Vouchers and School Choice - Opportunity for Success :: Argumentative Persuasive Topics

School Choice: Opportunity for Success For some parents, education is highly valued and they can afford high tuition, so they send their children to the private school. Other parents spend more money to move into a community where has good schools. We can call the situations stated above "school choice". However, what we talk here is not the "school choice"; there is another kind of school choice, which all parents can make and do not need to spend more money to move into another community. Generally speaking, children from the high SES family have better opportunities to get appropriate education and succeed in the society. On the other hand, children from the low SES family often face many difficulties in the educational process because of the financial problem and might get less support from their families. Therefore, in my opinion, this is the group that the government need to take care of. We need to provide children from the low SES family with opportunities as much as possible to help them succeed in the school and the society. One of the opportunities we can provide for those children is school choice. Some people argue that they pay high tax to provide quality education for their children, and others do not have the right to share with it. If we follow the system thinking, this belief is a fallacy because we can not separate one from others in a system. In the long run, school choice can create success for children from the low SES family. In other words, if we can help those children succeed in the school and society, they will produce less problems to the society, and we can build up a better environment for everyone. Furthermore, though people pay high tax, they still share the limited resources of the society and the country; they do not pay all what they should pay. There are the rich and poor in the society, and it somehow creates positive and negative cycles. That is, the rich can get better education and have good opportunities to succeed in the society. Vouchers and School Choice - Opportunity for Success :: Argumentative Persuasive Topics School Choice: Opportunity for Success For some parents, education is highly valued and they can afford high tuition, so they send their children to the private school. Other parents spend more money to move into a community where has good schools. We can call the situations stated above "school choice". However, what we talk here is not the "school choice"; there is another kind of school choice, which all parents can make and do not need to spend more money to move into another community. Generally speaking, children from the high SES family have better opportunities to get appropriate education and succeed in the society. On the other hand, children from the low SES family often face many difficulties in the educational process because of the financial problem and might get less support from their families. Therefore, in my opinion, this is the group that the government need to take care of. We need to provide children from the low SES family with opportunities as much as possible to help them succeed in the school and the society. One of the opportunities we can provide for those children is school choice. Some people argue that they pay high tax to provide quality education for their children, and others do not have the right to share with it. If we follow the system thinking, this belief is a fallacy because we can not separate one from others in a system. In the long run, school choice can create success for children from the low SES family. In other words, if we can help those children succeed in the school and society, they will produce less problems to the society, and we can build up a better environment for everyone. Furthermore, though people pay high tax, they still share the limited resources of the society and the country; they do not pay all what they should pay. There are the rich and poor in the society, and it somehow creates positive and negative cycles. That is, the rich can get better education and have good opportunities to succeed in the society.

Executive and managerial planning for Bosch-Kazakhstan Essay

The founder of the Bosch Group, Robert Bosch , described an important value of the HR philosophy of the company:† It is my intention, apart from the alleviation of all kinds of suffering, to promote the moral, physical and intellectual development of the people† which is greatly integrated into the employee development in the Bosch. Based on the company international executive and managerial planning and country-specific situation, this article will plan and reason the number in a chart for the future eight-year executive and managerial planning in Kazakhstan. An action plan related to the managerial staffing target will be provided. The EMP of the Bosch Group for Kazakhstan, a country with relatively small population and only 4 percent of the population holds a university degree, met four main problems. 1) The labor market for qualified and specialists is very small. 2) The production sites are located in rural places which are hardly attractive to qualified employees. 3) There is growing demand of expatriates for the diesel site. 4) Russian is used in everyday business by most of the people in Kazakhstan. In order to resolve these problems, the human resource manager has to make a plan according to the Bosch employee development scheme. In Bosch, the first typical staffing policy is that the managerial promotion of employees is mainly from within Bosch rather than from outside. For this principal, most of the employees of the manager level in Kazakhstan should be expatriates. Second, the Bosch headquarter constructed a complete and functional promotion procedure for the development of employees called â€Å"manager development plan† (MDP). Employees with outstanding performance in Kazakhstan will be systematically prepared for the next management level. Third, the promotion is directly connected with mobility potential as well as willingness to take on international assignment. This means the work experience in Kazakhstan will be helpful to career advancement. As a result, in spite of the tough work condition in Kazakhstan, these international HR management policies facilitates not only on company business side but also on employees’ development side. Based on the policies and Kazakhstan specific situation, I develop an executive and managerial planning chart for future eight years. Executive and Managerial Planning Kazakhstan This chart is separated into two periods. The first four years from 2007 to 2010 which focus on the input stemming from growing business planning of the diesel division. The second four years from 2011 to 2014 is more stable and more succession planning. So you may see in the chart that staffing needs 2011-2014 are mainly due to replacement rather than further growth. Staffing sources, as a result, are mostly expatriates and local MDP members but not new hire from outside the company. For example, the middle managers 2011-2014 are mainly comprised of expatriates from headquarter or cross-division assignments and the local MDP members who are promoted from lower managers in 2007-2010 and no external hires for middle management because of no growth 2011-2014. Then I will analyze the staffing sources in detail for four main reasons: 1. External hires are mainly from qualified local people who meet the requirement of the lower management level, are familiar with local condition and have language strengths. At the same time, compare with the other sources, they are low cost. However, the qualified and specialists in Kazakhstan is very small, external hires are limited and not as many as expatriates in low management level. In order to solve this problem, we can hire people from Russia, located close to Kazakhstan and share the same business language. I set a few external hires in the middle management level 2007-2010 because there still has a few local talented people who have the same international managerial experience and more familiar with Kazakhstan’s culture and situations. 2. All of junior managers  (JUMP) are set in lower management level. Since the case mentioned that the goal of the program is to recruit junior managers with the potential to assume a middle management position in 6-8 years. They stay in Kazakhstan for about six-month (short-term) to train a common set of worldwide standards, experiences and activities and then go back to Germany. 3. For local MDP members who show an above-average development potential and have already been familiar with both local environment and company cores are more likely to get the position of middle and upper management level than of lower management level. The target of the MDP candidates is to promote into the next management level in no more than four years (long-term). Some of the local MDP members in middle management level 2011-2014 are from those of lower management level 2007-2010. For upper management level, local MDP members are the ideal choices for all aspects such as capability, experience and environment familiarity. 4. Because labor market for qualified and specialists in Kazakhstan is very small and the rural locations hardly attract local employees, more expatriates are needed than other sources in lower management level. For example, it is a good opportunity for associates and supervisors who performed well from headquarter and divisions to gain managerial experience outside. In addition, expatriates show more loyalty to the company which is good for organizational control. Expatriates stay in Kazakhstan at least eighteen-month (middle-term) to meet the demand of technical shortage. However, they are not the best person for upper level because of the language and familiarity concerns. Action plan 1) External hires: qualified employees from local and neighbor states In order to attract local employees as many as possible, the Bosch can offer them higher compensation compared with local companies. Local candidates can also attend training with other expatriates to broaden their vision. In addition, due to the little mobility, local employees are more suitable for long-term work in their home country. Personnel exchange to other country is not necessary. 2) Programs (JUMP): According to talent management policy, the target for junior managers’ work in Kazakhstan is to increase their managerial skills and experience. Six-month rotation arrangement for each batch of JUMP is preferred. In my  plan, about two to three junior managers will be transferred to Kazakhstan semi-annually within future eight years. Training focusing on managerial practice and work under middle managers should be provided for the purpose of worldwide standards. 3) Local MDP members: Most of local MDP members are from Germany who had outstanding performances in headquarter and worked in Kazakhstan for couple of years. They need to stay in Kazakhstan for about four years (long-term) in order to promote into the next management level. Culture awareness programs and language training are necessary before the international assignment. 4) Expatriates: employees and managers from headquarter and divisions A majority of these expatriates are assigned due to technical, process expertise and management experience. For the first four years, part of the personnel needs is due to the fast growth of diesel division. Expatriates have to stay in Kazakhstan for 3 years. For the smooth transition, new expatriates to Kazakhstan should be separated into small batches to match the expatriates’ return and retirement. After assignment’s completion, they will go back to headquarter or their home countries. Culture awareness programs and language training are provided in advance.

Consumer Advertising And The Promotion Of Information Essay

Canada draws a distinction between direct-to-consumer advertising and the promotion of information through direct-to-consumer information (DTCI). DTCI aims to build consumer confidence that the information being relayed is informative and factual rather than for the purpose of promotional advertisement (Bà ©lisle-Pipon 259). It allows for the promotion of help-seeking and reminder advertisements but not product claim advertisements, in contrast to its permissible use in the United States. Reminder advertisements are classified as DTCA and help-seeking advertisements are considered as DTCI. In Canada, DTCA is regulated by Health Canada. According to Canada’s Food and Drugs Act, an advertisement cannot â€Å"make any representation other than with respect to the brand name, proper name, common name, price and quantity of the drug† (Bà ©lisle-Pipon 259). Advertising Standards Canada regulates DTCI by ensuring that â€Å"no element can directly or indirectly promote the sale of a drug† (Bà ©lisle-Pipon 260). Consumer health materials that follow Health Canada’s Guidelines are automatically classified as DTCI and if the material does not comply, they are classified as DTCA’s. Canada’s DTCI campaigns raise similar ethical concerns as those associated with the United States’ DTCA. Canadian DTCI regulations require the suppression of drug sponsorship (Bà ©lisle-Pipon 260). This hides the commercial marketing aspect of DTCI and thus the motivations behind the message. Transparency of a sponsor’sShow MoreRelatedFuture Marketing Concept1050 Words   |  5 Pagesworld marketing is becoming more challenging and marketers are striving to find out new ways to keep pace with the more demanding markets. Future marketing will lead by the big ideas and innovations. Consumer will become knowledgeable about the products and their rights. 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