netrashetty
Netra Shetty
Gateway Incorporated, an Acer Inc. subsidiary, is a computer hardware company headquartered in Irvine, California, USA which develops, manufactures, supports, and markets a wide range of personal computers, computer monitors, servers, and computer accessories. It became a well-known brand in 1991 when it started shipping its computer hardware in cow-spotted boxes and for its creative advertising in Computer Shopper and other magazines. In the early and mid-2000s, the company struggled; after years as a fixture on the Fortune 500 list of largest companies worldwide, the company was not listed in 2006, having dropped to number 508.
On September 4, 2007 Gateway announced that it had signed a definitive agreement to sell its professional business segment to MPC Corporation. This includes the company's Nashville-based configuration center.[1] MPC subsequently ceased its services and filed for bankruptcy protection in early 2009, leaving Gateway business customers stranded without access to support or warranty services. This incident has caused substantial damage to the Gateway brand.[2]
On October 16, 2007, Acer Inc. completed its acquisition of Gateway for approximately US$710 million.[3] Its final share price of US$1.90 was far below the US$4.00 average price in the mid 1990s and drastically below a high of US$84 in late 1999. The US$1.90 per share was just barely over half of the split-adjusted IPO price of US$3.75 in 1993.
One successful approach to providing benefits to employees of a small business is to allocate a
certain amount of money per employee for benefits. Each employee then chooses the package of
benefits that suits his or her current needs. This approach is called cafeteria planning because it is
similar to going down a cafeteria line, where each customer chooses what he or she wants to eat. It
has been suggested that employees perceive this approach as highly equitable because it (1) allows
freedom of choice and (2) does not impose a single package of benefits on all employees.
For example, a young employee with several small children may be interested in dental insurance for
his family. He is not really interested in or motivated by a pension plan at this time in his life.
Another employee in this same company is in her late forties, has no dependent children and is
planning for retirement. To force the same benefit on these two employees is not an effective use of
benefit money. To allow some choice on the part of participants is a major advantage of the cafeteria
approach to benefit planning.
Small businesses face difficult challenges when they try to match benefits with big firms.
Nevertheless, the small firm can enjoy the benefits of greater flexibility and innovativeness by
offering a cafeteria plan.
The men & women behind this machine made this possible. Over 18,000 experienced and technically competent executives mostly scientists and engineers from distinguished Universities /Institutions of India and abroad from the core of our manpower.Theyinclude geologists,geophysicists,geochemists,drilling engineers ,reservoir engineers ,petroleum engineers ,production engineers ,engineering & technical service providers ,financial and human resource experts IT professionals and so on.
Behind the excellent results achieved is a work force of 35000 strong belonging to various discipline of the company actively in the persistent search of oil and infuse with a new –ethos and productive work culture. The Company is aware that its success is mainly due to its greatest assets –its people a multifaceted, multidisciplinary group with complete n- house capabilities for all activities in the industry. To meet the requirement of manpower ,revised manpower norms for operation of drilling rigs have been approved and implemented
al, feminist, and postmodern or post-structural-oriented assumptions
related to HRM are being increasingly expressed in the academic literature of
management, organization studies and HRM. Such critics are declaring
fundamental ethical imperatives based on questioning and possibly
overturning taken-for-granted values assumptions of HRM practitioners
(Dachler and Enderle, 1989; Townley, 1994). Deetz (1995, p. 223) summarizes
much of this emerging view of ethics in stating it ``rests not in agreement to
principles, but in avoidance of the suppression of alternative conceptions and
possibilities''. These authors and critics, though, have yet to establish much of a
rhetorical foothold within the actual cultures of many American and western
corporations in which many HRM professionals reside. These perspectives also
have limited visibility within educational/developmental materials used by
HRM students in American business schools.
This article advocates that developmental programs for current and future
HR managers seek to uncover largely implicit and diverse values/ideological
assumptions concerning the ethical obligations of the HRM role. As HRM
education increasingly takes into account social, cultural and political realities
of work life in diverse global settings, a better understanding of contrasting
visions of ethical duties or obligations of HR managers and professionals
becomes essential. We believe that critical for any developmental examination
of a potentially changing set of HRM ethical duties is related study of
important communication and change skills necessary to fulfill these duties.
The following sections of this article explore diverse assumptions concerning
HRM ethical obligation and provide some recommendations concerning
educational reforms for examining ethical HRM practice.
Views on moral obligations
The conception itself of moral obligation or duty is both central to ethical
thought and a subject of considerable debates. According to much traditional
deontological thought in the study of ethics, a person, as a moral agent, has
certain moral rights and duties. The British philosopher W.D. Ross (1930)
discussed duties of fidelity or promise keeping, reparation for wrongful injury,
gratitude for favors, justice or merit in goods distribution, beneficence in
improving the conditions of others, self-improvement and non-maleficence or
avoiding injury to others. Unlike Kantian or utilitarian ethical frameworks with
a single overarching principle of the categorical imperative or utility, Ross
introduced the concept of ``prima facie'' obligations as duties to be acted upon in
particular situations if not countered by some competing moral obligation.
On September 4, 2007 Gateway announced that it had signed a definitive agreement to sell its professional business segment to MPC Corporation. This includes the company's Nashville-based configuration center.[1] MPC subsequently ceased its services and filed for bankruptcy protection in early 2009, leaving Gateway business customers stranded without access to support or warranty services. This incident has caused substantial damage to the Gateway brand.[2]
On October 16, 2007, Acer Inc. completed its acquisition of Gateway for approximately US$710 million.[3] Its final share price of US$1.90 was far below the US$4.00 average price in the mid 1990s and drastically below a high of US$84 in late 1999. The US$1.90 per share was just barely over half of the split-adjusted IPO price of US$3.75 in 1993.
One successful approach to providing benefits to employees of a small business is to allocate a
certain amount of money per employee for benefits. Each employee then chooses the package of
benefits that suits his or her current needs. This approach is called cafeteria planning because it is
similar to going down a cafeteria line, where each customer chooses what he or she wants to eat. It
has been suggested that employees perceive this approach as highly equitable because it (1) allows
freedom of choice and (2) does not impose a single package of benefits on all employees.
For example, a young employee with several small children may be interested in dental insurance for
his family. He is not really interested in or motivated by a pension plan at this time in his life.
Another employee in this same company is in her late forties, has no dependent children and is
planning for retirement. To force the same benefit on these two employees is not an effective use of
benefit money. To allow some choice on the part of participants is a major advantage of the cafeteria
approach to benefit planning.
Small businesses face difficult challenges when they try to match benefits with big firms.
Nevertheless, the small firm can enjoy the benefits of greater flexibility and innovativeness by
offering a cafeteria plan.
The men & women behind this machine made this possible. Over 18,000 experienced and technically competent executives mostly scientists and engineers from distinguished Universities /Institutions of India and abroad from the core of our manpower.Theyinclude geologists,geophysicists,geochemists,drilling engineers ,reservoir engineers ,petroleum engineers ,production engineers ,engineering & technical service providers ,financial and human resource experts IT professionals and so on.
Behind the excellent results achieved is a work force of 35000 strong belonging to various discipline of the company actively in the persistent search of oil and infuse with a new –ethos and productive work culture. The Company is aware that its success is mainly due to its greatest assets –its people a multifaceted, multidisciplinary group with complete n- house capabilities for all activities in the industry. To meet the requirement of manpower ,revised manpower norms for operation of drilling rigs have been approved and implemented
al, feminist, and postmodern or post-structural-oriented assumptions
related to HRM are being increasingly expressed in the academic literature of
management, organization studies and HRM. Such critics are declaring
fundamental ethical imperatives based on questioning and possibly
overturning taken-for-granted values assumptions of HRM practitioners
(Dachler and Enderle, 1989; Townley, 1994). Deetz (1995, p. 223) summarizes
much of this emerging view of ethics in stating it ``rests not in agreement to
principles, but in avoidance of the suppression of alternative conceptions and
possibilities''. These authors and critics, though, have yet to establish much of a
rhetorical foothold within the actual cultures of many American and western
corporations in which many HRM professionals reside. These perspectives also
have limited visibility within educational/developmental materials used by
HRM students in American business schools.
This article advocates that developmental programs for current and future
HR managers seek to uncover largely implicit and diverse values/ideological
assumptions concerning the ethical obligations of the HRM role. As HRM
education increasingly takes into account social, cultural and political realities
of work life in diverse global settings, a better understanding of contrasting
visions of ethical duties or obligations of HR managers and professionals
becomes essential. We believe that critical for any developmental examination
of a potentially changing set of HRM ethical duties is related study of
important communication and change skills necessary to fulfill these duties.
The following sections of this article explore diverse assumptions concerning
HRM ethical obligation and provide some recommendations concerning
educational reforms for examining ethical HRM practice.
Views on moral obligations
The conception itself of moral obligation or duty is both central to ethical
thought and a subject of considerable debates. According to much traditional
deontological thought in the study of ethics, a person, as a moral agent, has
certain moral rights and duties. The British philosopher W.D. Ross (1930)
discussed duties of fidelity or promise keeping, reparation for wrongful injury,
gratitude for favors, justice or merit in goods distribution, beneficence in
improving the conditions of others, self-improvement and non-maleficence or
avoiding injury to others. Unlike Kantian or utilitarian ethical frameworks with
a single overarching principle of the categorical imperative or utility, Ross
introduced the concept of ``prima facie'' obligations as duties to be acted upon in
particular situations if not countered by some competing moral obligation.
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