A Short Note On Buddhism Essay - 1053 Words

Final Term Paper Buddhism Have you ever wondered how meditation, kindness, and suffering can help you reach true peace? Today, I will be informing you on how these concepts as well as a few others play an important role in reaching none other than, Nirvana. What I am going to be discussing is one of the great Asian philosophical and religious traditions, Buddhism. Those who practice Buddhism believe that life goes on and on in many reincarnations or rebirths. The eternal hope for all who practice Buddhism is that through reincarnation one comes back into successively better lives; until one achieves the goal of being free from pain and suffering and not having to come back again. This wheel of rebirth, known as Samsara, goes on forever until one achieves Nirvana. The Buddhist definition of Nirvana is the highest state of spiritual bliss, as absolute immortality through absorption of the soul into itself, but preserving individuality. Birth is not the beginning and death is not the end. This cycle of life has no beginning and can go on forever without an end. The ultimate goal for every Buddhist, Nirvana, is to accomplish total enlightenment and liberation. By achieving this goal, one can be liberated from the never-ending round of birth, death, and rebirth. Transmigration, the Buddhist cycle of birth, death, and rebirth, does not invol ve the reincarnation of a spirit, but only the rebirth of a consciousness containing the seeds of good and evil deeds. BuddhismShow MoreRelatedLions Roar Mandala Tibetan Buddhist Meditation Dharma Center1079 Words   |  5 Pagessegment was short since hardly anyone had a question, or pitching in their two cents. The meeting concluded with another prayer. According to in-class lectures, Buddhists are not polytheistic, nor monotheistic. Their ultimate goal is Nirvana, or being liberated from the physical world, reaching enlightenment. 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Employee Relations Pair Report Free Essays

Executive Summary The purpose of this report is to examine the impact of employee relations in the workplace. An American furniture company – Furniture-Co is planning on opening six new stores across the South West of London, employing 800 people. In order to write this report for the Chief Executive it is necessary to investigate the employee relations system in Britain and to make recommendations about which system of employee voice should be used in the new stores. We will write a custom essay sample on Employee Relations Pair Report or any similar topic only for you Order Now As per the policy in their American stores, it will be necessary for Furniture-Co to set up an employee forum which each of the stores will send two employees to represent the store. Any issues of concern can be raised on a monthly basis. There will also be weekly team meetings in each of the stored to keep paths of communication open, so that employees can be kept up to date on business performance as well as allowing an open forum for views, questions and concerns. The main reason why the Chief Executive wishes this report to be carried out is to make recommendations as to an appropriate and effective system of employee voice to be implemented as this is key to employee relations within the UK. Introduction In order to complete this report it is necessary to investigate a number of factors and issues which will be raised in part one which will give an overview into the British employee relations system. This will include the historical role of the system and how trade unions have come to have such important in the employee relations system. It is important to the rest of the report that these issues be investigated and evaluated as this is the information which needs to be disseminated before the discussion can take place in part two. Part two of the report will take the form of a discussion and evaluation of any proposed arrangements would work. It will be here that recommendations for implementation will be made to the Chief Executive of Furniture-Co. There will be a discussion with regards to any proposed employment policies and how employee voice can be used to appropriately communicate any concerns, views and questions about the organisation and its strategy. It would also be necessary to evaluate how well trade unionisation would work in the new stores and to make recommendations according to these. Part one: Overview of the British employee relations system Part one of this report gives an overview of the British employee relations system and how it affects organisations through the trade unionisation of the employee. The main topic which will be discussed is employee voice and how this affects all of those involved in the employee relations process. However, before this can be discussed it is necessary to provide a background to the historical role of trade unions and how they manage the employee relations system. It is also vital to discuss the trends in union density and collective agreement as well as evaluating the key causes and influences which account for the trends in union density. Once this has been completed, it will be required to have a discussion of the evaluation and to make recommendations to how Furniture-Co can take this process forward. Historical role of trade unions in the management of employee relations Employee relations is a term which replaced the term industrial relations. It is the relationship between employers and employees and has become extremely important in the non-industrial employment relationships within the field of human resource management. Theory would dictate two distinct concepts – the definition of human resource management which includes employee relations and the concept that employee relations deals with non-unionised workers. Kaufman (2008) believes that many academics regard trade unionism as a core subject in the field of employee relations. The concept of employee relations as field of study began as being rooted in the industrial revolution thus the name – industrial relations. . It has created the modern day global employment relationship which has initiated the free labour market. Many labour problems arose at the period of time due to social and economic changes, long hours and low wages with dangerous working conditions led to high work er turnover, social instability and strikes. The study of industrial relations was born out of a problem solving generation which rejected the theories of the time. Kaufman (2008) believes that the field of employee relations is in decline and that there are numerous reasons for this decline. The most important reason can be seen as steady erosion in the union density of many countries. The study of employee relations is important to how trade union and labour relations are examined. Industrial relations in the 1960’s and 1970’s was notorious for disputes and walkouts, so much so that it was a problem which had been identified as weakening the UK’s economic power. The economic situation in the 1980’s and 1990’s changed the field of employee relations with recession, restrictive legislation and organisational restructuring. Trends in union density and collective agreement It is important to investigate the trends which have been prevalent in union density and collective agreement before a discussion can take place into Furniture-Co and the employee voice. It is important to investigate the long term trends in trade union membership. According to Brownlie (2011) in 2011 there were around 6.4 million employees who were members of trade unions in the UK. This figure was down by 143 thousand in 2010 and was the fourth annual consecutive fall. This has followed stability in trade union membership levels between the years of 1995 and 2007. The trade union density in the UK for employees had fallen in 2011 by 0.6 percentage to 26% in comparison to 2010. This meant that the total number of employees in the UK fell by a percentage of 0.3 down to 24.9 million. There had been a downward trend from the years 1995 to 2011, identifying a decline in 1995 from 32.4% to 29.8% in 2000 to 28.6% in 2005. In comparison to the long term trends it is necessary to identify trade union members in the public and private sectors. This membership showed a rise in 2011 by 450 thousand to 2.5 million. This figure had sharply fallen in the previous three years. Public sector memberships had fallen in 2011 by 186 thousand to 3.9 million. This figure had been stable over the previous six years. The membership density of the trade union rose in 2011 by 0.2% points to 56.5% but those non-members fell at a sharper rate than union members. It is also necessary to understand the personal characteristics of union density. It would seem, according to Brownlie (2011) that there is a higher density of female members for the tenth successive year. Most professional occupations are higher than those who come under the category of managers, directors and senior officials. In the UK those employees of UK nationality is higher than non-UK nationals. Evaluation of key cause or influence accounting for these trends Brownlie (2011) identifies that the membership of trade unions peaked in 1979 and declined quickly throughout the 1980’s and early 1990’s. A stabilisation of the figure was identified in the mid 1990’s and this trend continued. There is evidence, according to Brownlie (2011), that there has been a decline in the last couple of years. The identification of falling trade union membership in the UK from 1989 to 2011, can account for these trends is the churn of the workforce as older employees retire and younger employees enter the workforce. This can be seen in the figures from the 1990’s to 2007 were particularly stable levels of trade union membership amongst the employees and those in employment. Another cause can be seen as the effects of recession on the membership of trade unions. The recession of 1989 – 1992 and the current recession shows that membership has fallen but figures fell significantly more in 1989 – 1992. Figures which have been identified by Brownlie (2011) show that the decline in membership between 1989 – 1992 was 1.7 million while the current recession (2008 – 2011) has shown a fall of 7% with 482 thousand. Current levels of union density in London It is important to discuss the current levels of union density in London. This is important to this report as Furniture-Co wish to expand their business in London by six retail units so there would be a need to cover this in the report to the Chief Executive. Region wise, London has one of the smallest density in the UK. London and the South West have the lowest density (London – 20.6%, South West, 20.7%). Within the UK membership levels have declined in England by 535 thousand, while Scotland (95 thousand), Northern Ireland (17 thousand) and Wales (8 thousand). London has density levels of under 25%. Overall trade union presence has fallen, with Wales having the largest percentage of employees with a trade union presence. London also had the smallest collective agreement coverage at 24.2%. Part two: Discussion and evaluation of how well the proposed arrangements would work This part of the report will look at the evidence which has been presented and to evaluate and discuss the proposed arrangements. Within this context it is necessary to understand the concept of employee voice and how this impacts on the performance of the organisation as a whole. There has been numerous studies undertaken on union and non-union voice, these can be seen in the academic work of Benson (2000), Dundon et al (2002), Gollan (2001), Lloyd (2001) and Pettinger (1999). The voice of the employee has been challenged through recognition and representation from the unions. There is a massive gap between the actual and desired level of employee representation and the gap has been narrowed due to the growth of non-union as well as the direct forms of employee representation. Freeman Medoff (1984) state that the union is a mechanism which is key to the improvement of performance of the employee, that it has the ability to stabilise the workforce and reduces inequality in the economy. However, through the focus of human resources management and its successful emergence has placed more emphasis on the sharing of information, employee participation and collective decision making, according to Benson (2000). In addition, Guest (1987) believes that the role of unions is unnecessary and ambiguous with the emergence of human resource management practices. In this context, Furniture-Co need to make recommendations through the use of employee voice but it is dependent on the representation which it wishes to use. The necessary identification of a union or non-unionised employee voice is applicable and should be further investigated. There would be benefits to both voices but these should be managed according to the business environment. Employee voice should be defined as the ability to express complaints/ grievances and the ability for the employee to participate in the organisational decision making process. The ability of the voice to take a joint role in consultation allows both the employer and employee to recognise the necessity of the performance of the employee. If Furniture-Co is to be successful it is implicit that the voice of the employee cannot and should not be ignored. Furniture-Co has already acknowledged the need for employee voice but it is how this voice will be best perceived within the organisation and how it can be taken forward. The recognition of the voice of the employee can affect the performance of the employee through their quality of production and it could also help counter problems which may arise. Dissatisfaction which can arise in the organisation could be directly resolved through employee voice. It has been established that dissatisfaction and employee turnover (Spencer, 1986) has been directly related to how the employee is empowered by their voice. If an employee can voice their opinion they are more likely to remain in their current position. Recommendations which can be made to the Chief Executive in relation to employee voice would be the suggestion that they attempt to keep it non-unionised. Once unions are involved there can be complex issues with HR policies and wages etc. Such issues which could be made are the pay rates, the pension scheme, hours of work, and training. However, with these issues there a generous package which includes a higher than average starting wage of ?8.50 an hour (?2 more than the average), all staff having access to the pension scheme, a standard 37.5 hours per week working hours and all staff will be provided with training at the start of their employee with further opportunities. As far as non-unionised employee voice can be identified, this seems to be the approach which would be favoured by the organisation as it is already set up in their American stores. Joint Consultative Committees are one form of this process which would be beneficial to the organisation due to the fact that the stores would send two representatives to the monthly meeting to air any grievances or successes which they have identified. This also allows for collective bargaining within the organisational context. Conclusion: It is important that any suggestion for employee voice can allow the employee to voice their opinion in a transparent environment. In order to use this effectively within Furniture-Co, it is necessary that trade unions are kept out of the organisational process. As this organisation is private sector, there is no obligation in the UK for the organisation or its employees to join a union. If the organisation adopts the policy of non-unionisation one major flaw may be that there is no outside authority to lend their advice to any internal disputes. These disputes may be handled appropriately within the organisation it may sometimes be better to have an outside body to help control any disputes which may break out. The Chief Executive has expressed that the model they wish to follow would send two employees from each store to a monthly meeting and this could be better operated through non-unionised employee voice. References Abbott, B., (2004) Worker Representation through the Citizens’ Advice Bureaux, in Healy, G., Heery, E., Taylor, P., Brown, W., (eds.) The Future of Worker Representation, Palgrave Benson, J., (2000) Employee Voice in Unions and Non-Union Australian Workplaces, British Journal of Industrial Relations, Vol. 38, No. 3, pp. 453 – 459 Brownlie, N., (2011) Trade Union Membership, Available online http://www.bis.gov.uk/assets/biscore/employment-matters/docs/t/12-p77-trade-union-membership-2011.pdf, [Assessed on 4 December 2012] Daniels, K., (2006) Employee Relations in an Organisational Context, CIPD Diamond, W., Freeman, R., (2003) Young Workers and their Willingness to Join Trade Unions in Gospel, H., Wood, S., (eds.) Representing Workers: Trade Union Membership and Recognition in Britain, Routledge Dundon, T., Wilkinson, A., Marchington, M., Ackers, P., (2002) The Meaning and Purpose of Employee Voice, The International Journal of Human Resource Management, Vol. 15, No. 6, pp. 1149 – 1170 Freeman, R.B., Medoff, J.L., (1984) What Do Unions DoBasic Books Guest, D.E., (1987) Human Resource Management and Industrial Relations, Journal of Management Studies, Vol. 24, No. 5, pp. 503 – 521 Kaufman, B.E., (2008) The Original Industrial Relations Paradigm: Foundation for Revitalising the Field, in Whalen, C.J., (ed.) New Directions in the Study of Work and Employment: Revitalising Industrial Relations as an Academic Enterprise, Edward Elgar Publishing Kersley, B., Alpin, C., Forth, J., Bryson, A., Bewley, H., Dix, G. Oxenbridge, S. (2006) Inside the Workplace: Findings from the 2004 Workplace Employment Relations Survey, Routledge Lloyd, C., (2001) What do Employee Councils DoThe Impact of Non-Union Forms of Representation on Trade Union Organisation, Industrial Relations Journal, Vol. 32, No. 4, pp. 313 – 327 Noon, M., Blyton, P., (2007) The Realities of Work, Palgrave Pettinger, R., (1999) Effective Employee Relations: A Guide to Policy Practice in the Workplace, Kogan Page Spencer, D.G., (1986) Employee Voice and Employee Retention, Academy of Management Journal, Vol. 29, No. 3, pp. 488 – 502 Appendices Appendix One: Meeting Log Appendix One: Meeting Log Team NumberDate of Meeting (Monthly/ Day) Meeting LocationNo of Group Members All Members Must Sign off to Verify Attendance. Each Delegate Should Sign in the Boxes Below Month One/ Date Sign BelowMonth Two/ Date Sign Below Month Three/ Date Sign BelowMonth Four/ Date Sign Below Month Five/ Date Sign BelowMonth Six/ Date Sign Below How to cite Employee Relations Pair Report, Essay examples

Automotive Industry Logistics and Supply

Question: Discuss about theAutomotive Industry for Logistics and Supply. Answer: Introduction: Logistics Supply Lexus has taken a more centralized approach to handle the inbound logistics network so that they can influence the carmakers purchasing decisions. The company tries to focus on the smooth production flow. The management has implemented Just-in-Time approach in all the manufacturing plants in order to make strict scheduling of all the deliveries. The company has also implemented low inventory pull system to boost up demand for high frequency small lot deliveries. It has been found that the supply chain of the company Lexus varies by region. The American logistics design of Lexus follows this pattern. It has dedicated, flexible and direct trucking system. As You et al. (2012) mentioned, In many markets, such as the U.S., the dealership network is a distinct organization from corporate headquarters, with separately owned and operated Lexus showrooms.By contrast, in Japan all 143 dealerships in the country are owned and operated by Lexus. Several markets have a designated, third partyregional distributor; for example, in the United Arab Emirates, sales operations are managed by Al-Futtaim Motors LLC, and in Costa Rica, Lexus vehicles are sold via regional distributor Purdy Motors S.A. Other officially sanctioned regional distributors have sold Lexus models prior to the launch of, or in absence of, a dedicated dealership network. A chart has been given below to describe assembly sites of Lexus. Toyota Production System According to the former Executive President of Toyota Taiichi Ono, The Toyota Production System (TPS) is a management concept based on the Just-in-Time system and jidokawhich can be loosely translated as automation with a human wisdom. Carlsson (2012) stated that, the development of TPS began during 1982. According to the founder Kiichiro Toyoda the best way to gather automotive parts is just in time. On the other hand, jidoka was developed form the pratices and enthusiasm of Sakichi Toyoda for automatic loom development. These two processes are combined by Taiichi Ono to develop TPS. At the end of 80s the TPS was adopted by various culture along with globalization of Toyota. Cichocki et al. (2012) stated, During this period of time various innovations being introduced to address long local parts procurement times. It continues to address new issues in the form of Toyota way. Presently the company has introduced some new features in the TPS. Their aim is to provide customers the best quality cars at lowest possible price. They also try to provide employees high level of job satisfaction. The main objective is to increase profitability with the help of cost reduction approach. Monden (2012) mentioned, Kaizen is the heart of the Toyota Production System. Kaizen means Continuous Improvement. It helps the company to ensure eliminate waste, maximum quality and enhance efficiency. Monden (2012) also stated, The day-to-day improvements that Members and their Team Leaders make to their working practices and equipment are known as kaizen. In addition, just-in-time manufacturing process is applied by the natural laws of demand and supply. Lexus needs to take lesson from Toyota and apply Kaizen (continuous improvement) and Just-in-time to improve its production system. Mass Customization Lexus needs to implement the universally accepted approach of production Just-in-Time. As Shimokawa et al. (2012) mentioned that this manufacturing process allows the entire production system to operate according to the natural law of supply and demand. It has been found that demand of consumers can stimulate vehicle production. In addition, production of car can stimulate the production and delivery of other parts. Lexus needs to understand that the ultimate arbiter in JIT approach is the customers. The implementation of JIT approach can help Lexus production system to be pulled by the customers demand rather than pushed by the capabilities or needs of production itself. It will help to improve the production efficiency of Lexus. Dai et al. (2012) mentioned that, Just-in-time manufacturing can dissolve inventories at parts suppliers just as readily and effectively as it does at Toyota's assembly plants. It will also help to improve Product quality of any organization. The company needs to apply Jidoka in its operating procedure. In Japanse Jidoka means automation. It means Lexus should develop cars with little human touch. The company should apply the principle originated by Henry Ford. They have to break down all complex tasks into simple steps and then all these steps need to be distributed among employees. The employees have to provide the opportunity to make improvements and implement them into the operation procedure. Lexus also can adopt Toyota Production System as it can help to improve relation between employees and management. Monden (2012) stated that, TPS can help to bring management and employee together in order to improve working condition quality and productivity. Manufacturing Simulation Software Lexus can implement manufacturing simulation software such as SIMUL8 to develop powerful simulation within 2 days or less. It runs 10 times faster than other simulation software. It can help to take appropriate decisions in day-to-day what-if scenarios for continuous improvement. It can help to improve throughput/jobs per hour, system cycle time, operator utilization and staffing requirements. It can reduce Current Delays, Storage Needs and Travel Times for a company. It is compatible with other software packages that can help to develop the simulation. They are such as AutoCAD, Visio, Minitab, ERP Systems, xml and VBA. It can be connected with any data set such as Excel, Access, Oracle, Sybase. There is another manufacturing simulation software named as SIMIO is used by various industries that includes metal and plastics, automobile, consumer packaged goods. As Davis et al. (2012) stated that implementation of SIMIO can improve process by implementing lean manufacturing and six sigma. This simulation software can help to combine production facility that reduced production cost. Nee et al. (2012) mentioned, This Simulation provides an inexpensive, risk-free way to test changes ranging from a "simple" revision to an existing production line to emulation of a new control system or redesign of an entire supply chain. Implementation of SIMIO can help Lexus to determine the absence of important data. It can help to explore alternative solution for the company. Bhasin (2012) stated that Development of a simulation helps participants better understand the system. Modern 3D animation and other tools promote communication and understanding across a wide audience. Lean Manufacturing According to Vinodh Joy (2012), Lean manufacturing is defined as a systematic approach to identifying and eliminating waste through continuous improvement, flowing the product at the pull of the customer in pursuit of perfection. It is a performance-based process that can be utilized in automobile company like Lotus to improve competitive advantage. Bhasin (2012) mentioned that there are five major principles of lean manufacturing that can guide the action of management toward success. They are mentioned below in a table: Value It will help a company to understand the factors for which customers are willing to pay. Stream of value Helps to recognize and eliminate all non-value activities within an organization. Flow Helps to remove all the obstacles and improve the stream flow. Pull Helps to streamline process and products from concept through customer usage Perfection With the help of continuous improvement efforts lean management system provides the ability to do things right at the first time. Four major thrusts that Lexus can get by lean management system are like enhanced leadership style, development of team based cultures, enhanced communication channel and effort for continuous improvement (Vinodh Joy, 2012). However, lean manufacturing system has some issues related with it as well. Bhasin (2012) argued that, Many of the companies that report initial gains from lean implementation often find that improvements remain localized, and the companies are unable to have continuous improvements going on. One of the reasons, we believe, is that many companies or individual managers who adopted lean approach have incomplete understanding and, as a result, could not be able to gain all the benefits as Toyota enjoys. Reference List Bhasin, S. (2012). An appropriate change strategy for lean success.Management Decision,50(3), 439-458. Carlsson, B. (Ed.). (2012).Technological systems and economic performance: the case of factory automation(Vol. 5). Springer Science Business Media. Cichocki, A., Ansari, H. A., Rusinkiewicz, M., Woelk, D. (2012).Workflow and process automation: concepts and technology(Vol. 432). Springer Science Business Media. Dai, Q., Zhong, R., Huang, G. Q., Qu, T., Zhang, T., Luo, T. Y. (2012). Radio frequency identification-enabled real-time manufacturing execution system: a case study in an automotive part manufacturer.International Journal of Computer Integrated Manufacturing,25(1), 51-65. Davis, J., Edgar, T., Porter, J., Bernaden, J., Sarli, M. (2012). Smart manufacturing, manufacturing intelligence and demand-dynamic performance.Computers Chemical Engineering,47, 145-156. Monden, Y. (2012).Toyota production system: an integrated approach to just-in-time. CRC Press. Nee, A. Y. C., Ong, S. K., Chryssolouris, G., Mourtzis, D. (2012). Augmented reality applications in design and manufacturing.CIRP Annals-Manufacturing Technology,61(2), 657-679. Shimokawa, K., Jrgens, U., Fujimoto, T. (Eds.). (2012).Transforming automobile assembly: experience in automation and work organization. Springer Science Business Media. Vinodh, S., Joy, D. (2012). Structural equation modelling of lean manufacturing practices.International Journal of Production Research,50(6), 1598-1607. You, Y., Liu, D., Yu, W., Chen, F., Pan, F. (2012). Technology and its trends of active distribution network.Dianli Xitong Zidonghua(Automation of Electric Power Systems),36(18), 10-16.