How to Make Effective PowerPoint Presentations in Your Class

How to Make Effective PowerPoint Presentations in Your Class PowerPoint is a tool that allows you to enhance an oral presentation to a group of people. However, there are many pitfalls that you may fall into if you do not understand how to use this software correctly. In order to discuss how you can improve your PowerPoint presentations, the main stages of this process will now be identified. They are as follows: Creating the Basic Design Creating the PowerPoint File The Presentation Itself With these main components established, it would be prudent to examine each one in greater detail so that you may be better equipped to produce higher quality presentations. 1. Creating the Basic Design This is a necessary part of the overall structure of the process; however, it is often neglected or completely left out by many. It should be realized that if a basic setup is not conceived before the PowerPoint file itself is created, then your presentation may not convey your information in the best possible manner. This means that a script or blueprint of some sort needs to be written before you try to create the actual slides that will appear in your presentation. Of course, this stage can be done mentally, but it must still be done, and writing down a formal plan can be a tremendous aid that allows for a greater organization of your ideas. 2. Creating the PowerPoint File One of the biggest mistakes made by most students is putting too much text on a slide. Only one piece of information should be placed on each screen. While bullet points and graphs are effective tools you can use to convey your concepts, they should not be overly complex, or they may confuse some members of your audience. You should always remember that you want your PowerPoint to enhance your presentation and not distract from it. This is why the use of any image that is not vital to the subject matter of the presentation should be carefully considered before it is used. Clip art is not to be used at all, and the use of images that are not essential for the presentation should probably be excluded. Images that are needed to make a point or reinforce a statement may be used as well as pictures that provide critical information about your subject. Also remember that the images that are used should be explained verbally in your speech and not merely with words on the screen. 3. The Presentation Itself When giving your presentation, you should always remember to speak to the audience. You should not sound like you are reading material from index cards or reading text directly from the screen. Your voice should be natural, and you should sound like you are talking to a room full of friends. You should also encourage the members of your audience to comment or ask questions if there is enough time for such activities. When a power point presentation is executed properly, it can be a very effective tool to get your point across. Whether you are intending to sell a product or influence the opinions of others, PowerPoint can be seen as an essential component of a successful presentation. If you need some further help with setting up a presentation you certainly can find some pros like CustomWritings.com. But make sure that your organizational skills are of highest importance when you create it with someone’s help and present your ideas. Remember that as long as you stay centered on the primary theme of your subject and do not distract your audience, then you will probably have a greater chance of winning them over to your side. Need help with your presentation now? Visit our website and order a custom PowerPoint presentation prepared by professional writers!

Words Drawn from Trahere

Words Drawn from Trahere Words Drawn from â€Å"Trahere† Words Drawn from â€Å"Trahere† By Mark Nichol The Latin verb trahere is the source of an assortment of words pertaining to drawing or to drawing or pulling out. This post lists and defines the English descendant tract and terms formed from that root word; a follow-up post will discuss trahere’s disguised offspring. Most words in the trahere family are based on tract, which itself refers to an area of land (hence â€Å"tract home† to refer to a dwelling that is part of a housing development) or to a bundle of related nerve fibers or an anatomical system, as well as, less commonly, a period of time. (Tract also refers to a political or religious pamphlet.) A tractor is a vehicle that pulls. (A tractor that pulls cargo containers is sometimes called a semitractor, or a semi.) Traction is the act of, or the force exerted in, pulling, or a force that causes a moving object to resist movement, or, figuratively, support necessary to achieve progress. Words that combine a prefix with tract include abstract (literally, â€Å"draw from), which as an adjective means â€Å"disassociated,† â€Å"formal,† â€Å"impersonal† or â€Å"theoretical† and as a noun means â€Å"summary of a document.† Abstraction is the quality of exhibiting one of these states, or the act or state of summarization. Meanwhile, to attract is to literally or figurative draw toward; attraction is the associated force or quality, and something that attracts is an attractor. Contract (literally, â€Å"draw with†) means â€Å"enter into an agreement†; â€Å"be affected by† or â€Å"incur†; or â€Å"physically shorten,† â€Å"restrict,† or â€Å"wrinkle.† (Contraction is the act or condition of being restricted or shortened.) As an adjective, the word pertains to being hired for a task rather than as an employee; one who works under these conditions is a contractor (not a contractee), and a contractor may hire assistants or specialists as subcontractors. The adjective contractual refers to an agreement, but something that can be contracted is contractible, and the capacity to be contracted is contractability. In the euphemistic slang of organized crime, to put out a contract on someone is to hire someone to kill someone else. One who detracts takes away, and the act is detraction. That word generally refers to an instance of belittling or disparagement, and the actor is a detractor. Distrahere, meaning â€Å"draw in different directions,† is the parent word of the verb distract and the noun distraction, as well as distraught, an adjective originally meaning â€Å"deranged† or â€Å"mad† but now most often pertaining to emotional distress. Extract means to take out, and an extract is something taken out; such an action is an extraction. To protract (â€Å"draw forward†) is to continue or extend; the word is not employed as a noun, but a protractor is one who protracts or a muscle that does so, as well as a mathematical tool for drawing and measuring angles. (Protracted serves as an adjective.) To retract, by contrast, is to draw back in, or to disavow or withdraw a claim or other statement, including an offer or a promise. An act of retracting is a retraction. Meanwhile, to subtract is to take away, especially in the mathematical sense, and subtraction is the act of taking away. A subtrahend is a number subtracted by another. (The other is called a minuend; that word, related to minor and minute, is from the Latin verb minuere, meaning â€Å"lessen.†) Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Vocabulary category, check our popular posts, or choose a related post below:Comparative Forms of Adjectives"Replacement for" and "replacement of"10 Tips to Improve Your Writing Skills

Sociology. Active Listening Steps Essay Example | Topics and Well Written Essays - 500 words

Sociology. Active Listening Steps - Essay Example I was so happy because she got that same award when she was in grade 4. I told her we should pray about it and hope she gets the award. A week after, my daughter came to my room crying. I was watching TV at that time so I turned it off so that I could find out why she was crying. I wanted to give her my 100% attention. I asked her the reason why she was crying. I listened intently to her and looked at her straight in the eye. At the same time I was hugging her too. She told me that she did not get the award. At that instant, I felt the pain that she was feeling. I held her hand and asked her if she asked her class adviser why she did not get the award. She said she inquired and was informed that she was however, the second in contention. Her class adviser told her that she could have gotten the award if only she participated more in class recitations. Her teacher said that she should be more assertive next time. My daughter felt really bad. I felt sorry for her but at the same time I knew that I had to talk to her about it. I hugged her tightly and wiped her tears away. I just embraced her for a few minutes without saying a word. I wanted her to feel my love and concern for her. At the back of my mind, I was trying to gather my thoughts and trying to think of the right words to say so I could pacify her and make her still feel good about herself.

WEEK 1 DISCUSSION PART 1 Assignment Example | Topics and Well Written Essays - 500 words

WEEK 1 DISCUSSION PART 1 - Assignment Example Its forward supply chain involves transfer of products to consumers while reverse supply chain involves transfer of products from consumers to the organization for recycling or as return inwards. The forward supply chain involves ordering of products via mail or electronic methods. A first in first out inventory management follows in processing and delivery of the orders, though the organization observers some flexibility. In cases of lack of inventory, a supplier is sought through an online system. The supply chain involves â€Å"postponement,† and â€Å"modularity† (Kumar and Graig, 2007, p. 200, 201). The organization’s suppliers and consumers who determine the volumes of required inventory manage inventory, and products are transported through shipments. The supply chain also involves a series of partnerships with â€Å"suppliers, service providers, shipping companies, and customers† (Kumar and Graig, 2007, p. 203). I could redesign the company’s supply chain through application of the six-sigma approach. The new design would involve a monitoring and evaluation department that would identify ideal supply chain processes and actual deviations from the ideals. The department would also explore periodic changes in supply chain processes and identify significance of those changes with respect to consumers’ expectations in order to eliminate inefficiencies and facilitate cohesion among involved processes and stakeholders. The design will also evaluate suppliers’ efficiency levels to identify the most reliable suppliers for long-term partnerships, contrary to the current short-term partnership approach. This is because long-term partnerships increase commitments towards efficiencies. Inputs and outputs will however remain the same since they are determined by demand (Bandyopadhyay and Jenicke, 2007). The design will involve both domestic and global operations. The need for global operations will extend the analytical approach to the corporation’s

Sources of Criminal Law Essay Example for Free

Sources of Criminal Law Essay A statute is a codified rule or written form of law. A statute identifies a particular rule of law or condition of a particular state or government. Each State has its own constitution; the states constitution and its laws are considered statutes. Generally, statutes are named through numbers or codes. Example: In Illinois, the definition of a forcible felony is found under : 720 ILCS 5/2-8. 720 is the criminal code, ILCS stands for Illinois Compiled Statutes, 5/2-8 specifies the location of the rule. The term, â€Å"Throw the book at you† refers to the book of statutes or book of laws of the state. Throwing the book at you means they are charging you with as many things in the statute book as they can. Statutes define everything we do in government, they are the laws passed by our representatives in congress or the state senate. These laws deal with everything from crimes, to taxes, to how to get a speed bump put in on a county road. Statutes are rules of law enacted by government and can be challenged as violating one or more of your constitutionally protected rights. VS. Common law comes from the old English system of law we copied here in the US. Common law is the practice of enforcing rules we have followed in the past. Common law is defined by cases through the idea of precedent. Precedent is simply applying the same rule that did before. Citing precedent is like saying; â€Å"you did this before, so do it again.† Example: Common law is the same idea as most parents employ with their kids. If you punished one child for biting a classmate by sending them to their room, you will also give your next child the same punishment if they bite a classmate. This is because historically, the punishment for biting was being sent to ones room. Thus, that punishment becomes the common law or common rule. The concept of Stare Decisis adds another element to common law. Just like at your home with your kids, the courts can change the rules on us. However, the only court that can change the rule is the highest court to have addressed the issue. Basically, add chain of command to precedent. Example: If the Supreme Court of the US (highest Court in the entire US) makes a rule: such as the rule requiring all arrested person to be given Miranda rights, NO other court can change that rule except the US Supreme Court. Therefore every state has to follow that rule! Stare Decisis goes further though: If the US Supreme court decides NOT to address that issue and the highest court to hear the case was the Illinois Supreme Court, ONLY the Illinois courts have to follow the rule. This system goes all the way down to the courts in your area. If no courts have ever issued an opinion regarding the issue in the case at the district (trial court) level then they can apply any rule they see fit. How does this work? Statutes say what the rules of law are, Common law or case law defines how they are applied. Example: The constitution is a statute and this 2nd amendment says â€Å"A well regulated Militia, being necessary to the security of a free State, the right of the people to keep and bear Arms, shall not be infringed.† The statute can be read many different ways: Scholars debate whether the right to bear arms is a right you have all the time as a citizen or only in connection with militia service Common law or Case Law defines what the statutes mean. As recently as 2008, the Supreme Court was defining what the words of this statute (2nd Amend.) mean, the Supreme Court held, â€Å"The Second Amendment protects an individual right to possess a firearm unconnected with service in a militia, and to use that arm for traditionally lawful purposes† District of Columbia v. Heller, 554 U.S. 570 (2008). Our laws come from both Common Law and are made up by statute: Many of our laws come from common law and are then â€Å"codified† (formally written) into statutes. For example, most rules of evidence in a court room are defined by common law but have been â€Å"codified† into formal statutes like the Federal Rules of Evidence. The concept of hearsay came from the common law of England. Requirements for a criminal Act Statutes define everything about a law. They lay out the Elements of a Crime. Elements of a crime are the specific conditions that need to be satisfied to be found guilty of a particular crime. Elements may include a person’s state of mind or mens rea. For example: to commit the crime of 1 degree murder (every state defines things and terms things slightly differently) most states require that the State prove the accused intended to commit the crime. To do this, some amount of evidence must show that the persons action were not accidental but intentional. Therefore the persons intent is said to be an element of the crime. Other elements of the crime of murder include: a dead body. Motivation or motive is NOT an element of a crime because motive is not a condition that must be met to commit the act. You don’t have to have a reason to kill someone Due Process The idea of Due Process comes from the 5th and 14th amendments of the US Constitution. The 14th Amendment applies the right to Due Process to every state and any law enacted by the states. Due Process is simple. It means that the government cannot take anything from you; not your house; not your liberty; not your life; not a single cent without affording you the right to process of law. Process of law can be very broad; it can mean a criminal trial, an administrative hearing or anything in between. This is why you can contest every ticket you ever get including speeding, jaywalking, or even code violations. This right says no citizen can have anything taken from them by the government without the right to their day in court. References District of Columbia v. Heller, 554 U.S. 570 (2008).

Cadbury’s :: Business and Management Studies

Cadbury’s Departments Inside a business there are many different functional departments all created to help the company in its organizational methods. There are many different departments involved with Cadbury’s, as there are in any business all used for different functions. These are:  · Marketing and Sales  · Finance  · Administration and IT support  · Operations  · Research and Development  · Production  · Customer Services  · Human Resources Many of these all blend in together on the area of their focus but still all play an important part in the running of the business. The three departments that I will be focusing on are Marketing and Sales, Operations and Administration and IT support. Marketing and Sales The main things that are dealt with in the marketing and sales departments are:  · Market Research, both primary and secondary research  · Promotion  · Advertising  · Sales There are the four P’s of Marketing and Sales, Promotion, Price, Product, Place. Market Research Primary Research Market Research is identified as one of two, either primary research which is studies that have not taken place before or secondary research which is using research that has been carried out before. Primary Research involves things such as asking people questionnaires on their views and opinions of a particular product or sector. Many of these have taken place before for Cadburys and I have been asked in stores and around the Bournville site to fill out a quick questionnaire. I browsed the Cadburys website and found an online questionnaire referring to the site. See appendix . Secondary Research Secondary Research, otherwise known as desk research, is looking through information that all ready exists. This takes place often for Cadbury’s also as they always look through old information to discover what the customers want and how preferences have changed throughout the years. If information is collected from a book you must create a bibliography and write down the name of the book and the author so that you do not take credit for their work. See appendix . Promotion Promotion is making customers aware of their businesses products. There are many ways of doing this including; showing customers how it will meet there needs, persuading customers to buy the product, making sure customers know where they can purchase the product and the cost of it and of course giving information about the product. Promotion can also occur as testing a product out before you think of purchasing it or even lowering the prices as low as they can go to raise interest in them. In some cases promotion can even be the one on one explanation of the product and the support needed if problems arouse. See appendix . Promotion is seen everywhere like billboards, bus

Distinguish between the processes of erosion and weathering in an area undergoing glaciation

Erosion is defined as the removal and transport of earth materials by natural agents and can be split into two main categories. Abrasion (or corrasion) is the glacier's use of angular debris, held by the ice, to scrape away at the underlying rock. Evidence of this in an area undergoing glaciation are scratches on rock known as striations. Plucking involves the glacier freezing on to blocks of rock and pulling them away. Meltwater will assist in this plucking process: pressure builds up behind a protrusion of rock and so causes melting. The meltwater penetrates any cracks and freezes around the rock (regelation) which is then pulled out by the glacier. Weathering is similar to erosion in that it includes the breakup of rocks, just not the transportation of the materials formed as does erosion. The specific definition of weathering is the breakup of rock due to exposure to the atmosphere. The weathering of a rock by freeze-thaw action (or frost shattering) may break up rock in periglacial conditions before glaciers advance. At the early stage of corrie formation freeze-thaw action and possibly chemical weathering will weather rock beneath the accumulating patch of snow (the process of nivation). During glaciation, meltwater will give rise to freeze-thaw action at the base of the glacier. Examine the impact of glacially eroded landforms on human activity â€Å"The impact of glaciation on human activity has been considerable both in lowland and highland areas. † (David Jones and Lawrence Kimpton 2000). This question focuses on how human activity has been affected by glacial erosion. The most recent glacial period began approximately 30,000 years ago and ended 10,000 years ago. At its peak 29% of the Earth's surface was covered by ice in comparison to 10% covered today. Sea level fell by at least 100 m and the beach was as much as 150 km further east along the Atlantic coast, thus forming land bridges between North America and Asia, which allowed for the migration of animals and humans to previously glaciated areas. Glacial eroded landforms include the features horns (pyramid shaped peaks), arites (knife shaped ridges), cirques (a bowl shaped depression found in mountains), erratics (boulders), valleys, tunnels and lakes. These landforms have affected human activity in various ways, including tourism, communications, farming and settlement and industry. Many upland areas that experienced the effects of prolonged glacial erosion during the Pleistocene have become important centres of tourism. Highland areas both those glaciated in the past and those with glaciers remaining today, are major areas of tourism because of the spectacular scenery and their suitability for winter sports. The Cirque-arete-trough landscape attracts hill walkers, scramblers, climbers, mountaineers, photographers, botanists, skiiers, snowboarders, hang gliders, painting, canoeing, sailing etc. In Britain, the Highlands of Scotland have become an important centre for summer holidays and winter skiing, whilst the National Parks of Snowdonia, the Lake District and Peak District are visited by millions of tourists each year. Areas such as the Lake District are increasingly popular for short weekend breaks. The attractions of these areas for tourism owe much to the effects of glaciation. The sharply defined peaks, deep U-shaped troughs and numerous lakes are all impressive landform features and provide these uplands with their attractive scenery. The rugged landscape appeals to many weekend hill walkers and mountaineers. The lakes which provide a range of activities -sailing, canoeing, swimming- and possess their own pleasant climates have become important centres of tourism. Large scale winter tourism is promoted in the Alps and similar locations by the existence of permanent snowfields and the heavy winter snowfall. Aviemore is one of the largest winter tourism centres in Britain with several ski runs on the upper slopes of the Cairngorms. Communications are also affected by glacially eroded landforms. Glaciated valleys offer natural routeways through high mountain landscapes and lower areas e. g. the Mohawk Gap that leads to New York. Settlement and Industry can hug the glacial trough floor, which often provide transport routeways. Many aspects of transport and communications -by land, sea and waterways -have been affected to a considerable degree by glacial action. In many upland areas, glacial breaches and troughs often form the only routeways suitable for communication by land. This situation is exemplified in the Highlands of Scotland where communications links by land north, and west of the Glen More are extremely difficult. Much of the land surface lies over 1000 metres above sea level, and consists of rugged mountains with steep, precipitous slope and badly drained moorlands. The presence of numerous lochs and fjords, hemmed in between high mountains, has effectively prevented any significant north-south routes being developed, even along the coast. Glacial breaches across the major watersheds form the only realistic routeways. Only two railway lines traverse the region -from Dingwall to Kyle of Lochalsh via Glen Carron and from Fort William to Mallaig via Lochs Eil and Ailort. All of the road links between Glen More and the west coast rely on glacial breaches which connect westwards and eastwards facing troughs. Glaciated highlands with high snowfalls present hazards such as avalanches. As the pressure of development increases, as in skiing areas, the impact of avalanches on people and settlements becomes greater. They are caused when the snow pack is destabilised suddenly by a loss of cohesion between naturally forming layers in the snow. Glacially eroded areas can lead to a channelled avalanche by which the avalanche progresses down a gully. Avalanches can block roads and railways, cut off power supplies and telecommunications and under extreme conditions, destroy buildings and cause loss of life. Therefore, glacially eroded landforms have impacted human activity, leading to management programs. For example Juneau, in Alaska, has a high avalanche risk. Many houses and businesses lie in the direct path of known avalanche routes and thus the various management schemes as seen above were discussed, and some put in place to protect the now habituated area. However, avalanches only present problems to certain areas. Slopes, for avalanches to occur, are usually greater than 22 degrees but less than 60 degrees, beyond which point it is unlikely that any significant snow pack will build up. Avalanches also tend to occur more often in spring when the temperatures rise and the snow pack has been accumulating all winter. Prosperity can be gained from the industrial development available due to glacially eroded landforms. Glacially eroded landforms offer scope for HEP production, with their steep, deep valleys for storage and rock lips providing sites for dam construction. Hydroelectric power (HEP) is the most widely used renewable form of energy. Although globally it accounts for only 6 percent of all electricity generated, in some countries it provides much more. Norway, for example, produces 96 percent of its electricity from HEP. The scale of HEP schemes varies enormously. In some Alpine villages, small HEP generators supply the power for a single house or hotel. At the other extreme, large HEP stations feed directly into the UK national grid. The advantage of HEP is that running costs are very low and power is instantly available. The main disadvantages are that initial building costs are high, the visual impact might damage the scenic value of a landscape, and the demand for energy is often some distance away. The positive impact of this on human activity can however have some negative impacts. Some ecological damage is also caused if the migratory routes of fish, such as salmon, are blocked. Fish ladders are sometimes built to avoid this problem. Also, when water passes through HEP schemes, the effect of the vertical drop can be to increase the amount of dissolved oxygen and nitrogen in the water. This can be harmful to fish, causing gas bubble disease. HEP in Britain is mostly generated in the glaciated uplands of North Wales, Cumbria and the Scottish Highlands. This is, because, firstly, mountain areas receive the highest rainfall in Britain. For a successful scheme to operate there must be a, reliable supply of running water otherwise the turbines will not turn. Secondly the physical relief is favourable. Glacial troughs, steep stream gradients, hanging valleys and lakes provide the ideal conditions. If natural lakes do not occur, glaciated valleys are relatively cheap to dam because they tend to be narrow and steep sided. Water which is used for HEP is not wasted, it then carries on down the valley. If the valleys are dammed, and the shape of the glacial troughs makes this very straightforward, then the water can be collected and sent to cities in areas of the country where there is perhaps not as much rain as in the highland areas. Glaciers impact human activity here by provide drinking water direct in some areas: rivers like the Rhine and Rhone are fed from glaciers. There is a fear that they may dry up if global warming melts the Alpine glaciers. People in La Paz, Bolivia have water from nearby glacier as public supply. People in the Rhone valley channel glacial meltwater to irrigate their crops. Llyn Peris is a moraine dammed overdeepened ribbon lake, and provides water for Llanberis in N. Wales. Lake Vyrnwy in mid Wales occupies a glacial trough which was flooded in 1889 by building a dam across the valley. Glacially eroded landforms affect human activity both positively and negatively. Avalanches expose inhabitants of the area to great risk, however, they still choose to live there. The positives include tourism, an industry which at present day is thriving and the attractions of these areas owe much to the effects of glaciation. HEP power provides areas with renewable energy and areas with drinking water and natural routeways are provided by glacial erosion.

People and Organization- Human Resources, Semco

Section one: Introduction to SEMCO I don't want to know where Semco is headed. It doesn't unnerve me to see nothing on the company's horizon. I want Semco and its employees to ramble through their days, to use instinct, opportunity, and ingenuity to choose projects and ventures. † – Ricardo Semler, CEO, Semco Semco was established in 1953 by Austrian engineer Antonio Curt Semler. Company started with manufacturing of centrifuges for vegetable oil industry but soon owing to development in naval area it sown its seeds in manufacturing of variety of equipments like hydraulic & load pumps, axles,etc. In 1980’s when Ricardo Frank Semler, founder’s son took over, company explored various other segments & started manufacturing industrial refrigeration equipments, air-conditioners, food processors & mixers for chemical & mining industry. In 1990’s company moved into innovative service area. ERM Brazil (Environmental consultancy), Cushman & Wakefield (real estate consultancy), Semco Johnson controls (facilities in industrial sector), are the classic examples of companies efforts to establish network across the globe. Year 2000 onwards Semco extended its arms into electrical and civil maintenance services by forming Semco Manutencao. It formed partnership with Pitney Bowes & marked its existence in postal and document management solutions. Semco venture also entered bio-energy market and formed BRENCO (Brazilian Renewable Energy Company) in 2006. (web1) Purpose of Study To study standard organizational design & structure, theoretical models of human resource planning in terms of recruitment, retention, success planning & to compare these aspects with similar models operational in Semco organization, to define the deviations & to critically evaluate the approach used by Semco. Organizational Structure Conventional v/s â€Å"Semco Way† Every organization has its own structure & culture. Organizational structure is basically framework which can be defined and altered over a period of time while culture cannot be altered. It is very difficult to design or change culture within the organization. Structure and culture within organization goes hand in hand. It is essential for the organization designer to classify tasks based on mainly four concepts of Function, Territory, Product & Time-Period in order to get work done in organized manner. (Torrington, 1998) â€Å"Organizations are as different and varied as the nations and the societies of the world. They have different cultures-sets of values & norms ad beliefs-reflected in different structures & systems and the cultures are affected by the events of the past and by the climate of the present, by the technology of the type of work, by their aims and the kind of people that work in them† (Handy 1993, p. 180) best defines the organizational structure & culture co-relation. Three forms of conventional organizational structures are compared with the democratic form of Semco’s organizational structure. THE ENTREPRENEURIAL FORM OF STRUCTURE CONVENTIONAL THEME 1. This form emphasis central power. . Power is concentrated in hands of one person or a group called as ‘key entity’. 3. As the business expands this type of structure becomes unviable since too many peripheral decisions cannot be made without taking approval of the ‘key entity’, 4. This form is suitable for small and growing organizations as they owe their existence to expertise or initiat ive or just one or two members. 5. It is difficult if by any means ‘key entity’ leaves the organization. It would be difficult to maintain business in the event of new non potential ‘key entity’. SEMCO WAY 1. It is a unique kind of ‘open management model’ wherein power and rights are equally distributed amongst the group members from the respective departments, but care is taken to see that it’s not misused. 2. The hierarchical signs are removed, everyone is treated equal. 3. Peripheral decisions can be made by implementing democratic way. 4. This form is suitable for developed and expanding organizations which are financially strong. 5. Even if the ‘key entity’ leaves the organization the system is in place and the process of production or delivering services is not affected. FUNCTIONAL DESIGN CONVENTIONAL THEME . Positions, terms & departments are designed based on specific activities. 2. It is most widely used & accepted form of departmentalization, since grouping tasks and employees by function can be efficient & economical. 3. It is possible for members in group to undertake similar tasks & troubleshoot similar problems. 4. Employees are not in direct contact with the clients; hence they fail to meet the customer’s expectations, except marketing product line. 5. It is effective for organizations having narrow product line, competing in uniform environment, pursuing low cost or focused business strategy. hellriegel, 2005) SEMCO WAY 1. Positions, terms & departments are designed by the owner based on functions. Labors are allowed to select wages & their own managers. 2. The employee has only four titles Counselors who are like vice presidents, Partners who runs the business units, Coordinators who are part of first level management, & Associates who are workers. 3. The factory workers set their own production quotas, come in on their own time, help to redesign the products they make & formulate the marketing plans. 4. The ompany is divided in individual business units which are self governed, managers run business units with freedom, determining business strategies without interference from the top. 5. Semco undertakes part nership with established foreign companies & give them access to customers, risk monitoring & extensive network of contacts. They seek partner who has domain in their product & services. (web 2) PRODUCT DESIGN CONVENTIONAL THEME 1. Self contained units are established. Each unit is capable of developing, manufacturing, marketing & distributing its own goods or service. . Organizations that produce multiple goods & services generally adapt this type of structure. 3. Problems arise when new product line is established or there are diverse customers or there is complexity in technological advances in functional design. Product design takes care of these limitations. 4. Company generally start with functional design & add some features in order to meet limitations of the functional design in terms of management aspects. Generally company doesn’t completely discard the features of function organization. hellriegel, 2007) SEMCO WAY ORGANISATION STRUCTURE OF SEMCO THREE CO –C ENTRIC CIRCLES FIRST CIRCLE CONSIST COUNSELLORS SECOND CIRCLE CONSISTS PARTNERS THIRD CIRCLE CONSISTS ASSOCIATES 1. Semco devised a new structure which had three concentric rings. 2. The small innermost circle consisted of 6 counselors who determined general policy & strategy, and attempted to catalyze the action of those in the second circle. Each of the counselors took a six month turn as a CEO. 3. The second circle, known as partners included 7-10 leaders of each Semco division. . All remaining employees comprised the third circle, scattered within this circles are the triangles representing permanent & temporary team leaders. Marketing, sales & production managers, engineers and foreman all fell within this classification. 5. The managers work as facilitators providing workers with the tools they need make informed decisions. Managers provides training, information (financial & operations), & all other necessary support for workers to perform their jobs more effectively. (Maveri ck, 1993) Critical Evaluation Semco’s organization is based on three core values employee participation, profit sharing & free flow of information. These core values are in line with the variables of socio-structural model of empowerment which are power, information, knowledge & rewards. Hence the hypotheses which were derived from the author’s understanding of the theories were easily verified. Other companies may have achieved workplace democracy in other ways by having their own pattern of working. Liberty given to the employees would benefit only if there is supervisory control otherwise it may happen that there is misuse of the available resources. Human Resource Planning Recruitment & Retention Recruitment plays a vital role in any industry. Whenever there is vacancy, individual is recruited after he is being thoroughly evaluated. It is essential to find out how the vacancy is generated, either because someone has left the job or there is the expansion within the company. Recruiting a person just because there is vacancy owing to person leaving the job is the appropriate way but not mandatory. Employer can reorganize the work within present employees, or ask them to work overtime, subcontract the work or make it part time in order to reduce the expenses. It would be ideal to find out the nature of job, aspects of the job that specify type of candidature, highlight the job profile to the applicant before recruiting a candidate. There are several ways through which people are recruited. Once employers realized a need to fill the vacancy within the department or in organization, he can recruit by several means. Survey (Torrington, 1998) Investigated the method used by more than 1000 professionals when they were questioned (Torrington 1998) Table: Usage of various methods of recruitment by more than 1000 professional questioned. Advertisement in regional press87% Advertisement in specialist press80% Advertisement in national press78% Job centers71% Employment agencies62% Recruitment consultants61% Executive search consultants36% Career Conventions35% Open days32% Recruitment fairs 32% University ‘milk rounds’21% Radio advertising17% Other forms of recruitment6% (Source: Torrington Hall, 1998) There are various selection methods available and employer needs to implement combination of those available since one method won’t suit the requirements. Choice is generally dependent upon selection criteria for the post to be filled, administrative ease, accuracy, cost, time factor, abilities of the staff involved in the selection process etc. Interviewing is the most popular method of selection. Bio-data of the candidate is initially asked for. It is checked whether candidate meets the necessary specification and has relevant work experience in the same field, if found so he is been called for the interview or rounds of interview, where his domain is thoroughly checked either through verbal interaction or through written test. Written test generally includes Aptitude tests, General Intelligence test, Trainability test, Personality test & Attainment test. Critical features of test use being validity, reliability, use of interpretation & context of texts. Group selection methods are also used if there are more candidates applying for one job. Three main types of group tasks were invented by Plumbley (1985) Leaderless group, command or executive exercises & group problem solving. Also at times for critical job profiles there is factual as well as character check wherein candidate is asked to get references. Other methods include hiring a consultant or recruitment agency that would already interview the candidate and filter out the one from the masses. It reduces efforts of the employer since candidate is interviews before by the agency for the desired profile. Also sometimes candidate is asked to fill the application form and submit it, wherein entire details of the candidate are asked for. Application form is customized per the need of profile unlike bio-data which has information which may or may not be useful for that particular job profile. (Torrington Hall 1998) Retention is generally maintained by introducing attractive policies for welfare of the employees, giving employee shares of the company at very low rate, market supplements, revising salary structure, providing with additional perks and cost to company components, depending upon the nature of appraisal received from colleagues and subordinates. Providing employees with free medical facilities, pension schemes, and loans at affordable rates encourages employee to stay with organization. Semco has altogether different way of recruiting people and retaining them. Ricardo Semler, CEO of the company believes that workers or the Associates have the liberty to recruit their managers. In short the subordinates have the right to choose with whom they wish to work. Since everyone is treated equal in Semco, owner doesn’t interfere with the decisions taken by the subordinates. People that are to be hired to leadership positions are interviewed and approved by all with whom he/she will be working with. Twice a year subordinate receives questionnaire that enables them to anonymously say what they think about their boss and evaluate their performance. Anyone that gets constantly bad grades at the evaluation usually leaves Semco (average is 80 out of 100) Preference is also given to friend or acquaintances of employees, but no family member is considered for job at Semco if all these ways fails then they move for head hunters & newspapers. Semco business unit has a committee comprising everyone from different operations. Members in the committee have time off, with pay to do their work they also have job security as in they cannot be fired while they serve on committee. Semco has another salary programme called as ‘risk salary’in which about third of employees have the pay cut of upto 25% and then receiving supplement raise of 125% of normal salary if company is making profit. (Maverick, 1993) References: 1. Torrington & Hall (1998) Human Resource Management. Edition 4. Prentice hall, Europe 2. Slocum/Hellriegel (2007) Fundamentals of Organizational Behavior International student edition, USA. 3. Semler, Ricardo (1993). Maverick! Century random house UK. 4. Semler, Ricardo (2003). The Seven Day Weekend. UK Century. 5. Hackman, J. R, & Oldham, G. R (1980). Work Redesign. Reading, MA: Addison-wesley publishing company Inc. 6. web1: http://semco. locaweb. com. br/en/content. asp? content=1&contentID=610

Home Furniture Ltd.

Home Furniture Ltd. The success of Home Furniture Ltd. (HF) is due to their commitment to provide affordable yet high-quality products. As a result the corporate leaders at HF went the extra mile in developing solutions to rising manufacturing costs as well as shipping costs. For them the best way to lower manufacturing cost is through innovation.Advertising We will write a custom assessment sample on Home Furniture Ltd. specifically for you for only $16.05 $11/page Learn More The company developed a system of manufacturing that enabled them to disassemble furniture, ship it to customers, and then re-assembled in the comfort of their own home. It was an overwhelming success. The company was established in Finland but today HF already has a global presence. However, with the global expansion comes the inevitable problems associated with it. The corporate leaders at HF came face-to-face with challenges related to culture and logistics. Their difficulties were exacerbated by the f act that HF is no longer governed by a Finnish CEO but one who comes from the UK and together with his promotion to the top post, he brought with him a set of cultural beliefs and core values that came in conflict with teams working overseas. The new British CEO must learn how to do business in a global scale and it requires a clear understanding of cultural differences and its impact in developing teams. Some of the most significant changes made by the new CEO was to adopt the English language as the official language of communication throughout the organisation. Thus, multicultural teams located as far as India and other Asian countries must comply with this new directive. However, it did not take long for the CEO to realise that the communication strategy used to implement change revealed conflicts due to cultural differences. More importantly the CEO was made aware of the fact that there are serious lapses in human resource management especially when it comes to global operation s. There is a need to formulate a strategy to solve these problems and the best way to start is to realise that culture is at the heart of the matter. A. Provide the new Home Furniture CEO with advice on the policy he should adopt when operating in various countries and employing people from various countries. Refer to the various concepts and outcomes of research on management across cultures. Understanding Culture The CEO must lead the way when it comes to understanding differences in culture and the need to effectively managed multicultural teams (Hogan, 2007, p.81). There must be a program that teaches top managers on how to deal with diversity within the organisation. The struggle in coping with the challenges of diversity is especially true for the expatriates that HF sent to handle their Asian and American business operations.Advertising Looking for assessment on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The said training program should be instilled into the hearts and minds of the top-level managers who will be sent as expatriates to foreign countries. They must learn to respect, appreciate and manage diversity. They must come to realise that culture is: a) the collective programming of the mind that distinguishes one human group from another; b) important sets of assumptions that are shared by members of a community; and c) a groups characteristic way of perceiving the environment† (Earley Singh, 2000, p.18). These are the things that they cannot afford to ignore. HFs CEO must emphasise the fact that technical expertise is just part of the learning process, they must also learn the significance of understanding cultural differences. Members of the multicultural teams scattered all over the globe must come to terms with the fact that â€Å"Culture give people a sense of who they are, of belonging, of how they should behave, and of what they should be doing, culture im pacts behaviour, morale, and productivity at work, and includes values and patterns that influence company attitudes and actions† (Moran Harris, 2007, p.6). If the CEO and the top-level managers are in agreement about these issues then they will develop a keen awareness of the strengths and limitations of multicultural teams and how to deal with employees in foreign lands. A deeper understanding of culture and its impact on the organisation can be understood by referring to a framework developed by a psychologist named Geert Holfstede (Mindtools, 2011 p.1). These are labelled as follows: 1) Power/Distance; 2) Individualism; 3) Masculinity; 4) Uncertainty/Avoidance; and 5) Long Term Orientation. (Mindtools, 2011, p.1). These five dimensions cover important aspects of business operations such as corporate leadership, teamwork, how to deal with employees and how employees will interact with their supervisors. It is even helpful when it comes to gender issues. It also give leader s the ability to develop systems and company policies based on the local culture and not on what they believe is true according to their own culture. The framework developed by Holfstede is a helpful tool when it comes to devising strategies for developing human resources.Advertising We will write a custom assessment sample on Home Furniture Ltd. specifically for you for only $16.05 $11/page Learn More The first dimension labelled as Power/Distance is an important contribution in the study of international business. This cultural dimension is the measure of the effect of the perception of power when it comes to the interaction between two people. In the UK it is non-issue if a subordinate will deal with a boss in a manner that will reveal that they are equals, without considering age differences and social status. If the same thing is done in a country like Japan where there is a high score in the Power/Distance dimension, then the boss will be offended by the lack of respect from the subordinate. The second dimension which is Individualism is the measure of the â€Å"strength of the ties people have to others within the community† (MindTools, 2011, p.1). This means that in Asian countries the workers will chose harmony over confrontation. They will do everything not to rock the boat so to speak. This can be frustrating for a Westerner when it comes to dealing with problems in the company and find no one will speak out and talk about the issues that are hounding the group. The third most important insight that Hofstede contributed to the study of international business is how to measure long term orientation or LTO. This particular cultural dimension is very critical when it comes to introducing something new to the company. It is imperative that HFs CEO is aware of this facet of culture. If the CEO ignores the implications of LTO then he will be bewildered when he encounters resistance when it comes to a policy change. This re sistance is due to the natural tendency to use what worked in Western societies but does not necessarily mean that it is also effective in an Asian context. Hiring and Training Before going into the intricacies of multicultural teams the first thing that has to be done is to hire the best and brightest, train them and then hope to retain their services for a long period of time. It is the finding, training, and retaining of skilled workers that can thrive in Western-style multinational corporate cultures that will ensure the success of HF in foreign lands (Krizan et al., 2008, p.381). HFs CEO must be aware of the strength and weaknesses of the talent pool available to him. The best way to illustrate this is to look at HFs needs in the context of their operations in China.Advertising Looking for assessment on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More According to experts there are four types of managers that HF can hire and these are 1) Western expatriates; 2) Asian Expatriates; 3) Mainland Chinese returning home; and 4) Local talent (Lau, 2007, p.1). The same thing can be said of other operations outside Finland thus this is a good way to demonstrate how the CEO will deal with hiring and training expatriates and local talent. The strength of Western expatriates is seen in the way they understand international business and their familiarity with Western management techniques. However, they do not posses a deep understanding of the Chinese culture and they are very limited in terms of using the Chinese language. Asian expatriates on the other hand can be as good as Western expatriates in terms of their knowledge with regards to Western management techniques. Furthermore, they have another advantage; they have a far better grasp of Chinese culture and language. One option open to HF is to hire managers that are from Mainland China who went abroad to study or live there as expatriates and decided to come back to their homeland and work there. Their advantage is they understand the Western mindset and trained to implement strategies from a Western point of view. This group is valuable to the company in terms of their ability to understand Chinese culture. The only challenge is that HF must offer them an attractive compensation package so that they will be enticed to come home and work in China. The fourth group are the locals. The problem is that they lack international exposure and deficient when it comes to English language skills. Moreover, they need to be trained to appreciate and embrace the standard of quality expected by HF. Nevertheless, it is more practical to hire local talent than to hire someone from abroad. This is the reason why HF build teams by hiring a small number of local managers at the level of middle-management and then bring in an expatriat to guide the team initially for four years. Thi s is a good practice because the locals will know that they have job security and that the company has a long term commitment in their country. Aside from localising the management team one way of retaining top talent is through investing in training and development as seen in the following, â€Å"many foreign businesses have extensively rotated local talent through various countries. This rotation and related possibility of promotion is also an effective way of retaining human capital developed by the company† (Luo, 2007, p. 181). It is important to remember though that training programs should be a product of careful planning with an eye towards the future and not simply a hastily assembled training program that does not meet the needs of multicultural teams. According to Schuler and Jackson, â€Å"Enterprises often carry out training without strategic planning, costing or taking into account what the training needs of the enterprise† (2007, p. 282). This will not wo rk for HF. B. The sophisticated nature of logistics and the innovation and development of products at Home Furniture means that its employees are required to work in teams. Advise the new CEO on what he should take into account when forming multi-cultural teams from various countries where Home Furniture has offices, stores, and production units, and how to manage those teams. Develop a Training Program HFs CEO must design and develop a training program that will transform the way the organisation deals with multicultural teams. According to experts multicultural teams can easily become the most productive teams in the organization but at the same time this type of team can easily underachieve (Adler Gundersen, 2008, p.140). The reason for this is the inability of the CEO to manage diversity (Adler Gundersen, 2008, p.140). This is a crucial aspect of multicultural teams that HF must consider. If the CEO has no idea what to do with cultural diversity within a multicultural team the n conflict will arise and he will be powerless to deal with it. Experts are saying that the usual method of conflict resolution is by avoidance using the divide and conquer tactic evident in compartmentalisation or departmentalisation of an organisation (Earley Singh, 2000, p.21). Another method is through suppression by using the power of corporate hierarchy to stifle dissenting voices (Earley Singh, 2000, p.21) But recent studies indicated that conflict is something that organisations must learn not to avoid; they must learn to embrace it. This is especially true when it comes to â€Å"functional conflicts† because a closer inspection will reveal that this type of conflict is â€Å"viewed as a way of surfacing more ideas, criticisms, and opinions of group members regarding task performance and can make a positive contribution to group performance† (Earley Singh, 2000, p.21). This is why the CEO must create an environment where conflict is addressed properly and no t discourage team members to voice out their opinions and suggestions. With regards to the creation of a training program for multicultural teams, HFs CEO must design it in such a way that team members will be able to â€Å"reflect on their own self (My Biography); they should be objective and accurate observers (Ethnography); they should communicate effectively (Inter-cultural Communication); interact successfully with people from other cultures (Inter-cultural Interaction); they should come to terms with their emotions (Emotional Management); and deal with different issues of diversity (Diversity Management)† (Guilherme Glaser, 2010, p.187). The training program must teach top-level managers, middle-management and key leaders in the company to understand culture by being able to reflect on their own cultural bias and then use that to observe the cultural differences that exist around them. By doing so they have achieved a level of awareness that will enable them to communi cate effectively to team members in a multicultural team. As a result they are able to resolve conflict and enhance teamwork. The said training program that will be initiated by HFs CEO must also contain a module wherein team leaders and team members are taught the value of communication. In the context of a multicultural team verbal skills is not enough. According to experts in the field of international business, communication is a complex subject matter that it can even be broken down into smaller components such as: words, material things and behaviour (Hall Hall, 1990, p.3). In other words a team member must try to decode what was said not only by listening to the words that was said but also by determining the silent language being conveyed. This new skill is not mastered easily and requires team members to spend more time together. Conclusion HFs CEO must develop a system of hiring and training local talent. There is nothing wrong with bringing in an expatriate to guide the team in the initial stages of development. Therefore, HF must learn to manage multicultural teams. The next step is to create a training program that will instil in the hearts and minds of every single employee that they live in a globalised workplace. It is no longer enough to focus on ones culture; it is time to understand cultural differences that exist within the team. In this way multicultural teams can be more effective and HF will be able to expand in other countries because it is now possible to hire and retain the best talent. References Adler, N. J. Gundersen, A., 2008. International Dimensions of Organisational  Behaviour. UK: Thomson Higher Education. Earley, P. C. Singh, H., 2000. Innovations in International and Cross-cultural  Management. London: Sage. Guilherme, M. Glaser, E. 2010. The Inter-cultural Dynamics of Multicultural  Working. Bristol: Multilingual Matters. Hall, Edward T. Hall, M., 1990. Understanding Cultural Differences: Germans, French and Amer icans. Yarmouth, ME: Inter-cultural Press. Hogan, C., 2007. Facilitating Multicultural Groups: A Practical Guide. London: Kogan Page. Lau, D., 2011. China: Skills Shortage Makes Long-Term Talent Management Key  to Success. Web. Luo, Y., 2007. Guanxi and Business. New Jersey: World Scientific Publishing. MindTools, 2011. Holfstedes Cultural Dimensions. Web. Moran, R.T. Harris, P.R., 2007. Managing Cultural Differences. 7th ed. London: Butterworth-Heinemann. Schuler, R. Jackson, S. E., 2007. Strategic Human Resource Management. 2nd ed. MA: Blackwell Publishing.

An Overview of the Declaration of Pillnitz

An Overview of the Declaration of Pillnitz The Declaration of Pillnitz was a statement issued by the rulers of Austria and Prussia in 1792 to try and both support the French monarchy and forestall a European war as a result of the French Revolution. It actually had the opposite effect and goes down in history as a terrible misjudgment. The Meeting of Former Rivals In 1789, the French Revolution had seen King Louis XVI of France lose control of an Estates General and a new citizen government form in France. This didnt only anger the French king, but most of Europe, who were monarchies less than pleased about citizens organizing. As the revolution became more extreme in France, the king and queen became practical prisoners of the government, and calls to execute them grew. Concerned about both the welfare of his sister Marie Antoinette and the status of brother in law King Louis XVI of France, Emperor Leopold of Austria met with King Frederick William of Prussia at Pillnitz in Saxony. The plan was to discuss what to do about the way the French Revolution was undermining royalty and threatening family. There was a strong camp of opinion in western Europe, led by members of the French aristocracy who had fled the revolutionary government, for armed intervention aimed at restoring the full powers of the French king and the whole of the ‘old r egime’. Leopold, for his part, was a pragmatic and enlightened monarch who was attempting to balance his own problem-riven empire. He had followed events in France but was afraid intervention would threaten his sister and brother in law, not help them (he was completely right). However, when he thought they had escaped he rashly offered all his resources to aid them. By the time of Pillnitz, he knew the French royals were effectively prisoners in France. The Aims of the Declaration of Pillnitz Austria and Prussia were not natural allies given recent European history, but at Pillnitz they reached an agreement and put out a declaration. This was couched in the diplomatic language of the day, and had a double meaning: taken at face value it issued a rebuke to the revolutionary government, but in practice was meant to produce a limitation on calls for war, restrict à ©migrà © princes and support the royal party in France. While it stated that the fate of the French Royals was of â€Å"common interest† to Europe’s other leaders, and while it urged France to restore them and made threats if harm came to them, the subtext was in the section saying Europe would only take military action with the agreement of all the major powers. As everybody knew Britain would have nothing to do with such a war at that point, Austria and Prussia were, in practice, not tied to any action. It sounded tough but promised nothing of substance. It was a piece of clever wordplay. It was a total failure. The Reality of the Declaration of Pillnitz The Declaration of Pillnitz was thus designed to assist the pro-royal faction in the revolutionary government against the republicans rather than threaten a war. Unfortunately for the state of peace in Europe, the revolutionary government in France had developed a culture that did not recognize subtext: they spoke in moral absolutes, believed that oratory was a pure form of communication and that cleverly written text was disingenuous. Thus the revolutionary government, especially the republicans agitating against the king, were able to take the Declaration at face value and portray it as, not just a threat, but a call to arms. To many scared Frenchmen, and to many agitating politicians, Pillnitz was a sign of invasion and contributed to France engaging in a pre-emptive declaration of war and the mirage of a crusade to spread liberty. The French Revolutionary Wars and Napoleonic Wars would follow, and both Louis and Marie would be executed by a regime made even more extreme by Pillni tz.

Psychotherapy for Immigrants and Refugees Term Paper

Psychotherapy for Immigrants and Refugees - Term Paper Example Social workers and psychotherapists have a duty to respond to the needs of each of these immigrants and refugees in order to lessen their burden. Social training skills and psychotherapy support go a long way in ensuring that this group of people have an easy transition from the lives that they are used to their adopted lives (Pumariega, Rothe and Pumariega, 2005). One of the major challenges that face psychotherapy for the immigrants and psychotherapists is communication problems. In the US, many of the refugees who come to the country hardly ever know English, making communication a daunting task (Balgopal, 2000). This lack of clear communication between the psychotherapists and the immigrants makes it hard for the professional counselors to help the immigrants cope with their new life. Without proper communication channels, it becomes hard to understand the needs, fears and expectations of the immigrants. However in some instances, there are some immigrants who and understand mult iple languages, including the language spoken in the host country. This makes it possible for the psychotherapists to have them as translators. Although this is better than not communicating at all, it has its limitations. The translator may not put the message across as it is supposed to be, hence meaning might be lost between the psychotherapist and the immigrant that he is supposed to be helping (Fong, 2004). Another challenge that immigrants, refugees and psychotherapists normally face is the problem of cultural differences. Concepts of psychotherapy for immigrants and refugees emphasizes on the importance of understanding the various cultures involved (Ryan, 1992). However, doing so is not very easy as most people are inclined to think in terms of their own cultures and in total disregard of the other person’s culture. In many cases psychotherapists do not have any idea of how to deal with all the different cultures that they face in their line of work. The immigrants th emselves are also mostly adamant to let go of their worldview in support of another new one. The ensuing conflict that results form cultural misunderstandings may impact negatively on the work of social psychotherapists (Corey, 2009). The psychotherapy process for the immigrant might seem like a very long and time consuming activity, and this impacts negatively on what the psychotherapists are trying to achieve. Many immigrants and refugees normally flee from their own countries of origin to new ones in search of a better life (Chang-Muy and Congress, 2009). If anything comes between them and the attainment of their new status, they are bound to consider it a waste of time. Acculturation and integration are hardly some the things that come top on the immigrants’ priority lists. Getting them to understand the importance of psychotherapy to help them fit in may be difficult and some of them might even resist any attempt to help them adopt smoothly into their new lives (Pumarieg a, Rothe and Pumariega, 2005). Psychotherapists need to be given enough training before dealing with immigrants and refugees. They should be trained on cross-cultural communication and acceptance as it plays a big role in how successful any psychotherapy process is. There is need for the development of psychotherapy and counseling techniques that should focus on skills that are influential to the integration, assimilation and acculturation of immigrants and refugees (Pumariega, Rothe and Pumariega, 2005). Training programs for counselors should include skill development for the incorporation of the family and/or the