Film Review Essay Sample - Not a Film Review Essay Sample

Film Review Essay Sample - Not a Film Review Essay SampleA film review essay sample is a work of fiction. It's meant to be easy, not as educational as the work sample used by film school professors. That's because you don't actually know anything about film and because a film review is supposed to be easy to read and understand.Film review is supposed to be easy to read because it is an opinion or commentary on the picture. This is meant to encourage and excite viewers while not overwhelming them.A film review is an attempt to make the reader relate their own experience to the movie in question. The aim is to provide the viewer with a form of entertainment which will inform the viewer and allow them to see the film again in order to relate to it more fully. Reviewing is all about entertainment. You can view a film over and still get bored, just like you will get bored reading an essay.A film review essay sample does not exist. There is no such thing as a film review essay sample. The re is no essay which is a film review sample. The process of creating an essay for a class and hoping that your students will 'get it' is certainly not a step in the right direction.In fact, a film review essay sample would be a bad idea if a student were going to use it as a basis for a final grade. But what about just looking at the work? Is it worth reading? Of course, it is worth reading.A film review essay sample is designed to be easy to read and a work of fiction. In my experience, that can be said for a lot of work by film teachers. The argumentative writing in a film critique essay is easy to read and understand and that is the reason I'm a fan of film criticism in general.A film review essay sample is meant to be easy to read and they will not teach you anything about film. You cannot learn anything from a film review essay sample. Only you can learn something from one. You can learn about the limitations of film as a medium, the value of entertainment and how movies are a n important part of society and culture.A film review essay sample will not help you with your film studies. You have to do that yourself, so don't rely on a piece of work which is meant to be easy to read. With practice, you will get the hang of reviewing a film and be a better film critic than the average film reviewer.

Leading Managing People - Expatriate free essay sample

Multinational firms throughout the world are increasingly concerned about hiring, developing and retaining managers with international experience and global perspectives† quoted by Briscoe and Schuler in 2004. This report will be focusing on variety of issues relating to Human Resource implications which faced by the expatriate working in MNC located in Malaysia as well as Malaysian working in overseas. The extraction will be from the most recent newspaper, journal and articles relating to the following topics in human resource management. 1) Expatriate Failure and the Selection policy 2) Training and development for cross-cultural 3) Performance appraisal for expatriate The expatriation was subjugated by professionals sent by their employers to foreign subsidiaries or headquarters. 3. 0 KEY ISSUES AND ANALYSIS 3. 1 Expatriate Failure and the Selection policy Expatriate facade many new challenges both in the workplace and the community. For instance, culture shock differences in work-related norms, isolation, homesick, housing, schooling, language, customs, cost of living and coping with his/her spouse’s problems of adapting to new environment. We will write a custom essay sample on Leading Managing People Expatriate or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page According to Stone(2008), research indicates that a manager’s inability to adapt or their partner’s inability to adapt is the major cause of expatriate failure. Harvey(1983) cited the consequence include premature return from a foreign posting and high resignation rates, with expatriates leaving their company at about twice the rate of domestic managements. Tung (1987) expounded the three main reasons contributing to the failure of expatriates in US MNC is as follows:- * the inability of the manager’s spouse to adjust to a different physical or cultural environment; * the manager’s inability to adapt to a different physical or cultural environment; * other family-related problems. One study by International Orientation Resources, an HRM consulting firm, found that 60 percent of expatriate failures occur due to these three reasons too(Solomon,1994). Besides the above mentioned reasons, include inappropriate selection practices, inadequate preparation and training as well as the stresses associated with expatriation which identified by New Zealand research (Enderwick and Hodgson, 1993). Another critical reason is the cross-cultural communications can be a struggle for the international manager. Gestures, facial expressions, behaviour and words can have different meanings and connotations. China, Korea and Japanese have high-context cultures where considerable importance is given to non-verbal and situational cues. In contrast, Australia, Canada, the US and Britain have low-context cultures where what is said is what it meant(Stone,2008). In contrast, some Malaysians who work aboard feel that the grass is greener on the other side. In Appendix A, this article highlighted the reasons why some Malaysian prefer to remain overseas. Due to higher paid, to widen their horizons, the prestige of working in a foreign company and the quality of life is unbeatable. The expatriate is unable to adapt in the foreign environment due to lack of cultural skills. According to HRM consulting firm, this is because the expatriate selection process at many organisations is essentially flawed (Solomon, 2000). Expatriates failed because these three focal reasons which mentioned by Tung that have not been part of the selection process. The underlying message was that the family is the basic unit of expatriation, not the individual. The MNC needs to look into this matter seriously in order to reduce expatriate failure. 3. 2 Training and development for cross-cultural Many companies including MNC have been ignored on providing training for employees whether local or global organisations. MNC recruits expatriate based on technical competence and past job performance as the key selection criteria and assumed the expatriate is able to adapt in the country where he was posted. MNC should not take them for granted. They should be pre-prepared by providing orientation, training on the cultural, language and living skill in the host country. Shown in Appendix D, expatriate reports interviewed an expatriate working in Nanchang, China on how significant was the culture shock he experienced when he moved abroad? He replied that quite significant and hard to adapt to the Chinese food and people spitting on the streets. Certainly, at the initial stage every expatriate will face cultural shock difference which may lead to miscommunication, misunderstanding and misinterpretation. Then directly he will be unproductive, inefficiency and faces expatriate failure. The MNC has to recruit a new manager to replace him which will be time consuming and have to repeat the process of selection and hiring. The MNC requires the expatriate to train the local employees in the host-country by transferring his knowledge and skills to them so that they are able to be independent and step into the positions/responsibilities within the shortest possible time. The article in Appendix B highlighted Malaysia government will review the education system to produce talent needed for an advanced nation and also perks to lure home highly skilled Malaysians (brain drain) and retain global talent to develop a quality workforce. Even our government recognise the essential of education/training to develop our highly skilled employees that are not only vital to the companies but also making the nation into globally competitive and transforming it as the high-income economy for instance Singapore, HK and Shanghai. 3. Performance appraisal for expatriate Stone (2008) cited that performance appraisal is a matter of serious concern for many expatriates. This is because performance appraisal is often handled badly. Companies fail to take into account the added complexities that come with international appraisals. Key issues involving performance expectations, performance measures and who will be responsible for the conduct of the appraisals are left vague or undecided. Worse, some head office managers ignore the international appraisal and do not incorporate it into the career development process. The end result is that expatriates perceive the appraisal process as unfair and as a source of never-ending frustration. Groeschi (2003) quotes that a number of comparative international and cross-cultural management research projects have concluded that HRM is influenced by culture. He also highlighted the same HRM policy is likely to be attributed quite different meanings by different cultural groups for instance performance appraisal. An organisation’s performance appraisal systems are an important element of its control systems, which is a central component of organisation architecture (see Figure 1 as below). In many international companies, the thorny issue is how best to evaluate the performance of expatriate managers (Hill, 2009). During the appraisal evaluation for the expatriate, there are two groups who evaluate the performance of expatriate managers. They are host-nation manager and home-office managers whom are subject to bias. The host-nation managers may be biased by their own cultural frame of reference and expectations. On the other hand, home-country mangers’ appraisals may be biased by distance and by their own lack of experience working abroad. Home-office managers often not aware of what is going on in a foreign operation and they tend to rely on hard data in evaluating an expatriate’s performance, such as the productivity, revenues, profitability or market share which reflect factors outside the expatriate’s control. Due to such biases, many expatriate managers believe that headquarters management evaluates them unfairly and does not fully appreciate the value of their skills and experience. It also one of the reasons many of them believe a foreign posting does not benefit their careers (Hill, 2009). 4. 0 RECOMMENDATION 4. 1 Expatriate Failure and the Selection policy Managing a MNC provides a diversity of challenges which the crucial one will be how the parent-company will recruit potential expatriate to manage their off-shore operations affiliates/subsidiaries. Selection of the expatriate must be right at the first time although time and resources consuming in reviewing and evaluating all the potential candidates follow by filtering them. The expatriate should not be selected based on technical competence and past job performance as the key selection criteria. Expatriate failure in many cases is the result of a lack of personal adjustment rather than a lack of technical skills. Harvey (1997) cited furthermore, research shows that in many companies expatriate selection is often haphazard and irrational. Organisations need to understand that in choosing expatriates, they should take into account differences in the business, social and cultural environment in the specific country and the impact on the potential expatriate, spouse and dependants (Stone, 2008). Stone’s (1991) study found that both local managers and expatriate managers perceive the essential selection criteria as the expatriate’s ability to adapt and the adaptability of the partner and family. 4. Training and management development for cross-cultural According to Hill (2009), superior performance requires not only strategy must also be supported by the right organisation architecture. Strategy is implemented through organisation. In Figure 1, people are the linchpin of a firm’s organisation architecture. For a firm to outperform its rivals in the global marketplace, it must have the right people in the right postings. Those people must be trained appropriately so they have the skill sets required to perform their jobs effectively and so they behave in a manner that is congruent with the desired culture of the firm. The following trainings are recommended for MNCs’ expatriates:- * Cross-Culture Training prior to departure The purpose of this training allows individuals to more rapidly adjust to the new culture before departing to host-country, and therefore, to be more effective in their new roles (Black and Mendenhall, 1990). It has been widely recognised for more than 20 years that the partners and children of expatriates play an important role in contributing to the success of expatriate assignments (Fukuda and Chu, 1994; Rahim, 1983) Cultural, Language and Practical(Living Skill) trainings * These trainings are helping to control and reduce expatriate failures. There is no question that comprehensive cultural training can have many benefits for MNCs. For starters, it can help orient and develop expatriates to better communicate, understand, and work effectively with people from different cultural, religious, and ethnic backgrounds. Comprehending and valuing cultural differences can al so help expatriates in the effective management of multi-cultural teams. Understanding global markets, customers, suppliers, and competitors is another indirect benefit. Pragmatically, cultural training can have a positive impact on combating very expensive expatriate failure (Luthans, 2002). Their spouse adaption problem, it is important that the spouse and the whole family to be included in this training * Language training usually conducted in host-country’s language. When the expatriate willing to communicate in the host-country language(even not fluent), can help build rapport with local employees and improve the manager’s effectiveness. * Benefit of practical training in helping the expatriate manager and family ease themselves into daily life in the host country. The expatriate community group can be a great source of support and information sharing in helping the expatriate’s family adapt to a foreign culture. 4. 3 Performance appraisal for expatriate To overcome the expatriate’s frustration and problems, the HR manager needs to ensure that the following key issues are clarified before the expatriate begins an overseas assignment:- * What are the organisation’s performance expectations? * What criteria and standards will be used to measure performance? * Who will conduct the evaluation – a local manager, a head office manager or both? * What will be the frequency of the appraisals? What consideration will be given to local environmental influence? (for example, volatility of foreign exchange rate fluctuations, availability of skilled labour, political instability, corruption and so on) * Is the appraisal positively incorporated into the career development process? * Are head office managers cognisant of the local business environment? * Are there any cultural influences that may distort the measurement of the expatriate’s performance? In order to overcome the biases of the two groups who evaluate the expatriate managers’ performance, it is recommended to implement 360-degree feedback.

Assessing Organizational Culture Essay Example

Assessing Organizational Culture Essay Example Assessing Organizational Culture Paper Assessing Organizational Culture Paper Assessing Organizational Culture When thinking of culture, my mind tends to wander toward far off places only seen on television or on the internet. Culture represents an exotic and sometimes untouchable part of the world that each individual claims depending on their background, ethnicity, race, or family history. When applying culture to the workplace, however, the idea of culture applies, not only to individual persons, but to the way in which we react to one another, perceive one another, and communicate with one another. The culture of an organization is embedded in and expressed by patterns nd habits of communication. (Cheney, Christensen, Zorn, Jr. , Ganesh 2011) This paper will explain what it means to have culture within organizations as well as the presence of climate and socialization. Organizations adopt habits that work well with its requirements as an organization as well as those who have built the culture of the organization. For example, if the long-standing CEO has created a casual and relaxed atmosphere, others within the organization will adopt the same habits in order to fit the model the CEO is building. We deal with the meanings of things within our ultural system. Staying within a culture creates a certain amount of stability and predictability. Culture in the workplace can be explained easily by the differences in our co-workers and how to adapt to these differences. Differences may originate in family background religion, age, education, occupation, wealth, status, lifestyle, interests, etc. (Cheney, Christensen, Zorn, Jr. , Ganesh 2011) I will focus on the culture of age for a moment. Recently, I started a new position with a new organization. This position offered everything I was looking for; better pay, excellent benefits, proper se of my skills, and opportunity for advancement. Shortly after orientation, I began meeting those I would be working with. I noticed very quickly that all of my co- workers are from an older generation and I am the minority. In some cases it is fun to have conversations with them regarding our age differences and for them to Jokingly say, What year were you born? I graduated high school that year, my word you are young! , but this can also mean they do not take me as seriously as a protessional. But one time they become a physician. infirmary nurse. surgical technician. etc. they take on a new life and thereby absorb a new civilization into their lives. Subcultures. as defined by organisational theoreticians John new wave Maanen and Stephen Barley. are a subset of an organization’s members who interact on a regular basis with one another. place themselves as a distinguishable group†¦and routinely take action on the footing of corporate apprehensions unique to the group ( Cheney. 2011. 78-79 ) The organisational civilization in a infirmary is based on the premiss that the infirmary is at that place to supply a topographic point for the attention and healing of the ill or injured. Organizational theoretician Mary Jo Hatch puts Forth that there are five ( 5 ) Degrees of Cultural Integration and Differentiation ( Cheney. 77 ) identified as follows: Unitary. Diverse ( Integrated ) . Diverse ( Differentiated ) . Diverse ( Fragmented ) and Disorganized ( Multi-cephalous ) ( Hatch. 1997. 210 ) . A infirmary in its purest signifier would be good represented as a Unitary civilization because the staff as a whole all have the same values or beliefs. But single staff or even medical units may fall into any of the other civilizations identified every bit good. A peculiar unit. i. e. cardiac telemetry floor. may be a Diverse ( Fragmented ) unit due to a group of nurses who do non see their critical undertaking demands in the same manner and as a consequence the degree of patient infections or deceases rises. doing unrest among the staff. supervisors. patient households and ensuing in legal branchings thereby break uping the staff’s solidarity. Social psychologist Edgar Schein formulated a theoretical theoretical account that shows an organization’s civilization is built on three degrees: artefacts. values and norms. and premises and beliefs. Artifacts are normally the most common and seeable mark of a specific civilization. Schein puts Forth that things such as nursing uniforms. nomenclature. surgical protocols and more. really and accurately stand for the basic facets of organization’s civilization. The values and norms facet of his theory. while non ever seeable. can be seen through behaviour of the person or group ; it reveals what is of import to the group and how they treat each other within their organisation. Each facet of the profession may hold an operating process or environment nique to that country of specialisation. but still have the same values and norms for their actions. In a surgical room. sterilisation of the environment is much more of import than it would be in a patient’s room on a medical/surgical floor. but they still have the same belief in maintaining an unfastened lesion every bit clean as possible. While values in the medical profession make non change as a whole. values do specify accepted behaviour and action. Genuine premises and beliefs are nurtured by a individuals or organisations values and norms. Valuess vary merely somewhat in the assorted medical professions and installations. Depending on the medical forte country. operational norms and methods may differ harmonizing to developing precedences. equipment and environment unique to that forte. For case. the hospital in-patient lesion attention squad may hold the same desire to handle a patient’s lesions as a place wellness nursing squad. but the methods of intervention or medicines used may be different. Differences begin to come up when a patient is sent place on a negative force per unit area lesion therapy system. i. e. a lesion V. A. C.  ® . that aids in the healing of lesions via suction ( hypertext transfer protocol: //www. kci1. com/KCI1/vactherapy ) . Many place wellness nurses does non cognize how to properly alter the intricate dressing or to the full understand this equipment or the detrimental consequences that can happen if non changed decently. Faulty premises are hence made based on the beliefs of the place wellness nurse of what should be done for the patient. When that happens. jobs arise in this peculiar scenario that could ensue in the patient being brought back to the infirmary for a farther period of hospitalization due to a dislocation of their lesions or even the creative activity of new lesions as a consequence of improper V. A. C.  ® arrangement. The paramount civilization of the medical field is based on the Physician’s Creed of First. make no harm ( writer uncertain but it is based on the Hippocratic Oath which states to abstain from making harm ) . This belief echoes throughout the medical field all over the universe. And while there are single exclusions or exclusions in countries such as carnal research for the improvement of world or the ethical issue of abortion. the credo has gone unchanged since the clip of the ancient Greeks and before. Schein’s three ( 3 ) degrees of artefacts. values and norms. and premises and beliefs. are apparent in every clinical scene. With farther geographic expedition. Hatch’s five ( 5 ) Degrees of Cultural Integration and Differentiation will besides be found. albeit non everyone will be seen on every infirmary floor or unit. Medical installations are a kaleidoscope or a microcosm of many subcultures under the roof of the chief civilization of being a topographic point for the attention and healing of the ill or injured. Without that organisational civilization giving counsel to all of the subcultures involved in this human-centered calling field. the decease rate for minor hurts and diseases would intensify exponentially.