in building things. At a young age, she built model airplanes with great enthusiasm. She went to college and graduate school and earned a degree in architecture. She is now the CEO of her own architectural firm. Type of Intelligence: Spatial 3. Jim started taking ballroom dancing classes as a child. He became the Younger U.S. Champion at age 12, has continued dancing, and is now competing for the World Champion title. BopType of Intelligence: Bodily/Kinesthetic 4. Lee Ann Rimes earned her first Academy of Country Music Award at the young age of 12. She has sold millions of albums and continues to hit the charts with top-selling records. Type of Intelligence: Musical 5. Cecil wrote his first novel at the age of 16 and, just recently, his third novel made the New York Times best-seller list. Type of Intelligence: Linguistic 6. Jane has always loved working through math problems and excelled in her math classes. She can work through sudoku puzzles in little time and finds math very challenging. She is the senior accountant at her accounting firm. Type of Intelligence: Logic/Mathematical 7. Jeremy has always had a green thumb. He grew up on a tree farm and learned at a young age about plants and flowers. He went on to earn a graduate degree in the agricultural sciences and recently found a way to cross-pollinate watermelons with cantaloupes to make a delicious new fruit. Type of Intelligence: Naturalist Activity Handout 7.4 The Structure of Language List five examples of structures of language. Use the various language structures discussed in this chapter. Prelinguistic Stage – Birth to 12 months Crying ( reflexive in newborns) becomes more purposeful Examples: Hunger Cry, anger cry, pain cry Cooing (vowel-like sounds) (2-3 months) â€Å"ooooh,† â€Å"aaaah† Babbling (consonants added) (4-6 months) â€Å"bahbahbah,† â€Å"dahdahdah† Linguistic Stage – 12 months to 5 years Babbling resembles language of the environment, and child understands sounds relate to meaning Speech consists of one-word utterances – â€Å"Mama,† â€Å"juice,† â€Å"Daddy,† â€Å"up† Expressive ability more than doubles once child joins words into short places – â€Å"Daddy milk,† â€Å"no night-night!† Overtension(using words to include objects that do not fit the word’s meaning) – all men = â€Å"Daddy† all furry animals = doggy Telegraphic speech(like telegrams, omits nonessential connecting words) – â€Å"Me want cookie† â€Å"Grandma go bye-bye?† Vocabulary increases at a phenomenal rate.  Child acquires wide variety of grammar rules – adding -ed for past tense adding s to form plurals Overgeneralization(applying basic rules of grammar even to cases that are exceptions to the rule) – â€Å"I goed to the zoo† † Two mans†

Impact of Employees Turnover

A Conceptual Model of Expatriate Turnover Author(s): Earl Naumann Reviewed work(s): Source: Journal of International Business Studies, Vol. 23, No. 3 (3rd Qtr. , 1992), pp. 499-531 Published by: Palgrave Macmillan Journals Stable URL: http://www. jstor. org/stable/155094 . Accessed: 09/10/2012 02:27 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at . http://www. jstor. org/page/info/about/policies/terms. jsp . JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive.We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact [email  protected] org. . Palgrave Macmillan Journals is collaborating with JSTOR to digitize, preserve and extend access to Journal of International Business Studies. http://www. jstor. org A CONCEPTUAL MODEL OF EXPATRIATETURNOVER Earl Naumann* Boise State University Abstract. Many factorsmay contributeto the high rate of expatriate turnover experienced by U. S. ultinational corporations. The objective of this article is to present a comprehensive model of the expatriateturnoverprocessby identifyingthe key contributing factors and suggesting intermediate linkages and relationships. The model appears to have both managerial and theoretical implications. The majority of U. S. multinationalcorporations(MNCs) suffer from an abnormally igh turnover ateamongexpatriate anagers, articularly hen h r w m p t T compared o bothforeign-based NCsanddomesticoperations. he turnover M ate commonly falls in the 20%-50%range for expatriatetransfers[Black 1988; Black and Stephens 1989; Copelandand Griggs 1985; Mendenhall and Oddou 1985;Tung 1988;ZeiraandBanai 1985], althoughturnover ay m be as high as 70% for some firns, particularlyn less developed countries i [Desatnick and Bennett 1978; Lanier 1979]. The problem of expatriate i turnovers more evidentamongU. S. -basedMNCs thanamongforeign-based MNCs. Tung [1982] noted that turnoverrates among U. S. MNCs are two to three times higher than foreign MNCs. For example, Tung's research M ndicatedthatonly 3%of European NCs and 14%of JapaneseMNCs had turnoverrates greaterthan 10% of expatriatetransferswhile 76% of U. S. MNCs had turnoverrates exceeding that level. b t Althoughdirectcomparisons etweendomestic(U. S. ) andexpatriateurnover ratesaredifficult,expatriateurnover atesappear o be at leasttwice domestic t t r rates. â€Å"Expatriateturnover†or â€Å"expatriatefailure† typically includes all individualswho quit or transferback to the U. S. priorto the completionof theirexpectedforeignassignments. ome researchersontendthat†expatriate S c turnover†may also occur up to a year or more after repatriation[Adler 1986; Harvey 1989].Conversely,virtuallyall domestic studies of turnover refer to the separationof the emp loyee from the organizationwith the o o t T preponderancef the studiesconcentratingn voluntaryurnover. o illustrate, in McEvoy ndCascio's 1987]meta-analytic a reviewof turnoverndperformance, a [ *Earl Naumannis Professorof Marketingat Boise State University. He received his Ph. D. from ArizonaState University. The authorwould like to thankthe reviewersfor their effort and contributions hich helped signifiw cantly improvesome crudeideas. Received: September1990; Revised: February,June, September1991 & January1992; Accepted: February1992. 499 500JOURNAL OF INTERNATIONALBUSINESS STUDIES, THIRD QUARTER 1992 twenty-four studies involving 7,717 individuals were cited. External turnover rates varied from 3% to 106% annually with a median of 22%. However, the subjects in the studies were drawn from nineteen rather generic job s categories including aerospace employees, pharmaceutical cientists, engineers, navy enlisted personnel, nurses, bank tellers, and small business new hires, for examp le. None of the subjects are directly comparable to expatriate managers. If the assumption can be made that expatriate managers are more similar to individuals such as engineers, scientists, and exempt lectronic employees than to individuals such as nurses, enlisted personnel, or small business new hires, the â€Å"normal domestic† turnover rate is more likely to approximate 10% annually [McEvoy and Cascio 1987]. This figure is consistent with the average of 12% for 303 firms reported by Mercer [1988]. Further, turnover rates typically decline at higher organizational levels so managerial turnover rates are likely to be less than the overall average figure. Thus, while no empirical research exists that directly compares turnover, the expatriate turnover rate appears to be at least twice the domestic rate.The extreme expatriate turnover rate results in high direct and indirect costs to U. S. MNCs. The direct costs associated with each expatriate turnover are estimated to be be tween $55,000 and $150,000 [Copeland and Griggs 1985; Harvey 1985; Mendenhall, Dunbar and Oddou 1987; Misa and Fabricatore 1979; Zeira and Banai 1985]. Therefore, the aggregate direct costs for expatriate turnover for U. S. MNCs are quite high [Copeland and Griggs 1985]. Additionally, the indirect costs associated with expatriate turnover are estimated to be even greater [Harvey 1985].The indirect costs include items such as reduced productivity and efficiencies, lost sales, market share, competitive position, unstable corporate image, and tarnished corporate reputation. While turnover is costly in domestic operations, turnover is apparently even more costly and troublesome in overseas operations. Due to the relatively high frequency of expatriateturnoverand the associated costs, the international business literature has been punctuated with efforts to isolate the factors causing difficulty in cross-cultural-adjustment.The three areas receiving the greatestinteresthave been the sele ction of the â€Å"ideal† expatriate manager [Abe and Wiseman 1983; Church 1982; Mendenhall and Oddou 1985; Mendenhall, Dunbar and Oddou 1987; Tung 1982, 1988; Zeira and Banai 1985], the underdeveloped state of expatriation and cross-cultural training programs [Black 1988; Black and Mendenhall 1990; Brislin 1979; Mendenhall and Oddou 1985; Kohls 1985; Schwind 1985; Torbiorn 1982; Tung 1982, 1984], and the difficulties encountered by the expatriate's spouse and/or family [Black 1988; Black and Stephens 1989; Grain and Cooper 1981; Harvey 1985; Tung 1982].While these factors are undoubtedly contributors to the turnover problem, study of these variables in isolation or jointly is likely to result in very little advancement of the understanding of the expatriate turnover problem. The reason for the low probability of significant improvements flowing from this stream of research is that there are CONCEPTUAL MODEL OF EXPATRIATE TURNOVER 501 t t manyothervariableshatinfluence heturn over rocess. pecifically, onceptual p S c a models of the domesticturnover rocesshave pursued more comprehensive p pproachthan that found in the international usiness literature,and these b r i modelshavebeen generally alidated y subsequent esearchn organizational v b behaviorand appliedpsychology. While there have been numerousattemptsto model the domestic turnover process, two turnovermodels have received the strongestsupportbased on the frequency of citations in subsequentliteratureand on the number of attemptsto empiricallyvalidatethe constructsandrelationships. he model T of Mobley, Griffeth,Handand Meglino [1979] suggestedthatcharacteristics of the organization,he individual, ndthe environmenthapean individual's t s perceptionsand satisfactionleading to the formationof intentionsto stay or quit. The Steers and Mowday [1981] model addedadditionalconstructs of job performancelevel, efforts to change the situation, and non-work influences. In addition, he SteersandMowdaymodel exp andedthe affective t responsesto the job to includejob satisfaction,organizational ommitment, c andjob involvement. The satisfaction,commitment,and involvementof an w t individual ould lead to the formation f intentions o stay or quit. Together, o these models have guided or influencedturnoverresearchfor a decade.In thattime, both models have generallystood the test of empiricalvalidation. Thus,it appearsthatconstructs entralto these models may be generalizable c to the internationalnvironment ndhelp explainexpatriateurnover. y using e a t B theoretical odelsfromthe areaof appliedpsychology,this approach ttempts m a to address the criticisms of the internationalliteraturefrequentlyvoiced [BlackandMendenhall 990;Kyi 1988;Newmann, hattandGutteridge 978]. B 1 1 These authors ave notedthatthe internationalusinessliterature ften is not h b o integratedinto a theoreticalframeworkand appearspiecemeal and ad hoc.The purposeof this articleis to presenta model of expatriate urnover ased t b o n constructs entralto the Mobley,et al. [1979] andthe Steersand Mowday c [1981]models. Additionally,he expatriateurnover odelattemptso integrate t t m t concepts from the international usiness literature here possible. By purb w suing a more comprehensive heoreticalapproach nd recognizingthe comt a plex interactiveand longitudinaleffects, an improvedunderstanding f the o expatriateturnoverprocess may result. This improvedunderstanding ay m contributeto the developmentof retentionstrategiesthat would reduce the high turnoverrate.Lee and Mowday [1987] provided several reasons for the value of comprehensive odelsof turnover. irst,comprehensive odels m F m identify and categorizethe variousfactorsthatpreviousresearchhad found to be important. Second, models provide directionfor empiricalresearch, thus imposing discipline on researchers nd reducingthe occurrenceof an a ad hoc researchagenda. Finally, models help managersthink heuristically about a broaderrange of causes of turnoverrather than concentratingon one or two factors. Therefore,the model of expatriateturnovermay be of value to both researchers nd practicingmanagers. 502 JOURNAL OF INTERNATIONALBUSINESS STUDIES, THIRD QUARTER 1992 THE MODEL The basic rationale that underlies this model is that the fundamentalconcepts associated with the turnover process in domestic situations can be adapted to model the expatriate turnover process. Thus, the discussion of major constructs will summarize the existent body of research where possible although there is an absence of empirical studies of a variety of unique international factors. Also, the model of expatriate turnover is implicitly oriented toward middle to upper level managers.These organizational levels appear to be most commonly represented among expatriates [Tung 1981]. While many of the constructs will also apply to operatives, the propositions and discussions adopt a managerial orientation. The discussion of the model (Figure 1) will flow from the predicto rvariables through intermediate linkages to the turnover decision. The sequence of discussion is intended to follow the direction of predominant causality in this turnover model. Three categories of predictor variables have received general empirical support domestically as being important elements of the o mployee turnoverprocess:job/task characteristics, rganizationcharacteristics, three groups of variables collectively and worker characteristics. These influence an expatriate's degree of job satisfaction, commitment to the organization, and involvement in the achievement of the organization's goals. These attitudes are formed with respect to the parent organization, and, since most expatriates are initially transfers from domestic positions, the attitudes have probably been formulated predominantly in a domestic environment.The expatriate's general satisfaction with, commitment to, and involvement in the organization may be moderated by perceptions of the career path resulting fr om the international assignment or by the overall level of cross-culturaladjustment. The expatriate's satisfaction, commitment, and involvement may also be moderated by the employee's family situation and the family's overall satisfaction with the international experience or by o the characteristics f the countryto which the expatriateis assigned.Collectively these factors will lead to the modification of satisfaction, commitment, and involvement with respect to the organization in the foreign assignment. Due to the developmental state of the international business literature and the small percentage of international human resource articles appearing in leading business journals [Black and Mendenhall 1990; Boyacigiller and Adler 1991; Rosenzweig and Singh 1991], the specific international variables influencing expatriateattitudes are largely unknown.However, these attitudes toward the organization in the foreign assignment may result in the expatriate clarifying the intent to change employers, stay with the same employer but transfer â€Å"home,† or stay in the international assignment. The expatriate's intentions may be modified by perceptions of both external and internal employment alternatives. The intentionsmay result in explicit search behavior, ultimately resulting in an initial turnover decision. The turnover decision, even if the choice is to stay, may result in changes in the employee's job CONCEPTUAL MODEL OF EXPATRIATETURNOVER 03 0~~~~~~~~~~~~~~~~~ 0~~~~~~~~~~~~~~~0c U 0~~~~~~~0 0 .. 1 I=- I z0 LL †¦Ã¢â‚¬ ¦ E 0 4) ll l la E L, k . ; ~~~~0 , 504 JOURNAL OF INTERNATIONALBUSINESS STUDIES, THIRD QUARTER 1992 and career expectations and influence subsequent performance. A decision to leave may not be manifested for an extended time period and may result in other withdrawal cognitions. To assist in clarifying the expected relationships in the model, research propositions are presented after each discussion. The degree of detail in each propos ition is largely a reflection of the existent body of research.If research is available that suggests specific relationships and the direction of influence, the propositions are relatively detailed. If research is lacking and the expected relationships are based instead on intuitive reasoning, the propositions are stated very generally. Also, although this is a model of expatriate turnover, only a few of the propositions deal explicitly with turnover. The reason for this is that turnover is the behavioral outcome of a complex process and the propositions address the specific antecedent relationships among variables. Each of these variables will be addressed individually.However, clarifying the relatively ambiguous concept of â€Å"turnover† may be useful first. Turnover Turnover among domestic operations typically refers to the separation of the individual employee from the firm. This definition is too narrow for the international environment and must be broadened to include several other dimensions of turnover since expatriate turnover often involves transfers internal to the organization. Turnover may be categorized as external or internal, voluntary or involuntary, and functional or dysfunctional. External turnover occurs when an individual leaves an organization to seek employment elsewhere.While this type of turnoveris most common domestically, there is no research indicating the frequency of external turnover as a component of total expatriate turnover. By any measure, external turnover is costly and results in reduced short-term efficiency, at the very least. Internal turnover occurs when an individual changes positions but remains in the same firm. This situation is apparently more common in international operations than in domestic situations [Tung 1984]. Essentially this occurs when an expatriate manager is transferred back to the U. S. or another internationallocation.Research has indicated that many expatriate managers find the repatriation process much more stressful and frustrating than the initial expatriationand repatriationexperiences may be a cause of subsequent turnover [Adler 1980; Harvey 1989]. Also, many expatriates may develop an intention to quit while on foreign assignment and view the transfer â€Å"home† as simply an intermediate step to leaving the firm [Harvey 1989]. Turnover may also be voluntary or involuntary (from the employee's viewpoint). Voluntary turnover occurs when the employee quits or requests and receives a transfer.Involuntary turnover occurs when an employee is fired or transferred at the will of the organization. By integratingthese concepts, a four-celledmatrixcan be developed (Figure 2). The turnover models of Mobley, et al. [1979] and Steers and Mowday CONCEPTUAL MODEL OF EXPATRIATETURNOVER 505 r [1981] and much of the subsequentdomesticturnover esearchin organizational behavior and applied psychology concentrateon cell 1, voluntary external turnover,and to a lesser degree, on cell 2, involuntaryexternal f turnover. The international usiness literature ocuses primarilyon cells 3 b i a and4, voluntary ndinvoluntarynternal urnover, ith little or no distinction. t e Very little discussionin the international usiness literature xists of cell 2, b involuntaryexternal turnover,or cell 1, voluntaryexternal turnover. The model presentedhere will apply generally to all four types of turnover. f While the model is conceptuallymost appropriateor both types of voluntary turnover,the model also has implicationsfor both types of involuntary w turnover. he implicationsor the varioustypes of turnover ill be addressed T f in subsequentsections of this article.Turnovermay also be conceptualizedas functionalor dysfunctionalto the firm. Functionalumoveris typicallyviewed as beneficialto the organization. t An example might be when a low-performingexpatriatequits or is fired, t thus creatingan opportunity o staff the position with a more capable indit vidual. Anotherexampleo f functional urnover ightbe the internaltransfer m and/or promotionof a high-performing xpatriate. There appearsto be a e dark side of functional turnoverthat may be easily overlooked. When a t â€Å"low performing†expatriate eaves the organization, he departure ay be l m he organization s a resultof the individual'snability o effectively a t viewedby i o make the cross-cultural djustment r as a result of spouse or family proba lems [Tung 1982]. However, it appearslikely that the cause of â€Å"low performance† may be mistakes made by the organizationin many cases. To illustrate,the selection criteriafor expatriatemanagersmay be inappropriate, expatriation raininginadequate or nonexistent),the job may be poorly t ( designed, the performanceexpectationsunreasonable,or the performance W appraisal rocessinadequate. hilethe expatriate ay be a â€Å"low performer,† p m he low performance ay be due to the organization'smismanagednternam i tional efforts,not the expatr iate'sncompetence. ennings[1985] noted that i J companies are often the cause of their high turnoverrates due to poor managementdevelopment and misuse of talented people. Failure by the t organization o use the skills developedin the international nvironment y e b a the expatriates apparently commonsourceof dissatisfactionmongrecently i a repatriated anagers [Harvey 1989]. If an expatriateis viewed as a low m t t perforner,identifying he causesof low performancesppears o be important. a oViewing the departure f a low perfonneras a good thing may, indeed, be very simplistic. Dysfunctionalturnoverdamagesthe firm in some way by having a valued employee quit or requestan early transfer. Dysfunctionalturnoveris most as commonly onceptualized beinginitiated y theemployee lthoughnvoluntary c b a i internaltransfersare also undoubtedly ysfunctionalin the short tenn. d The functional/dysfunctionalonceptualization ould apply to all four types c c of turnoverin Figure 2. The point to be made h ere is that not all turnover 506 JOURNAL OF INTERNATIONALBUSINESS STUDIES, THIRD QUARTER 1992FIGURE 2 Types of Turnover Voluntary (For the Employee) External (To the Organization) Involuntary (For the Employee) I Quit! You're Fired! 12 34 Internal (To the Organization) Transfer Me! You're Transferred! is bad; some turnover may actually be beneficial and afford the organization an opportunityto improve. However, since a significant portion of expatriate managers are initially â€Å"internal transfers† from a domestic assignment rather than â€Å"new hires,† the expatriates are likely to be high performers in the domestic environmentdue to the expatriateselection process.Specifically, a manager's â€Å"domestic track record† is often a major factor in the expatriate selection process [Mendenhall and Oddou 1987; Tung 1981]. Thus, it may be hypothesizedthat dysfunctionalturnoveris more common among expatriates than among domestic managers (i. e. , losing valued empl oyees). A further complication to the traditional approach to turnover research also t appearsnecessary regardingthe appropriate ime horizon. Turnovermay occur significantly after repatriation but be caused by the international experience or the repatriationprocess.An expatriatemanager may become disenchanted while on the international assignment and actually formulate an intention to quit [Adler 1986]. However, the expatriate may simply â€Å"gut it out† until b transferred ack to the U. S. , and a new job is found. Alternatively, a expatriate may become disenchanted with the organization due to events occurring during the repatriation process and subsequently leave the organization. However, turnover after repatriation introduces many issues not addressed in the expatriate turnover model presented here.Therefore, the discussion in this article is limited to turnover that occurs while an expatriate is actually on the foreign assignment. The model does adopt a decidedly tempo ral dimension, however. Steers and Mowday [1981] contend that the intention to quit is usually manifested behaviorally within a year and that the relationship between intention and turnover subsequently weakens. The reason that an extended time horizon is necessary in turnover studies is the existence of gradual changes in worker attitudesleading to behavioralchanges, a phenomenareferredto as â€Å"progression theory† [Rusbult, Farell, Rogers and Mainous 1988].Specifically, declining CONCEPTUAL MODEL OF EXPATRIATETURNOVER 507 workerattitudesdo not instantlyresultin the formationof intentionsto quit. For example,an expatriate ay experiencelow levels of attitudes or several f m monthsbeforethinking boutquitting ndthenultimatelyormingthe intention a a f to quit. Likewise, an employee may have low levels of attitudes,but the t situationmay improve,resultingin an intention o stay with the organization. Since the expatriateturnover ate appearsto be roughlytwice the domestic r ate, a variety of unique internationalfactors apparentlycontributeto a gradualdeterioration f worker attitudesover a period of time for many o expatriates. anyexpatriates ay have positive attitudesinitiallybut graduM m ally develop more negative attitudes. Thus, a longitudinalperspective is t important o the model. t Regardlessof the type or timing of turnover, he ultimateturnoverdecision is precededby antecedent ariablesandintermediateinkages. The predictor v l variablesof job/task,organization, nd workercharacteristics re the initial a a startingpoint in many studies of employee turnover.Job/Task Characteristics Of the threebroadcategoriesof predictorvariables,job/taskcharacteristics have received the most researchattentiondomestically[Glisson and Durick 1988] while receiving very little attention internationally. eceiving the R strongest support as predictorsof employee attitudes are role ambiguity [Teely, French and Scott 1971; Lyons 1971; Abdel-Halim 1981; Bedeian and Armenakis 1981 ] and skill variety [Bartel 1982; Marsh and Manari 1977; Price and Mueller 1981; Dewar and Werbel 1979; Gerhart 1987; Glisson and Durick 1988; Blau and Boal 1989].Thus, the greaterthe role clarity and the more diverse the skills needed, the more likely the worker is to be satisfied,committed,and involved. Additionally,the characteristics of role conflict, task identity, and task significance have received support as predictor ariables. It appears,therefore, hatissues relatedto the specific v t task environmentcan influence the satisfaction,commitment,and involvement of workersat a variety of organizationalevels. l The uniquenessand dynamismof international nvironments ay lead both e m to more role ambiguity and task variety among expatriates.The volatile externalenvironment ay cause MNCs to have less clarityin theirposition m descriptionsas managersrequiremore flexibility to respond to changes. m Therefore, orerole ambiguity ay exist whichmay lead to reducedsatisfacm tion amongexpat riate anagers. owever,overseasassignments ftenrequire m H o managersto use a broaderrange of general managementskills than their domestic counterpartsCzinkota,Rivoli and Ronkainen1989; Edstromand [ Galbraith1977]. This implies that increasedtask varietywill contributeto a higher level of satisfaction among expatriatemanagers.Thus, job/task characteristics ay offset one anotherin theircontributiono an expatriate's m t workattitudes. Withone exception,these constructs enerallyhave not been g investigatedin the international nvironment. e 508 JOURNAL OF INTERNATIONALBUSINESS STUDIES, THIRD QUARTER 1992 While most of the studies cited above utilized domestic U. S. subjects, Black [1988] found that role ambiguity, conflict, overload, and discretion were related to the cross-cultural adjustment of American expatriates in Japan. The direction of Black's findings was generally consistent with the domestic literature.A potentially importantconsideration in the international situation is the similarity of the domestic and foreign jobs performed by the expatriate [Dowling and Schuler 1990]. If the foreign job requirementsare quite similar to the domestic position previously held, the transition and work adjustment should be easier. If the domestic and foreign positions are highly divergent, the expatriate must adjust to both a new work environment as well as a new cultural and physical environment. Another job/task characteristic that may be of importance internationally is the concept of work grouphomogeneity. Althoughusing a domestic U.S. sample frame, O'Reilly, Caldwell, and Barnett [1989] found that aspects of work group homogeneity were related to the degree of social integration which was negatively related to turnover. Since foreign work groups in U. S. MNCs are often composed of U. S. expatriates, host country nationals, and third country nationals, a good deal of work group heterogeneity is likely to exist. This diversity is likely to inhibit the individual soci alization process and result in lower levels of cohesiveness. The lower level of social integration may contributeto reduced attitudesthat would ultimately lead to increasedturnover.Work group homogeneity may also be conceptualized on a broader, more macro level. In addition to the fit between the expatriate and other job associates, the degree of homogeneity between the foreign subsidiary and parent corporation may be important [Brittain and Freeman 1980; Lincoln, Olson and Hanada 1978]. The more similar the composition and functioning of the foreign work group to the parent, the more positive the expatriate's attitudes are likely to be. Milliman, Von Glinow and Nathan [1991] contend that MNCs attempt to apply isomorphism to foreign subsidiaries as a mechanism of control and continuity.Based on the literature that addressed job/task characteristics, both domestically and internationally, the following propositions were developed. Proposition 1 There is a positive relationshipbetwee n skill variety, task identity, autonomy, and task significance and expatriate satisfaction, commitment, and involvement. b Proposition 2 Thereis a negativerelationship etweenrole ambiguity and role conflict and expatriate satisfaction, commitment, and involvement. Proposition 3 The degree of similarity between the expatriate's domestic and foreign jobs is positively related to xpatriate atisfaction,commitment,and involvement. s CONCEPTUAL MODEL OF EXPATRIATETURNOVER 509 Proposition4 There is a positive relationship between work group homogeneity and expatriate satisfaction, commitment,and involvement. OrganizationCharacteristics Behavioral, structural,and demographiccharacteristicsof organizations have received researchattentionas predictorsof satisfaction,commitment, and involvement. Behavioralissues such as participationn decisionmaking i have received strong support [Gladstein 1984; Glisson and Durick 1988; Millerand Monge 1986].Leadership onsideration as also receivedsupport c h [Morrisand Sherman1981;Batemanand Strasser1984; Glisson andDurick 1988; Blau and Boal 1989]. Dimensions of organizationstructuresuch as centralization Child 1972; Hage and Aiken 1969], differentiation Redding [ [ and Hicks 1983; Bimbaum and Wong 1985], and formalization[Redding andHicks 1983;Child1972;HageandAiken 1969]havealso beenempirically validatedas predictors f attitudes. emographic rganizationalactorssuch o D o f as organization ge, workgroupsize, andtype of industry ave receivedweak a h upportas predictive variables. Cotton and Tuttle's [1986] meta analytic review providesa more comprehensive eview of these variables,and their r findings indicated U. S. studies differed from non-U. S. studies in several ways. In U. S. studies, an employee's genderhad less impacton satisfaction and unions had more influence on turnover. Satisfactionwas less reliably tled to turnoverin non-U. S. firms. In the internationalnvironment varietyof othervariables ppear otentially e a a p A import ant. s Dowling and Schuler[1990] noted, a firm's structure, ontrol c echanisms, and human resource policies are linked to the evolutionary P processof globalization. ucik[1985] also notedthatthe evolutionary rocess p is continuousas organizationscontinuallyadapt to dynamic international environments. Although there are several organizationchange models, the concept of organizationlife cycles (OLC)has been applied internationally Adler and [ Ghadar1989; Milliman, Von Glinow and Nathan 1991]. As organizations progressfrom one stage to another fouror five stages are typicallyincluded) ( an MNC's strategy, structure,and human resource policies also need to change.Milliman, Von Glinow and Nathan [1991] noted that change is needed so that MNCs can optimizetheir â€Å"fit. † There is a need to optimize the externalfit of the foreign subsidiaryto the local environmentand the parent ompanyto the domesticenvironment. hereis also a need to optimize c T the internalfit between the parent and foreign subsidiary. Complicatingthe optimizationof both externaland internalfit is the need for flexibility due to environmental ifferencesand changes. For example,Black, Mendenhall d and Oddou [1991] noted that flexibility in the work environmentis related to aspects of cross-cultural djustment. illustratethe importance f these T a o concepts, when an organization becomes more experienced internationally, 510 JOURNAL OF INTERNATIONALBUSINESS STUDIES, THIRD QUARTER 1992 the amount of role conflict and role ambiguity may be reduced as the a s organization trategically daptsmore effectivelyto the foreignenvironment. ( c m Also, the adaptation ay lead to a differentstructural onfiguration foreign sales agent versus foreign sales office versus vertically integratedforeign operation)that could enhance satisfaction,commitment,and involvement though improvedjob design. t uThe open systems approach sed by manyorganizationalheoryresearchers [Lawrenceand Lorsch 1967; Pfeffer and Salancik 1978; Thompson 1967] d clearly implies that the natureof the environment ictates the appropriate e w S structure. ince most researchers ould agreethatinternationalnvironments a t relative o the U. S. , thenmoreflexible,decentralized,utonomous aredynamic, T foreign structureswould be appropriate. his view of more decentralized foreignsubsidiariesis also consistentwith the trendtowardflatterstructures in the U. S. and with the trend of workerempowerment. Specifically, as a rganizations ttemptto become more innovativeand responsive,decisionl making authorityis often forced to lower organization evels. While these variablesare intuitivelylogical predictorsof satisfaction,commitment,and e involvementand may be relatedto a firm's multinational volution in the been very little empiricalinvestigationor international ontext, there has c validationof these constructs. h training ave receiveda good deal of attention a Expatriationnd cross-cultural D business literature. espite the rapidincreas ein world in the international o e tradeflows in the pasttwentyyearsandtherelated mergence f multinational f e corporations, xpatriation rainingfor managersin U. S. multinationalirms is still in its infancy. Specifically, in multinationalcorporations,training a programs re generallysuperficialand incompleteor nonexistent. In Tung's [1981] study, only 32% of respondingfirms had formalizedtrainingprot t grams. Furthermore,he focus of the formaltrainingprograms endedto be t c on environmental oncerns. Country-level rainingin cultureand language was uncommon. DunbarandEhrlich[1986] and Schwind[1985] also found t that the majorityof firms had no formalexpatriation rainingfor managers. i thatthe stateof expatriation rainingn U. S. multinational Tung [1981]suggests corporationsis a major reason for expatriateturnoverrates in U. S. firms a being two to threetimes the level of those in European nd Japanesefirms. That is, the resultof underdeveloped xpatriationrainingprograms ay be m t e that expatriate anagers xperiencevery high levels of initialrole amtbiguity m e f P s and conflict which in turnreduces workattitudes. roviding upport or this t position is Black and Mendenhall's[1990] review of cross-culturalraining i research. They noted that cross-culturalraining s positivelyrelatedto skill t a development, djustment,ndperformance. t c An additionalfactorthatmay be an important ontributoro turnoveris the c t conceptof corporate ulture. Organizationsypicallydevelopa predominant, identifiableculturealthoughit is rarelystatedexplicitly [Wilkinsand Ouchi 1983]. Also, an organization'sculture can vary across functional areas, CONCEPTUAL MODEL OF EXPATRIATETURNOVER 511 operatingdivisions, or geographicallocations [Gregory1983; Wilkins and Ouchi 1983]. Since most expatriatemanagersare internaltransfersrather than new hires, the assumptionprobably can be safely made that most i xpatriates ave been socially integrated nto the parentfirm's predominant h culture. If the work gro up at the foreign location has developed a unique and differentcorporateculture,the expatriatemay experience adjustment c difficultiesdue to the divergent otporate ulture. pecifically,the expatriate's c S w valuesandorganizationaleliefs may be incongruent ith the local operation, b hence decreasedwork attitudesmay result. While this issue is conceptually similar to work group homogeneity, subunit corporateculture is a more p b training rograms. pervasiveconceptandcouldbe influenced y cross-cultural bProposition5 There is a significantrelationship etween dimena sions of a foreign subsidiary'sstructure nd expatriatesatisfaction,commitment,and involvement. t The moredecentralizedndautonomoushe foreign a subsidiary,the more positive the work attitudes. b Proposition 6 Thereis a positiverelationship etweenthe quality of expatriationrainingand expatriate atisfaction, t s commitment,and involvement. b Proposition 7 Thereis a positive relationship etween an organization'sstageof multination al evolution, articipation p in decisionmaking,leadershipconsideration,and s a expatriateatisfaction,ommitment,ndinvolvement. Proposition8 There is a positive relationshipbetween the similarity of a firn's predominantcorporateculture and local foreign corporatecultureand expatriate satisfaction,commitment,and involvement. Worker Characteristics o Empiricalinvestigationdomesticallyof characteristics f the workerhave o a c yielded mixed resultsas predictors f satisfaction, ommitment, nd involvement. Personality[Staw and Ross 1985; Staw, Bell and Clausen 1986], age [Dewar and Werbel 1979], being female [McNeely 1984], and job tenure [Coverdaleand Terborg1980] have received weak supportas predictorsof satisfaction.However, personality [Hulin and Blood 1968; Steers and Spencer 1977], marital status [Porterand Steers 1973], age [Morris and Sherman1981], tenurein the organization Stevens,Beyer and Trice 1978], [ and education[Steers 1977] have received strong supportas predictorsof commitm ent. Age, tenure, and maritalstatus (being married)are usually y w positivelyassociatedwith commitment hile yearsof education, earsin the samejob, and alternative mployment pportunitiesre negativelyassociated o a e with commitment. Althoughmicro level contingencytheory models would contend that individual characteristicswould be importantpredictorsof 12 JOURNAL OF INTERNATIONALBUSINESS STUDIES, THIRD QUARTER 1992 attitudes in different work contexts, there is apparently little research that provides consistent direction in this area [Glisson and Durick 1988]. The level of performance of the employee is also a possible predictor of satisfaction, commitment, and involvement. Research has generally supported the contention that performance leads to satisfaction [Ivancevich 1978; Lawler and Porter 1967; Sheridanand Slocum 1975]. Therefore,an individual's performance level is generally thought to be positively associated with satisfaction, commitment, and involvement.In the international context, a variety of worker characteristics have been discussed or empirically investigated. Worker characteristics postulated as important to expatriates are technical competence [Hawes and Kealey 1981; Tung 1982], relational abilities [Tung 1982; Mendenhall and Oddou 1986], and stress reduction [Abe and Wiseman 1983; Hammer, Gundykunst and Wiseman 1978; Barrettand Bass 1976; Ratiu 1983]. Other possibly important workercharacteristics re personality[Torbiom 1982; Dapsin 1985; Mendenhall a and Oddou 1986] and tolerance for ambiguity [Hammer, Gundykunst and Wiseman 1978; Ratiu 1983].Another worker characteristicthat may be positively associated with intemational success is the individual's years of previous international experience [Black and Stephens 1989; Church 1982]. An individual who was unsuccessful in a previous international ssignmentwould likely limit subsequentinternational a assignments. Conversely, an individual who has experienced success internationally may be more re ceptive to subsequent international assignments. Thus, simple trial and errormay result in an expatriate's years of international experience being positively related to satisfaction, commitment, and involvement.Somewhat related to internationalexperience, particularlyin a specific country, is an expatriate's linguistic ability. The more fluent the expatriate in the language of the host country, the easier the social integration to both the work and general environment. Thus, linguistic ability should be positively related to work attitudes. Two other rather controversial types of worker characteristics exist, an expatriate's sex and marital status. The majority of expatriates are male, 97% in Adler's [1984] study, and most are married [Black 1988].Since most expatriatesare male, does the high turnoverrate caused by an expatriate's gender, coincidentally vary with it, or is it totally unrelated to it? Unfortunately, this topic has not been empirically investigated in an international environment. Thai and Cateora [1979] noted that being a woman expatriate can be a significant liability due to the culturalbias in some foreign countries (i. e. , in the Middle East, Latin America, and Japan). However, Adler [1984, 1986] and Adler and Izraeli [1988] contend that cultural bias against women in management often does not apply to expatriates.Cultural views of women are often restricted primarily to women of that country. A woman expatriateis usually viewed predominantlyas a foreigner,who also incidentally happens to be a woman. In some cases, being a woman was enough of a CONCEPTUAL MODEL OF EXPATRIATETURNOVER 513 novelty to be viewed as a positive asset. As Adler and lzraeli [1988] noted, the overwhelming conclusion about women expatriatesis their scarcity. While there are more U. S. women managersand expatriates(as a percentage of the total workforce) thanin most countries,the proportion f women o anagersin almost all countriesis low due to the same general reasons: culturalsanctions, educationalbarriers,legal restrictions,corporateobstacles, and women's disinterestin pursuingmanagerialcareers. Due largely to the scarcity of women expatriates,there is no data that suggests that women would have more, or less, positive work attitudesthan men. Maritalstatus has also received researchattention,but with mixed results. i Some authors ontendthatbeing marrieds a stabilizing actorfor expatriates, f c while otherscontendthatspouse and family problemsare the leading cause of expatriate ailure[Tung 1984].While some MNCs develop cross-cultural f f i trainingprograms or an expatriate's pouse, the assumption s usuallymade s thatthe expatriate s male andthe spouse is female [Adlerand Izraeli 1988]. i t o Unfortunately, he literature f the impact of maritalstatus is scarce so no directionof relationshipcan be inferred. SteersandMowday[1981]contended hatworker xpectations ay be related t e m to subsequentattitudes. Their discussion focused on â€Å"met expect ations,† or the extent to which pre-employmentexpectations were subsequently fulfilled by job expenrences. n arguingfor realismin pre-employmentnterI i iews, Steersand Mowdayfelt that â€Å"met expectations† nd workerattitudes a were positively related. The same concept may apply internationally. f a I manager's pre-international xpectations differ greatly from subsequent e experiences,an expatriate'sattitudeswould likely decline. While expatriation trainingmay provide an opportunity or a realisticjob preview, other f techniquessuch as preview trips, may also help clarify expectations. Proposition9 Thereis a positive relationship etween an expab triate's tenure, organizationlevel, performance, yearsof previousinternationalxperience, inguise l tic ability,age, andrelational bilityand expatriate satisfaction,commitment,and involvement. Proposition10 Thereis a positiverelationship etweenthe degree b to whichan expatriates9sre-intemational p expectaaremetin subsequentnterna tional tions i experiences and satisfaction,commitment,and involvement. a T t C Satisfaction, ommitmen4nd Involvement owardhe ParentOrganization a i l Satisfaction,commitment, nd involvementare importantntermediateinkages between predictorvariablesand employee tumoverdecisions. Because of theirimportance, hese constructs ave receivedextensiveconceptualand t h empiricalattention. Models of employee turnover ave explicitly addressed h heirrole [Blau and Boal 1987; Bluedom 1982; Mobley, et al. 1979; Steers 514 JOURNAL OF INTERNATIONALBUSINESS STUDIES, THIRD QUARTER 1992 and Mowday 1981; Price 1977]. Additionally, over one hundred empirical studies have validated these constructs and have indicated the strength and direction of intermediate linkages (see Miller and Monge [1986] and Cotton and Tuttle [1986] for meta analytic reviews). Therefore, only a brief definition and discussion of these variables will be presented here. Job satisfaction has been defined as â€Å"the positive emoti onal state resulting from the appraisalof one's job or job experiences† [Locke 1976].Organization commitment is defined as the worker's â€Å"strong belief in the organization's goals and values, a willingness to exert considerable effort on behalf of the organization, and a strong desire to remain a member of the organization† [Mowday, Porter and Steers 1982]. Job involvement is defined as â€Å"the extent to which an individual identifies psychologically with her/her job† [Blau 1985]. Although these constructs are related, each is distinct due to measurement of attitudes about the individual (satisfaction), the job (involvement), or the organization (commitment) [Blau and Boal 1987; Morrow 1983].For example, employees with high job satisfaction may feel positive about their jobs due to fulfillment of personal needs and values [Miller and Monge 1986]. For individuals with high levels of job involvement, the job is important to the worker's self-image [Kanungo 19 82]. Workers with a high level of organizational commitment feel positive about their employer, identify with the organization,and wish to maintain membership in it [Porter, Crampton and Smith 1976]. While these constructs are conceptually distinct, interactive effects have been shown to exist between commitment and involvement [Blau and Boal 1989], nd satisfaction and commitment [Glisson and Durick 1988] and satisfaction, commitment, and involvement [Lee and Mowday 1987]. However, satisfaction, commitment, and involvement generally complement one another as intermediate linkages between predictor variables and turnover [Blau and Boal 1987]. Attempts have been made to identify a causal orderingbetween these attitudinal variables. The implicit assumptionof these attemptsis thatsince satisfactioncan be formulated quickly, satisfaction leads to commitment and involvement which are more long lasting and enduring [Steers 1977; Stevens, Beyer and Trice 1978].Attempting to test this conten tion, Williams and Hazer [1986] found strong interaction between satisfaction and commitment but could not infer causality due to the cross-sectional nature of the data. However, Farkas and Tetrick [1989] used a longitudinal design but were unable to identify causal direction. They did identify that satisfaction and commitment are differentially related over time, and the relationship may be cyclical or reciprocal. Therefore, the model presented here assumes that these variables are strongly and positively related to one another, but does not assume any causal relationship.Since the majority of expatriates are internal transfers ratherthan new hires, the workers have probably achieved some degree of social integration into CONCEPTUAL MODEL OF EXPATRIATETURNOVER 515 the organization. Accordingly,the argumentis made that expatriatesstart theirinternational ssignmentwith attitudesthatare reasonablywell formua lated. Also, as transfers,expatriates ay have reasonablypositive attitudes m initially. Althoughthereis no empiricalsupportfor this contention,it seems intuitivelylogical that a disgruntled mployee would be an unlikely candie t date for an internationalransfer.The situationfor new hires is more complex. While new hires apparently constitutea small portionof expatriates,new hires' attitudesare probably more formative than internaltransfers. Since new hires would have little i b t opportunityo achievesocial integrationntothe organization eforedeparting for the foreignassignment, he local foreignorganization ould be relatively t w i more importantn shapingworkattitudes. Also, pursuingthe logic of Steers and Mowday [1981], pre-employmentexpectations would be relatively more importantin shaping new hires' work attitudessince expectations w a regarding oththe organization ndthe foreignassignment ouldbe clarified. Whetherthe expatriateis an internaltransferor a new hire, the expatriate initially arrives in the foreign assignmentwith some level of satisfaction, b co mmitment nd involvement. dditionally, ased on the domesticresearch, a A these three attitudesare positively relatedto one another. Proposition 11 Thereis a positive elationshipmongan expatriate's r a satisfaction,commitment,and involvementwith respectto the organization. Attitudestowardthe Organizationin the Foreign AssignmentThe traditionalturnovermodels of Mobley, et al. [1979] and Steers and Mowday [1981] postulatethat satisfaction,commitment,and involvement collectively result in an employee formulatingintentions to stay in the organization r to quit. In the international ontext,an expatriate anager's o c m a family situation,the careerpathingperceptions,countrycharacteristics, nd the degree of cross-cultural djustment ppearto be moderatingvariables. a a Thus, the employees' attitudetowardthe parentorganization ay be modim fied to resultin attitudestowardthe organization n the foreign assignment. These attitudeswould still conceptuallyinclude satisfaction,commitment, and involve ment,but the constructswould be more directlyinfluencedby the international xperience. e Supportfor the changes in an expatriate'sattitudestowardthe organization in the international ontext is providedby Gregersonand Black [1990a]. c Their researchindicatedthat expatriatesare often differentiallycommitted to the organization nd local foreignoperations. urthermore,on-jobfactors a F n were significantly related to local commitment. These findings appearto f t and c rovide upportorthecontentionhatcountry haractenrstics an expatriate's s family situationwill affect the expatriate'ssatisfaction,commitment,and involvementwith respectto the organizationn the international ssignment. i a 516 JOURNAL OF INTERNATIONALBUSINESS STUDIES, THIRD QUARTER 1992 Unfortunately,the concept of dual commitments, or dual attitudes in general, has received very little research attention internationally. Therefore, it is unknown whether attitudes toward the parent organization or attitudes toward the local f oreign organization would dominate in the formation of behavioral intentions.However, the model explicitly assumes that the expatriate's initial attitudes do not remain constant. As suggested by the high expatriate turnover rate, the expatriate's attitudes generally deteriorate due to a variety of unique internationalfactors. Some of the factors were discussed previously within the three categories of predictor variables. The remaining unique internationalfactors of family situation, country characteristics,career pathing, and cross-cultural adjustment appear quite important and will be addressed individually in the following sections.The assumption is made, however, that there is a â€Å"spill-over effect† between an expatriate's attitudes toward the parent organization (probably formulated domestically) and attitudes toward the international assignment. Expatriates with very positive attitudes toward the organization in general are also likely to have more positive attitude s internationally. Expatriates who possess lower levels of attitudes toward the organization in general are likely also to have lower levels of affective responses internationally.This explicitly assumes that each of the three attitudes can be formulated at a more macro level toward the organization in general or at a micro level that is more closely related to the foreign assignment. While the dual levels of commitment and satisfaction have been well identified in the domestic literature, it seems intuitively logical that the same could be said for job involvement. For some expatriates, attitudes toward the organization may remain positive while negative international attitudes may develop. Such a situation may result in an internal transfer.For other expatriates, initially positive attitudes toward the organization may deteriorate internationally leading to external turnover. Proposition 12 There is a positive relationship between job satisfaction,commitment,and involvement (with respect to the organization) and expatriate satisfaction, commitment, and involvement (with respect to the international assignment). Expatriate's Family While an employee's family situation may not be central to the domestic turnover process, the family situation is apparently a critically important oderatingvariable in the expatriateturnoverprocess. Harvey [1985] contends that the family situation may be the most important contributorto expatriate turnover. Supportfor Harvey's contentionis providedby Tung's [1982] research that indicated that two of three most frequently cited causes for expatriate failure were family related. Specifically, â€Å"the inability of the expatriate's family/spouse to adjust to a different physical or cultural environment† and CONCEPTUAL MODEL OF EXPATRIATETURNOVER 517 â€Å"otherfamilyrelatedproblems†receivedstrongsupport. espitethe apparent D mportanceof the family, less than half of MNCs interviewthe spouse in the expatriate election p rocess [Black and Stephens1989; Tung 1981] and s expatriation rainingfor the family is very rare [Black and Stephens 1989]. t If a spouse or family memberis undergoingcultureshock or experiencing t difficulty in makingthe cross-cultural djustment, he morale,performance a and work attitudesof the expatriatemanagermay be adversely affected [Harvey 1985; Mendenhall,Dunbarand Oddou 1987; Tung 1982]. Since the majority of expatriatemanagers are male [Adler 1984], the greatest impact of a foreign relocationmay be experiencedby the wife [Gaylord 1979].The wife may experiencehigh levels of stress due to a disruptionof i children'seducation,loss of self-worthand identity,particularlyf she was previouslyemployed, lack of contactwith friends and relatives, and social or culturalostracism in the foreign country [Harvey 1985]. Furthermore, children are often resistantto moving, even domestically. The problems faced by childrenregarding ducation,linguisticdifferences,social relatione ships, and c ulturalvalues also can be the sourceof stress and conflict. Thus, the greaterthe numberof children,the more likely adjustment roblemsare p o occur. Also, older children such as teenagers are more likely to have t developedstrongpeer social relationships nddisrupting hose relationships a for an internationalransfer ay have negativeresults. Despite the apparent t m importanceof these variables,there is apparentlyittle empiricalinvestigal on expatriateturnover. tion of the impactof the family situation However,as noted by Black and Stephens[1989], the family situationis an e t intuitivelyimportant lementof the expatriate urnover rocess. They noted p t hatthereappearso be botha positiveandnegative†spillovereffect†between expatriatesand their spouses' perceptionsof an international ssignment. a w Specifically, expatriateand spouse adjustment ere significantlyand positively correlated, nd were relatedto the expatriate'sintentionto stay in the a foreign assignment. Even if an e xpatriatemanageris very positive about the foreign assignment, a transfer â€Å"home† may be the result of family dissatisfaction. Conversely,a positive family situationis likely to enhance an expatriate's attitudes and cross-culturaladjustment,and increase the probabilityof a successful foreign experience.Theredoes appearto be a potentialproblemin evaluatingthe impactof the spouse or family situationon turnover. Attributingexpatriateturnoverto the failure of the spouse to adjustmay be simplistic [Dowling and Welch 1988]. Expatriatesmay use their spouses as scapegoats,ratherthan admit theirown failuresto adjust. This may reducethe negativecareerimplications of an early transferhome. Likewise, top level corporateexecutives may attributeexpatriatefailure to the expatriate'sfamily ratherthan critically evaluatetheir own firm's expatriation rogramswhich may be deficient. p There are many dimensions of an expatriate'sfamily situation that may w oderate orkattitudes. nfortunately, ost of these variables ave received h m U little or no researchattention. Therefore,the following propositionhas been 518 JOURNAL OF INTERNATIONALBUSINESS STUDIES, THIRD QUARTER 1992 stated very generally as a global measure of â€Å"family satisfaction,† which is undoubtedly a multifaceted concept. Proposition 13 The expatriate's family satisfaction with the international experience has a positive moderating influence on the expatriate's job satisfaction, commitment, and involvement with respect to the organization in the foreign assignment. The more ositive the expatriate's family attitudes, the more likely the expatriate is to develop positive work attitudes internationally. Proposition 14 The fewer the number of children that relocate with the expatriate, the more positive the expatriate's work attitudes. Proposition 15 The younger the children that relocate with the expatriate, the more positive the expatriate's work attitudes. CountryCharacteristics All foreign assignme nts are not created equal. Dramatic differences exist both between and within countries that can influence expatriates', and their families', cross-cultural adjustment and their subsequent attitudes.In many cultures, foreigners are viewed with distrust and skepticism. As a result, building social relationships with local nationals may be impossible. For example, few western women find the Arabic countries enjoyable due to the constrained role of women in those societies [Thai and Cateora 1979; Dowling and Schuler 1990]. As a result, some companies may prefer to select managers who are unmarried for foreign assignments in the belief that a single person will have fewer adjustments.However, many single male expatriates are socially ostracized, and they may have a more difficult social adjustment than a married couple who can provide each other mutual support. In addition to social and cultural factors, expatriates can experience dissatisfaction due to living conditions and health prob lems. A foreign oil company executive with extensive international experience expressed his preference for having Americans on international projects because they were always the first to get sick if a health problem existed. The Americans were his â€Å"miner's canary† that served as an early warning of potential health problems.Issues such as these have been referred to as â€Å"cultural toughness† and â€Å"cultural novelty† [Black and Stephens 1989; Mendenhall and Oddou 1985; Torbiorn 1982]. Cultural toughness describes the difficulty that a western expatriate would have adapting to certain cultures. For example, Torbiorn [1982] noted that western expatriates experienced higher levels of dissatisfaction with assignments in India, the Middle East, North Africa, CONCEPTUAL MODEL OF EXPATRIATE TURNOVER 519 East Africa, and Liberia. Thus, some cultures are very different from western cultures and are also very difficult to adjust to.Other countries may have a ve ry different culture, but are much easier to adapt to for expatriates and their families. The concept of culturaldifferences influencing the cross-cultural adjustment process is intuitively logical. However, there appears to be a lack of consensus regarding conceptualizations of this factor. For example, the terms â€Å"cultural toughness,† and â€Å"cultural novelty,† appearin the international business literature. Unfortunately, tightly developed definitions and consistent research operationalizations are generally lacking. Hofstede [1980] perationalized â€Å"cultural distance† along four indices of work-related values, but most researchershave used a broader,more macro level approach. Harbison and Myers [1959] conceptualized cultural differences in stages of economic development and the role of the firm in that process. Farmer and Richman [1980] conceptualizeddifferences along socio-cultural,legal-political, economic, and educational dimensions. Nath [1988] described behavioral differences that included cultural factors such as attitudes, beliefs, value systems, behavioral patterns, and management philosophies.Negandhi and Prasad [1971] evaluated differences in the task environment such as distributors, suppliers, employees, consumers, government, and community. Consensus regarding the appropriatedimensions to use in measuring cultural differences is lacking, but there is apparently strong support for the general concepts of cultural toughness, cultural novelty, and/or cultural distance. Each country presents the expatriate, and the expatriate's family, with a unique set of adjustmentproblems. The more divergent a foreign assignment and location from the home country environment, the greater the potential of experiencing culture shock.Indirectly supporting this contention was Beamish's [1985] finding that MNCs are more likely to be dissatisfied with the performance of operating units located in less developed countries that are likely to be â€Å"culturally tough. † The more â€Å"culturally tough† a foreign country, the more likely the expatriate's work attitudes will be negatively affected. Therefore, the following proposition was developed. Proposition 16 The culturaland environmentalsimilarity of home and host countries has a positive, moderating influence on expatriate satisfaction, commitment, and involvement (with respect to the international assignment).The more similar the foreign culture and environmentto the home environment, the more positive the impact on expatriate satisfaction, commitment, and involvement with respect to the organization in the foreign assignment. Career Pathing Research on the career value of foreign assignments in MNCs is inconsistent. The inconsistency may result from the fact that the human resources function constitutes the weakest link in the overall strategic planning process in 520 JOURNAL OF INTERNATIONALBUSINESS STUDIES, THIRD QUARTER 1992 most U. S. MNCs [L orange and Murphy 1983; Tung 1984].Thus, many foreign assignments appear haphazard rather than part of a planned process to develop certain managerial skills. As a result, international assignments appear to be avoided by some high performing managers due to potential negative career consequences [Adler 1980]. For example, Edstrom and Galbraith [1977] suggested that expatriates often viewed the purpose of their overseas assignment as development for future executive responsibility. However, Gonzalez and Negandhi [1966] found that about half of former expatriates were in low level positions fifteen years later.Howard [1973] and Harvey [1989] found that a good deal of uncertainty and conflict surrounded the expatriation and repatriation process and skills developed by expatriates were seldom used after their return home. These results led Mendenhall, Dunbar and Oddou [1987] to note that the â€Å"overseas assignment is a haphazard, ill-planned affair that is usually accompanied with vertical advancement. † They concluded that the impetus for overseas staffing seems to be more to meet immediate manpower needs than to create an integrated career development strategy for future corporate executives.This lack of career path clarity may cause expatriate managers to reevaluate their own career goals and the congruity of those goals with the organization. Since career counseling is very rare regarding international transfers, many expatriates are probably unaware of some career issues until they are actually on foreign assignment.