Analyzing Theories And Perspectives Of The Sanchez Family,...

This paper will attempt to thoughtfully and critically analyze theories and perspectives and apply them in assessing two members of the Sanchez family, Gloria and Emilia. Case studies adapted from www.routledgesw.com/cases. Gloria Sanchez Gloria lives nearby with her husband, Leo. Leo and Gloria have been together for so long that everyone thinks of him as part of the family. Gloria’s sister, Carmen (see below), visits Gloria often at her house. For some time, Carmen has been concerned because Leo hits Gloria, often in her presence. When this happens, Gloria will send Carmen home. When Carmen returns the next day, she often finds Gloria bruised and cut, and Leo in the house, as if nothing has happened. Since these episodes began, Gloria has come to her parents’ house less and less and has many excuses for not coming over. Carmen has spoken with Gloria about the need to get help, but Gloria believes that her relationship with Leo will get better when she stops making him mad. She has considered divorce, but believes that the Church would not allow it, and she knows that it would be hard on her parents if she defied the Church’s teachings. She is also afraid to call the police, even when Leo become s violent, because Leo is undocumented. In their community, local law enforcement often collaborate with the Department of Homeland Security, so Gloria is afraid that, if she called the police, Leo could end up in deportation proceedings. She wants the violence to stop, but she

Essay about Equal Employment Opportunity - 1004 Words

Introduction Equal employment opportunity (EEO) began when President Franklin D. Roosevelt issued Executive Order 8802 in 1941. Executive Order 8802 ensured that every American citizen was guaranteed equal employment opportunities in World War II defense contracts, regardless of race, creed, color, or national origin. Today, the EEO legislation has affected businesses. The topics discussed will be, how the organization, as well as the individual employee, has rights, the effect it has on the customers, how it can improve an organization’s public relations, how it can diversify the workforce, and the effect it has on Human Resources Management of an organization. Organization and Employee Rights A. Equal Pay Act of 1963 â€Å"To†¦show more content†¦With this act, employers are further protected from discrimination. Employees are allowed to sue employers to enforce the provisions of the act. Effects on Customers Equal employment opportunity affects the customers in various ways. If the employees working are satisfied and happy, the customer will see it when the employees help them. For example, a customer walks into Burger King to get something to eat, but the cashier is unhappy that a coworker is getting paid more than him for doing the same job and having the same time in the workforce, so the cashier takes it out on the customer. The customer will probably never return to the business again. If the employees work in a happy environment, they will provide better services. Improvement of Public Relations By applying EEO to an organization, the public relations will improve. In society, one of the main jobs is to keep good appearances. An organization wants to promote that everything in their company works perfectly and equally. By maintaining good appearances, the organization has a greater probability that other organizations will want to work with them. Also, it will attract the best workers because they will want to work for an organization that is fair.Show MoreRelatedEqual Employment Opportunity Essay1514 Words   |  7 Pages Throughout the years the United States has faced many challenges with equal employment opportunities for everyone. The United States has developed The Equal Employment Opportunity Commission, also known as the EEOC, to enforce laws that help prevent everyone from being treated unfairly when it comes to employment options. The EEOC has established stipulations and overlooks all of the federal equal employment opportunity reg ulations, practices and policies (â€Å"Federal Laws Prohibiting Job DiscriminationRead MoreThe Equal Employment Opportunity Commission1454 Words   |  6 Pages THE EQUAL EMPLOYMENT 2 This paper is intended to shed light to the author on a Federal government website in lieu to its usefulness in human resource management. In this paper, the Federal government website of choice which will be critically analyzed is the The Equal Employment Opportunity Commission (EEOC) website. Some of the areas of interest in this report are the specific commercial, trade, legislative, regulatory or statistical information in the Equal Employment OpportunityRead MoreThe Equal Employment Opportunity Laws Essay1060 Words   |  5 PagesAs a Human Resource Manager, the understanding of the Equal Employment Opportunity laws are initially overwhelming, due to the amount of information dedicated to the subject. However, it is vitally important to comprehend and apply these laws to any organization, in order to avoid claims or litigation. Companies need to educate management to â€Å"take reasonable care to prevent and promptly correct discrimination and establish anti-discrimination policies† (SHRM, 2014). The EEOC is not out to getRead MoreThe Equal Employment Opportunity Commission1632 Words   |  7 Pages Discrimination has quickly become one of the top causes of lawsuits facing businesses today. The Equal Employment Opportunity Commission (EEOC), the federal agency responsible for enforcing anti-discrimination law, reported that individuals filed 88,778 discrimination charges in 2014 alone- 35% of th ose claiming race discrimination and 29.3% claiming gender discrimination (â€Å"Charge Statistics†). Discrimination is defined as the â€Å"treatment or consideration of, or making a distinctionRead MoreEqual Employment Opportunity And Hrm782 Words   |  4 Pagesunderstand equal employment opportunity and HRM, one can examine the reasonable accommodations employers must make in regards to religion and disability. In regards to such, some of the accommodations can be described, the agency responsible for such enforcement can be examined, and two specific private sector workplace examples of religious and disability accommodation can be noted. Through the examination of these concepts one can gain a better understanding of equal employment opportunity and HRMRead MoreThe Equal Employment Opportunities Commission2311 Words   |  10 PagesThe Equal Employment Opportunities Commission (EEOC) is in charge of implementing government laws such as Title VII of the Civil Rights A ct, 1964 and Title I of the Americans with Disabilities Act of 1990 (ADA), which make it unlawful to oppress an occupation candidate or a worker in light of the individual s race, color, religion, sex, national origin, age, disability or hereditary data. (US Equal Employment Opportunities Commission, 2015) The laws apply to a wide range of work circumstances, includingRead MoreEqual Employment Opportunity At The Institute1998 Words   |  8 PagesSECTION II –Diversity- Equal Employment Opportunity The Institute provides equal employment opportunities (EEO) in all our employment practices to all employees and applicants for employment without regard to race, color, religion, national origin, gender, age, sexual orientation, gender identity, disability, genetic information, marital status, military status, or any other category protected by federal, state, or local laws. This includes prohibiting unlawful discrimination against those associatedRead MoreEqual Employment Opportunity Commission852 Words   |  4 PagesEqual Employment Opportunity Commission 2/21/2015 Providing a place of employment has lead to numerous benefits for employers and employees. When having a diversity of people working for a company, different types of personalities intermingle with each other on a day – to – day basis. Even though having a diverse group of people coexist in the workforce can serve a huge benefit to the company, it can also lead to problems amongst coworkers. In order to make sure everyone is treated fairly, theRead MoreThe Equal Employment Opportunity Commission2153 Words   |  9 PagesThe Equal Employment Opportunity Commission (EEOC) is the federal agency charged with the enforcement of Title VII of the Civil Rights Act of 1964,1 the Americans with Disabilities Act,2 and the Age Discrimination in Employment Act.3 Five commissioners appointed by the President and confirmed by the Senate govern the EEOC. Each commissioner serves a five-year term, and no more than three commissioners can be from the same political party.4 The President also appoints a General Counsel of the CommissionRead MoreEqual Employment Opportunity ( Eeo )1460 Words   |  6 PagesPhase 3 – Equal Employment Opportunity (EEO) Critical Thinking Questions: How will you ensure your company is an EEO Employer? As with our student population, we at the Northwestern Academy believe our teachers and faculty should be as talented as possible. This is the reason that qualifications are the primary consideration when considering potential applicants for our faculty. Race, religion, sex and gender will not be factors in who is hired. However, diversity not only brings advantages in

A Framework for Pursuing Diversity in the Work Place Free Essays

Case Analysis A Framework for Pursuing Diversity in the Work Place By Dr. Thomas Delong and Mr. Michael Brookshire Group Dynamics for Teams (HRDV 5560) Instructor: Dr. We will write a custom essay sample on A Framework for Pursuing Diversity in the Work Place or any similar topic only for you Order Now Innocent Nkwocha April 23, 2007 Team One Members: Alisha Carlton, Saundra Carr, Jeanna Dixon, Shereka Rhett, Sara Young Case Analysis A Framework for Pursuing Diversity in the Work Place Comprehend the Case Situation Mr. Thomas Delong and Mr. Michael Brookshire paper assesses the costs and benefits of pursuing diversity. They reviewed the primary barriers to creating diverse workplaces and propose options for companies’ interest in pursuing diversity in their organization.The fundamental reason for embracing diversity is the perspective on discrimination and diversity. Discrimination is an act or pattern of acts that affects the individual. Diversity is an attribute of an organization’s culture that has an impact on the entire organization. First of all, discrimination is easier to assess because discrimination laws seek only to determine whether an individual has been treated inequitably because of his or her demographic category. Diversity is a broader concept having to do with the overall climate of an organization and its composition of mixed constituents.It is important to note that discrimination in hiring generally precludes diversity, however, lack of diversity does not necessarily indicate discrimination. Identify the Problem/Formally State the Problem The federal law on discrimination has had legislative amendments since 1870 to the U. S. Constitution. Race was eliminated as a voting barrier (by the Fifteenth Amendment), gender in 1920 (Nineteenth Amendment), and class in 1964 with the prohibition of poll taxes (Twenty-Fourth Amendment). However the United States government did not officially outlaw discrimination in the workplace until the Civil Rights Act was passed in 1964.Since 1964, other laws were passed prohibiting overt discrimination. In 1965, President Lyndon B. Johnson signed an executive order requiring federal contractors to use affirmative action for minority employees. Affirmative Action is defined as an active effort to improve the employment or educational opportunities of members of minority groups and women. Later moves extended affirmative action to federal and state agencies. The federal affirmative action law has had several battles in the legal arena since 1978 (Regents of the University of California v. Bakke).The most recent being the Supreme Court interpretation of the constitutionality of affirmative action in 2003 in cases on the University of Michigan undergraduate and law programs. With this ruling, the court interpreted affirmative action as a means to a positive end not only for minorities but also for the organization in question. The Supreme Court also asserts that a diverse population benefits all members of an organization in a way that a non-diverse population would not. This far reaching standard has significant implications for business leaders and for their organizations.The team agrees that conceptualizing the effects of diversity will involve a change process. With the organization realizing change as ongoing and change in any part of a system eventually will affect all of its parts. There is a need for new approaches to influence policy toward diversity with organizational structure and communication. Policy will need to be reviewed for diversity in training programs, hiring and promotion patterns, and identifying and removing obstacles which may impede the attainment of diversity goals and objectives of the organization.The three main business rationales for having a diversity program will be reviewed and presented in this case study as first steps in pursuing diversity in the workplace: a. attraction and retention of employees, b. customer and supplier relationships, and c. workgroup performance. The most prevalent issue identified and should be addressed first is attraction and retention of employees. One must keep in mind that for any diversity effort to succeed, a substantial diversity effort requires senior management support, a vested champion, and a long payback period. Generate AlternativesThe scope of this case study will be comprised of overriding themes that emerged from discussion with team members after reviewing Dr. Delong and Mr. Brookshire’s paper. The overriding themes that emerged from these discussions are attraction and retention of employees, customer and supplier relationships, and workgroup performance. Some obstacles that are associated with these overriding themes when pursuing diversity in companies’ efforts are gender, race/ethnicity, sexual orientation, age, and ability, and an accumulation of disadvantages. These obstacles have led to failure for some diversity programs.Their failures are attributed to explicit and implicit biases and barriers to change. Also, pursuing diversity can entail significant up-front implementation costs in time and effort. Commitment of senior management is needed to have a viable diversity program. Processes that produce outcomes for women and minorities are similar in some ways – and in other ways they are different. There are non-conscious hypotheses that entail expectations or stereotypes associated with members of a group that guide perceptions and behaviors that influence the judgments of group members as well as non-group members.Gender and race influences group members’ expectations about how they will be judged. There are stereotypes about different social groups that vary along two dimensions: ocompetence (e. g. , skillful, competent, confident, capable, efficient, and intelligent) owarmth (e. g. , friendly, well-intentioned, trustworthy, ware, goddgood-natured, and sincere) Research has shown that these stereotypes in social groups are widely culturally shared. Both men and women hold stereotypes about gender, both whites and people of color hold them about race, and people are often not aware of them.These stereotypes are applied more under circumstances of ambiguity (including lack of information), stress from competing tasks, time pressure, and lack of critical mass. Hidden bias can cause hidden barriers. The hidden barriers are the subtle, day-to-day, small, trivial, and/or isolated behaviors that have a cumulative effect which distorts the playing field, conferring advantage on some while disadvantaging others. These barriers can be erected by individuals, either intentionally or unintentionally.They can also result from skewed/unfair organizational practices and will undermine a system in which the talented are chosen and moved ahead on the basis of their achievement. Examples of hidden barriers: †¢Using assumptions or stereotypes to guide an organizationsorganization’s decisions and interactions. –We can’t put Cynthia on that project – what would happen if the client were to find out she’s a lesbian? †¢Hiring and firing based on comfort and familiarity rather than credentials and experience. –We’ve got to hire John; he’s perfect for the job. He went to school with my sister; she said he’s great. Evaluate Alternatives and Select One By any reasonable definition of diversity, there are twotoo few women and minorities at major organizations to achieve and maintain diversity in their workforce. The situation differs across fields and departments and the impact of diversity obstacles is greater for race and gender. Overt gender and race discrimination is now very rare, but it is still an issue. There has been considerable progress within the last 20-30 years, but it has been painfully slow, especially for women and African Americans.The playing field is still not level. Therefore, It is important to consider carefully differences between gender and race/ethnicity, and their combined effects (e. g. , for women of color). After extensive research for strategies to address pursuing diversity in the workplace several alternatives were discussed by the team. After a lengthy discussion, three alternatives were identified as critical for a successful diversity program: employee attraction and retention, ? , and ?. The first alternative formulated is employee attraction and retention.The team recommendations are to conduct a study of the experiences of individual people of color, and women within the workplace culture. There are growing numbers of women who have earned undergraduate, graduate, and professional degrees. More and more of these well-qualified women have sought to pursue their calling in corporations and academic settings. It has been documented that gender and race biases influence group members’ expectations about how they are judged. These stereotypes are often widely culturally shared by both men and women, both.Both whites and people of color hold them about race, and. Most people are often not aware of them. They are applied more under circumstances of ambiguity (including lack of information), stress from competing tasks, and time pressure. These stereotypes can affect evaluations (evaluation of resumes, evaluation of job credentials, evaluation of minimum standards vs. ability, and letters of recommendation) concerning race and gender. It is important to note that gender and race problems result in biased evaluations for members of both groups.These biased evaluations have important consequences that accumulate over time. The National Academies (2006), Beyond Bias and Barriers, reported that, â€Å"Although scientists like to believe that they â€Å"choose the best† based on objective criteria, decisions are influenced by factors – including biases about race, sex, geographic location, and age – that have nothing to do with the quality of the person or work being evaluated. † In essence, these problems affect the careers of women and under-represented minorities.Companies seek excellence and diversity by retaining over 60% of the population, gain valuable contribution of the whole population, support diverse teams that produce better solutions, provide diverse experiences, and to be fair and equitable. The companies rea lize that by excluding women and male minorities, they are excluding the majority of people from their pool of applicants and employees. Diversity matters to companies because it opens up the environment for a wider range of people, skills, talents, and perspectives.More perspectives are taken into account in devising solutions to problems. When diversity is incorporated into the policies and procedures of an organization fewer things are taken for granted and more things are questioned. This strategy will address the under-representation of women and minorities with recruitment and retention. The company should begin this process with recruiting and retention strategies such as: †¢Recruit for diversity and excellence †¢Review search committee composition (Include people who are committed to diversity and excellence. †¢Job definition (Work with a single search committee for all positions, to allow opportunities for people with unusual backgrounds to emerge. ) †¢Advertisement (Consider advertising in venues that reach women and minorities (special subgroups of professional organizations, focused co nferences and workshops, etc. ) †¢Active recruiting (Ask employees who nominate candidates to identify other very strong candidates in the field, including women and minorities.Consider women and minorities who may currently be under-placed: those thriving at less well-ranked institutions. ) †¢Interviewing tips (Bring in more than one female and/or minority candidate: this disproportionately increases the likelihood that a woman and/or minority will be hired. Provide information about family-leave policies to all candidates. ) †¢Promote awareness of the issues (Encourage inclusion of women and minorities in the companies social life (lunches, conferences, etc. ) and decision-making of the departments) How to cite A Framework for Pursuing Diversity in the Work Place, Papers

Capital Position Of APN Outdoor Group †MyAssignmenthelp.com

Question: Discuss about the Capital Position Of APN Outdoor Group. Answer: Introduction: Capital structure of a firm plays an important role to identify the financial position, stability and performance of the company. This report depict about the capital position of the company and the impact of the capital structure over the performance of the company in terms of profitability and debt equity ratio. For analyzing the capital structure in a better manner, it is important to analyze the capital structure of the company. Company overview: APN outdoor group is an advertising company which helps its clients to promote their products and services through various sources. This company is enhancing its business rapidly through promoting and launching new services which could attract more customers to manage the business. Capital structure of company: Capital structure of the company has been analyzed. The debt of the company is $ 133 million and the equity of the company is $ 269 million. This depict that the best and equity ratio of the company is around 1:2 which depict that the company is required to enhance the debt level to manage the performance and level of risk of the company and this could also help the company to reduce the level of cost (Morningstar, 2017). Capital Structure Price Debt 133 Equity 269 402 0.49442 WACC: WACC is weighted average cost of capital which depict about the total average cost of the company which happens when company raises the funds through various source to meet the future expectation and invest into new projects (Bello, 2005). Through the calculation over the WACC of the company, it has been analyzed that the debt cost of the company is 0.02631 and cost of equity is 0.0838. The cost of debt has been calculated to identify the total cost of the company and for calculating the equity cost of the company, CAPM model has been calculated. Calculation of WACC Price Cost Weight WACC Debt 133 0.02631579 0.330845771 0.008706468 Equity 269 0.0838 0.669154229 0.056075124 402 Kd 0.064781592 Calculation of cost of debt Outstanding debt 133 interest rate 5 Tax rate 0.3 Kd 0.0263 Calculation of CAPM RF 2.40% RM 7.00% Beta 1.3 Required rate of return 8.380% (Morningstar, 2017) Comparison of capital structure: For comparing the capital structure of the company, Amscreen group limiteds capital structure has been analyzed. The debt of the company is $ 3460 million and the equity of the company is $ 34984 million (Goetzmann Kumar, 2008). This depict that the best and equity ratio of the company is around 1:9 which depict that the company is required to enhance the debt level to manage the performance and level of risk of the company and this could also help the company to reduce the level of cost. Key financial ratio of APN: Further, various financial ratios of the company has been analyzed to identify the financial stability, performance and the position of the company, following are some of the key financial ratios of the company: Financial Data Description APN outdoor group 2016 2015 Revenue 330.00 300.00 Cost of goods sold 7.00 8.00 Gross profit 323.00 292.00 Operating profit 72.00 62.00 Net profit 48.00 41.00 Inventory 1.00 1.00 Current assets 94.00 85.00 Receivables 69.00 63.00 Current liabilities 50.00 45.00 Payables 2.00 2.00 Equity 269.00 248.00 Total liabilities 451.00 389.00 Total assets 451.00 389.00 Description Formula APN outdoor group 2016 2015 Profitability Net margin Net profit/revenues 14.55% 13.67% Return on equity Net profit/Equity 17.84% 16.53% Liquidity Current ratio Current assets/current liabilities 1.88 1.89 Quick Ratio Current assets-Inventory/current liabilities 1.86 1.87 Efficiency Receivables collection period Receivables/ Total sales*365 76.32 76.65 Payables collection period Payables/ Cost of sales*365 104.29 91.25 Asset turnover ratio Total sales/ Total assets 0.73 0.77 Solvency Debt to Equity Ratio Debt/ Equity 1.68 1.57 Debt to assets Debt/ Total assets 1.00 1.0 Changes into the capital structure: Through the capital structure ratio of the company and various key financial ratios of the company, it has been analyzed that company is required to manage the capital structure in such a manner that risk of the company could be reduced and the cost level of the company could also be reduced. Company is required to decrease the level of debt more according to the industry level so that the cost structure of the company could become more reliable. Through last 3 years data, it is suggested to the company to reduce the debt level (Magaloni, Diaz-Cayeros Estvez, 2007). Evaluation: Through the financial ratios of the company, it has been evaluated that the position of the company has became more stable from last 2 years. Currently the net profit and the dividend position of the company have been enhanced and through which the investors have attracted more to invest into this company (Guiso Jappelli, 2008). Cost of capital importance: Cost of capital is the total capital which is paid by the company to the shareholders and debt holders of the company in consideration of their amount. Company always look for reducing the level of cost and at the same time, the risk related to the funds also is reduced. This depicts that cost of capital of a firm plays an important role to identify the financial position, stability and performance of the company. Alternative capital structure: Lastly, the capital structure of the company has been analyzed and it has been found that the firm must enhance the level of equity and must reduce the level of debt to manage the performance and stability of the company. The debt equity ratio of the company must be 1:7. References: Morningstar. (2017). APN outdoor group limited. Retrieved from https://financials.morningstar.com/cash-flow/cf.html?t=APOregion=ausculture=en-US as on 28th Sept 2017. Bello, Z. Y. (2005). Socially responsible investing and portfolio diversification. Journal of Financial Research, 28(1), 41-57. Goetzmann, W. N., Kumar, A. (2008). Equity portfolio diversification. Review of Finance, 12(3), 433-463. Guiso, L., Jappelli, T. (2008). Financial literacy and portfolio diversification. Magaloni, B., Diaz-Cayeros, A., Estvez, F. (2007). Clientelism and portfolio diversification: a model of electoral investment with applications to Mexico. Patrons, clients, and policies: Patterns of democratic accountability and political competition, 182-205. Morningstar. (2017). Amscreen Group Limited. Retrieved from https://financials.morningstar.com/balance-sheet/bs.html?t=01299region=hkgculture=en-US as on 28th Sept 2017.