Can you write me an 1800-2000 word paper? I will provide you with the instructions and notes.

We're the ideal place for homework help. If you are looking for affordable, custom-written, high-quality and non-plagiarized papers, your student life just became easier with us. Click either of the buttons below to place your order.


Order a Similar Paper Order a Different Paper

Can you write me an 1800-2000 word paper? I will provide you with the instructions and notes.

Can you write me an 1800-2000 word paper? I will provide you with the instructions and notes.
Information on the Final Report Complete 1800-2000 words essay on “Japanese companies promoting diversity management.” Y ou can set your own title for this report, but the essay should cover the following issues: – State why a company should make effort to pr omote diversity management. – How Japanese companies can pr omote diversity management effectively? – What ar e the expected obstacles a company is likely to face, and how can a company over come those obstacles? – For the above topic, pr esent your own ideas with any evidence, data, and a case study to support your opinions. ● Format-free, but APA style is preferred. ● Make sure to include a reference list.
Can you write me an 1800-2000 word paper? I will provide you with the instructions and notes.
Week 13 U N D E R S TA N D I N G T H E C U R R E N T S I T U AT I O N O F J A PA N E S E E M P LOY M E N T A N D T H E C H A L L E N G E S FA C I N G AGENDA FOR TODAY This week, we will focus on the following topic:  General features of Japanese employment and trend in Japanese labor market  New Graduate Recruitment Update  Japanese Companies Hiring Foreigners – Current situation and concerns  Assignments for this week – Submition required ※ Read through PPT slide, watch video, and answer to the questions. Feature of Japanese Employment ◆ Lifetime employment; ◆ Seniority wages; ◆ Mandatory retirement; ◆ New -grad collective recruitment (A) Trend in Japanese Labor Market The number of employees is increasing for women (15 -64 years old) and the elderly (65 years old and over), while for men (15 -64 years old) has been decreasing since peaking in 1997. By regular and non -regular, males (aged 15 -64) have been declining over the long term, but females have increased since 2015. According to the latest public survey, women’s consciousness of having a job, the answer “It is better to continue working even if I have children” reached 61.0%, ever since the start of the 1992 survey. Increase in working population of women (15 -64 years old), approximately 67.4% (2017) Working population over age 65, about 23% (2017) At the age of 60, many older workers in Japan continue to work but on fixed -term contracts. These jobs typically involve significant wage cuts and underutilization of their skills. Childcare Leave According to the survey conducted by the Ministry of Health, Labor and Welfare, the childcare leave acquisition rate by gender in 2017 was 83.2% for women (+ 1.4% compared to the previous year) and 5.14% for men (+ 1.98% compared to the previous year). Although the rate of taking childcare leave for men is still low compared to women, the rate of growth has been increasing steadily, especially in recent years. Vacation The average paid leave days granted per year is about 19 days, of which the average number of days taken is 9 days. In traducing flex -time about 5%. Job change The number of job changers has been increasing over the long term. 30% of employees who graduated from university graduates are leaving within 3 years Continue: Features of Japanese recruitment and labor market https://exporttojapan.co.uk/guide/hr -recruitment/hiring -in -japan/ There are very limited information on Japanese labor market and recruitment system delivered in English, however, here is an interesting video in English providing useful information on recruitment system in Japan and Japanese labor market. Take your time and watch the video for your further understanding: (B) Trend in New Graduates Recruitment ✓ Basic approach to collective recruitment of new graduates 22.1% of companies increased the number of planned hiring from the previous year by 6.1 points . Companies‘ willingness to hire has recovered in 2022. Regarding the number of planned hiring of 2021 graduates, “Same as last year” was the highest at 69.3 %. More than 20% of the 2021 graduates “decreased (from the previous year)” the number of planned hiring due to the corona crisis, but after 2022 graduates, the number of “increased” has increased for the second consecutive year. It can be seen that the willingness to hire is on a recovery trend . ✓ The most common reason for companies implementing spring collective recruitment is “Because of the ability to secure a young workforce efficiently” (80.8%) , “Can train the workers efficiently in a long -term”( 64%) Trend in New Graduates Recruitment – continued ⚫ The number of companies with the impression that they want to hire fewer students than in the previous year increased . When asked about their impressions of the students who applied, 54.5% of the respondents answered that they had the same general impressions as in the previous year, but 25.2% said that they had fewer students than in the previous year, an increase of 9.1 points from the previous year. ⚫ When companies were asked about the reasons for their current level of satisfaction, companies with few students who wanted to hire said that their aptitude and aspirations were not as high as in previous years, and that they had been unofficially selected as students whose abilities and company matched them well. Trend in New Graduates Recruitment – continued ⚫ The percentage of those who conducted interviews and informal job offers between March and May was about the same as 20 2 0 graduates . ⚫ Looking at the four -year comparison of the ratio of interviews and unofficial job offers from March to May, the ratio of interviews and unofficial job offers in March was almost the same as 20 2 0 graduates . ⚫ Looking at the implementation status of activities since April, the implementation rate, which had declined for 2021 graduates in the first year of the corona crisis, has recovered to the pre -coronavirus rate for 2022 and 23 year graduates. ⚫ Approximately 90% of companies plan to continue hiring new graduates in 2024. ⚫ More than 80% of companies hire new graduates with the expectation that they will be active after the third year of employment . ⚫ On the other hand, a ccording to a survey by the Japanese government, more than 30% of university graduates leave their jobs within three years . If you think that 10 people will be hired and 3 people will quit within 3 years, you can realize that it is a large number. Issues of New graduate recruitment – high turnover Form the results of the survey are published in the “Status of Turnover of New Graduates Employed “by the Ministry of Health, Labor and Welfare Issues of New graduate recruitment – high turnover (continued) ⚫ The turnover rate is highest in the first year and decreases in the second and third years. From this data, we can see that it is important to reduce the turnover rate in the first year in order to reduce the turnover rate of new graduates . ⚫ In the future, it is expected that it will become more difficult to recruit human resources due to the impact of the declining birthrate. Therefore, reducing the early turnover rate is the key to reducing hiring and training costs, and ultimately to future corporate growth. Online Recruting Activities ⚫ Regarding online recruitment activities. “ Conducting ” web seminars for 2022 graduates was 86.5% of the companies that answered. ⚫ Compared to the same period of the previous year (68.6%), it increased by nearly 20 points. Although the number of companies conducting self -promotion videos and video interviews is small, it exceeded the survey for the same period of the previous year, and an increasing trend can be seen. ⚫ The implementation rate of online interviews has further increased from the dramatic increase in the previous year’s survey (73.4%), exceeding 80% (81.0%). Due to the effects of the prolonged corona disaster, web interviews became mainstream, and there were many cases where job offers were made without ever meeting face -to -face. Regarding the hiring of new graduates in the next fiscal year, “hiring as much as this term” was the highest at 34.2%, followed by “strengthening the hiring of new graduates” at 24.5%. The research shows that the hiring new graduates process has not been is stopped in 2020 during the coronavirus epidemic. However, as of September, 22.6 % of the companies answered that they have not decided on a hiring plan for the next fiscal year, and 3.9% of the companies answered that they would reduce the number of new graduates hired. This shows that the coronavirus epidemic has little effect on the number of applicants. Moreover, we can assume that c ompanies will continue to focus on hiring new graduates. Regarding the image of human resources and recruitment standards required for recruitment activities, 33.1%companies answered that “the image of human resources and recruitment standards required in this year have changed significantly.” Compared to FY2019, it increased by 26.5 points (6.6% → 33.1%), indicating that the desired human resources image and recruitment criteria have changed significantly due to the influence of the coronavirus epidemic. Due to the recent rise in the university entrance rate, “university graduates” account for more than 60% of human resources. In addition, compared to last year (2019), the hiring of “junior college / technical college graduates” is emphasized (8.3% → 13.5%), and there are many “specialized / technical jobs” among the occupations that are being recruited with priority (48.1%). From this, it can be seen that they are actively hiring human resources who can be “ready to work ” by acquiring skills and knowledge before joining the company. Japanese companies appealing to the students According to the recent survey, r egarding the items that should be appealed in the recruitment publicity in the future, “Working on SDGs (31.6%)” ranked first. In addition, 21.2% of listed companies answered that they are “ working on diversity and inclusion, ” which greatly exceeds the 6.4% of unlisted companies . It can be seen that there is a strong tendency among companies to conside r that it is important to appeal their stance to promote diverse values and work styles, including initiatives for the SDGs. Hiring foreigners in Japanese Companies Now, let’s look at the trend in Japanese companies hiring foreigners. Research shows that 60% of companies are positive about hiring foreigners. The question “Are you currently hiring foreigners?”, 29% companies answered that “currently hiring ”, “w e are not hiring now but are considering” (33%) . In addition, 62% of companies are willing to hire foreigners in the future . The research shows that many companies are interested in hiring foreigners, however, The research revealed that there are few obstacles or concerns facing Japanese companies. Research conducted by Engage ( https://en -gage.net/ ) Number of valid responses: 2,263 companies Survey period: June 18th to July 19th, 2019 S ales and C ustomer S ervice (26%) IT/WEB/Game/Communication Engineers (15%) Sales P osition (11%) M edical / welfare / education personnel (11%) P lanning / office work (11%) , Electrical / Mechanical Engineers (9%) Interpreters / Translators (8%) Creative Position (4%) Consultants (2%) Construction / Civil Engineers (1%), Security/ Cleaning staff (1%) Others (4%) * Limited number of annual intake, less than 3 foreign graduates. The job category of hir ing foreigners This table shows the job category of foreigners hired by companies: The purpose of hiring foreign students Regarding the purpose of hiring foreign students, “to secure excellent human resources regardless of nationality,” which was ranked first in the survey conducted in the past, also ranked first. Next, the newly added option “because there was an application” occupies the top position, and many companies hired international students who had no plans to hire at first but had contact with them and met the hiring criteria. Regarding future hiring plans, 57.2% of the companies answered that they “want to actively hire” or “if there are good people, they will hire”, accounting for more than half. 2020 Graduate Foreign Student Recruitment Situation Survey By Mynavi Corporation Global Recruitment Planning Business Office Survey period: November, 2019 -December, 2019 1,209 valid responses Challenges for hiring foreigners The top three reasons for not hiring or considering hiring foreigners are “underdeveloped education and training,” “concerns about Japanese language ability,” and “complexity of administrative procedures.” There is little know -how in hiring foreigners and education and training, communication problems between employees (limits of the work environment centered on Japanese language), complicated welfare support for foreign employees, the higher priority of utilization of elderly and female employees than foreigners are major obstacles of hiring foreigners. However, with the rapid progress of globalization, there is an urgent need to secure excellent human resources and promote diverse human resources in an organization, and the interest of companies in hiring foreigners is increasing. Continue: Hiring Foreigners Although the hiring method for foreign countries has not been well -established at present, it is a fact that many companies want to hire positively if there are good international students. Therefore, it is critical that foreigners (international students) themselves to collect Japanese labor market and company information and actively contact companies may be a step that leads to hiring for international students . Learning Outcomes for Today Now, in order to enhance your understanding in Japanese employment trend, take your time to answer to the following questions: A. What is the major obstacles for Japanese company hiring foreigners, and what are the effective measures to be taken to promote foreign workers? How would you convince Japanese managers? B. Do you think Japanese companies should continue to hire new graduates, or terminate and shift to year -round recruitment? State the reasons. The answer to the above questions should be submitted via DUET no later than 6 th January. (word, free format)
Can you write me an 1800-2000 word paper? I will provide you with the instructions and notes.
UNDERSTANDING HUMAN RESOURCES MANAGEMNT SYSYTEM IN ORGANIZATION WEEK 5 ✓ W ent to work even when someone had a fever of 39 degrees or higher. ✓ Travelling Saturday and Sunday for a business trip. Returned home late on Sunday night, but and got up again at 6:00 on Monday morning, and went to work as usual. N ap (siesta) system. Entertainment leave Broken Heart Leave Development (study) Leave Want go to the Disneyland on weekdays! W ant to que up for the release day to buy the game! In case an employee finds it difficult to perform normal duties due to a broken heart or divorce. Allows to take up to five consecutive days off once a year for the purpose of self -development , such as acquiring qualifications and studying. Rock – Leave Can use to “Rock ” (move and impress) the hearts of yourself and anyone you want. Discussions 1. Why does the company introduce a unique HR system? 2. Does it matter to you when you choose a company to work for, and why? FOUR CRITICAL MANAGEMENT RESOURCES V arious elements and abilities that are useful in managing a company. PRODUCTS (equipments and devices) INFORMATION HUMAN RESOURCES MONEY (funds) H UMAN R ESOURCES M ANAGEMENT SYSEM Performance Management Recruitment & assignment Training and Development Organizational structure HRM model Reward Organizational Philosophy, Strategy, Mission Successful management is – a chain of communication within the organization that develops the company’s philosophy, values, vision, goals, and strategies W hat do all businesses have in common regardless of the product or service? “Employees” Definition: Human resource management (HRM ) is defined as a system of activities and strategies that focus on successfully managing employees at all levels of an organization to achieve organizational goals. Employees are the human resources of an organization and its most valuable asset. To be successful, an organization must make employee productivity a major goal, and develop a high -performance and effective workforce. In the 1920 s, a Harvard research group implemented the “ Hawthorne studies”, which focused on changing the physical work environments of employees to assess any changes in their work habits . The Hawthorne studies showed that people’s work performance is dependent on social issues and job satisfaction . The studies concluded that tangible motivators such as monetary incentives and good working conditions are generally less important in improving employee productivity than intangible motivators such as meeting individuals’ desire to belong to a group and be included in decision making and work . MILESTONE OF HRM • The implicit nature of Japanese employment relationships is very different from the explicit nature of Western style employment relationships. • In an implicit contract, the job description and range of responsibilities are not clearly defined, and any directive from the company must be followed even if the tasks involved are not directly related to one’s job. F E A T U R E O F J A P A N E S E E M P L O Y M E N T S Y S T E M A N D H R M Western (Job – type) employment  For each job, describe the job content and required skills in a ” job description “, Assign employees with skills that match the job . Job scopes are clearly defined and occupational established for each job or position.  Recruitment is based on job type, and internal transfers are based on an open recruitment system.  E mployees build their own careers. Career is employee ( Self -responsibility )  F ixed -term workers . ※ https://unjobs.org/vacancies/1666361609159 F E AT U R E S O F J A PA N E S E E M P L O Y M E N T S Y S T E M ◆ Lifetime employment; (job security) ◆ Seniority wages; ◆ Mandatory retirement; (R etirement benefits based on long -term employment) ◆ New – grad collective recruitment (company is responsible for training employees in a long term) ※ Recruited based on “potential”. Problems with the Japan Employment System  Unable to measure/ evaluate individuals  disparities between large companies and SMEs  low mobility of human resources  experience at other companies, re -learning, specialized qualifications, graduate school degrees are not properly evaluated  overemphasis on hiring new graduates  do not place value on the diversity of human resources  work styles are rigid due to unclear division of duties and responsibilities (unable to work flexibly in terms of time and place) D I S C U S S I O N S ➢ Which do you prefer to work for, a Japanese employment system or a Western type of employment system, and Why? ➢ Consider the strengths and weaknesses of each system. (from both employers and employees perspectives) ➢ Write down the summary of discussion, and your own ideas. LEARNING OUTCOMES FOR THIS WEEK ✓ Define human resource management . ✓ What is the importance of training employees? What type of training have you received as an employee (or as a part -time worker)? Was it successful? What kind of effects and /or changes could you see in yourself after receiving training?
Can you write me an 1800-2000 word paper? I will provide you with the instructions and notes.
LONGEVITY COMPANIES – EXAMPLE OF JAPANESE COMPANIES THAT HAVE ACTIVELY RESPONDED TO MARKET CHANGES WEEK 3 Good for the Seller Good for the World /Society Good for the Buyer SANPO YOSHI (Three -way Goods) MODEL Japanese Management Philosophy Conduct research and choose one longevity company anywhere in the world that has a long history (more than 100 years). Look into a management philosophy (or corporate value/mission) and see if it meets Sampo -Yoshi concept. Take notes and bring it to the next class on 17 th Oct. * Does not need to be Japanese company, but can be any foreign company of your choice. DISCUSSIONS ➢ Share with your class mates the company you have chosen, and the reasons. ➢ Write down o n the sheet . EXAMPLE OF COMPANY THAT HAVE ACTIVELY RESPONDED TO MARKET CHANGES TORAYA COMPANY PROFILE: Toraya Confectionery Co. Ltd. •Founded : Early in the 16 th century (latter period of the Muromachi era) •Capital :24 million yen •Number of Employees :951 (as of June 1, 2020) •Sales :18,504 million yen (results of FY 2019) •Business :Manufacture and distribution of traditional Japanese confections • For example, “Toraya” is a company that has been selling for 260 years, but interestingly, its taste continues to change according to customers’ tastes . • Furthermore, by expanding TORAYA CAFE, they are also changing the business strategy . • Since it changes from product sales to the café/restaurant business, employees must also be trained accordingly . • One of the feature of the long -lived company is that it has positively responded to the changing needs of markets and customers . • E ven though long -lived companies seem to stick to one business type, they are actually undergoing significant changes . https://global.toraya -group.co.jp/pages/company Unchanged tradition Change in response to the flow of the times Customer -first principle Response to customer needs related to products and services Quality -oriented Sales channel change according to the times Maintenance of the manufacturing method Establish new businesses on the premise of reduction of the main business Focus on employees Adapt the interpretation of family tradition to the times Maintain management philosophy “Tradition” and “Innovation” in Longevity Companies Reference: Tetsuya Ogata (2016) “Sustainable management of long -lived companies in Japan”, Gifu Keizai University Discussion Paper (Translated and edited by N. Konishi) ① Succession of management philosophy The source of the strength of long -lived companies is that the management philosophy is firmly rooted, and even if the economic environment changes temporarily, it will not change. ② Human resource development and education Enthusiasm for human resource development, value people, and believe that there is no growth if there is no human growth. ③ Improve employee satisfaction Integrate customer satisfaction, employee satisfaction, and corporate satisfaction (revenue) consistently. SEVEN FEATURES AND CONDITIONS OF LONGEVITY COMPANIES (1) Tsoureki Kimiyuki “Long -established secrets that have been loved over time” SEVEN FEATURES AND CONDITIONS OF LONGEVITY COMPANIES (2) ④ Co -existence and mutual prosperity with business partners It is to practice the “three -way goods” of the seller, the buyer, and the world. Rather than expanding sales or competing with other companies, the basic philosophy underlined is the “three -way goods”. ⑤ Active capital investment Borrow from financial institutions with the brand power of a longevity company, and make aggressive capital investments ahead of other companies. ⑥ Marketing practice adapted to the times It is to select excellent customers and appropriately allocate the amount of communication according to the sales activity process. ⑦ Do all the common tasks properly Continuing to do everything you need to do thoroughly such as cleaning, greetings, and regular visits to customers, will make absolute difference from other companies. Assignment 1 : Analyzing the longevity company 1, First, choose one longevity company anywhere in the world that has a long history. * Does not need to be Japanese company, but can be any foreign company of your choice. 2, Analyze if the company meets the condition of “Seven Features and conditions of longevity companies” as well as “Sampo -Yoshi” management philosophy or not. Find out for yourself how the company of your choice has changed and grown over time. HOW TO PREPARE YOU R PRESENTATION STRUCTURE AND CONTENTS OF THE PRESENTATION Follow the following structure: ⚫ 1 st page: Company name and your full name with Student No. ⚫ 2 nd ~ 4 rd page: page, Company profiles e.g. year established, locations, business fields, nos. of employees and any additional information of the company. ⚫ 5 th page ~ details of your analysis and summary of your findings ⚫ References shown in the final page. • Presentation slide should be minimum 8 pages, no more than 10 pages total . • Free format ORDER OF PRESENTATION ➢ WEEK 7 7 th November : Presentation 1 ( by Seniors 4 th year and 3 rd year students) ➢ WEEK 8 14 th November: Presentation 2 (3 rd year and 2 nd year students) ➢ WEEK 9 21th November: Presentation 3 (2 nd year students) ALL students have to submit the presentation slide via DUET by the end of November
Can you write me an 1800-2000 word paper? I will provide you with the instructions and notes.
WEEK 1 2 : PROJECT CYCLE MANAGEMENT (PCM) – LOGICAL FRAMEWORK APPROACH CLASS OBJECTIVES After this class, you will be able to: ✓ Understand the nature of project and key features of PCM cycle ; ✓ Understand different stages of PCM cycle; ✓ Experience the process of participatory approach and logical thinking ✓ Developing problem analysis tree to identify the cause and effect of social problem by yourself. Project Cycle Management (PCM), is a set of project design and management tools based on the Logical Framework Approach . PCM is a globally popular approach since the 1990s. Now, it is used not only in the area of development by various donors, but also in private companies, and in national and local governments. What is PCM? Planning Implementation Evaluation PCM is a method of efficiently managing and operating a project through a series of cycles of “planning → implementation → evaluation ”. THE ABILITIES THAT JAPANESE COMPANIES EXPECT FROM NEW GRADUATES 1 st , Problem setting/solving ability 2 nd , Logical thinking ability 3 rd , Creativity 4 th , Listening ability 5 th , Communication skill 6 th, Ability to utilize information and data analysis 2021 Recruit Research LIMITED TIME FRAME LIMITED RESOURCES (BOTH BUDGET AND HR) CLEAR TARGET AND OBJECTIVE HAVE CLEAR START AND END A project is a series of activities aimed at bringing about clearly specified objectives within a defined timeframe and with a specific budget. ✓ Ensure accurate and logical project management ✓ Reflecting various needs of stakeholders (participatory approach) ✓ Improve Transparency ✓ Promoting effective communication (ensure consensus) ※ See attachments for more in details FEATURES OF PCM • Step 1: Stakeholders Analysis • Step 2: Problem Analysis • Step 3: Objective Analysis Analysis Stage • Step 5: Project Design Matrix (PDM) • Step 6: Appraisal • Step 7: Implementation Planning Stage A number of parents worried about raising children are increasing Lack of skills and knowledge of child caring Lack of support Children do not grow as expected STEPS FOR PROBLEM ANALYSIS AND PROJECT DESIGN 1. Make group of 3 or 4. 2. Discuss and agree upon one employment problem in Japanese companies ※ PCM is a participatory approach that promotes communication and mutual understanding, therefore, Every person must convey one’s idea (sitting quietly is NOT enough) STEPS FOR PROBLEM ANALYSIS AND PROJECT DESIGN 1. Make group of 3 or 4. 2. Discuss and agree upon one employment problem in Japanese companies 3. Conduct problem analysis and complete a problem tree in a sheet Basic rules to remember: 1, Since it is a “Problem Analysis”, always write in negative sentences; 2, Since it is a participatory approach , analyze from various perspectives, e.g. economic, society, culture, tradition, considering various stakeholders 3, The problem tree needs to make as wide as possible by analyzing it as details as possible without digging vertically. This analysis will be the basis for selecting the next step project. PCM Exercise: Problem Tree Analysis Pick one proble m you can see in Japanese companies = This will be your “Central Problem” Start analyzing the problem. Start from the central problem, then moving downwards, considering the following relationship. CAUSE EFFECT Write a direct cause of the above box Central Problem In this box, you write a direct cause of central problem In this box, you write a direct cause of central problem In this box, you write a direct cause of central problem Problem Tree Analysis Write down a central problem CAUSE EFFECT CAUSE EFFECT Cause of the above box Continue with Effect -Cause relationship STEPS FOR PROBLEM ANALYSIS AND PROJECT DESIGN 1. Make group of 3 or 4. 2. Discuss and agree upon one employment problem in Japanese companies 3. Conduct problem analysis and complete a problem tree in a sheet 4. Discuss the possible project to solve the proble m APPLICATION OF PROBLEM ANALYSIS After you graduate the university, you will face with various problems (issues) in real life. You are required to have the ability to identify a major problem and solve problem accurately and timely. This problem analysis method is also useful for self -analysis (especially finding and solving your own improvement points), so it is recommended that you keep in mind on a daily basis.
Can you write me an 1800-2000 word paper? I will provide you with the instructions and notes.
ENGAGING PRIVATE CORPORATIONS WITH THE SDGS AND PROMOTING CORPORATE SUSTAINABILITY WHAT IS SDGs? ? The 2030 Agenda for Sustainable Development (the 2030 Agenda) is a set of international development goals from 2016 to 2030, which was adopted by the UN Sustainable Development Summit held in September 2015 building. SDGs consisting of 17 goals and 169 targets in order to eradicate poverty and realize a sustainable world. The SDGs are universal goals applicable, not only to developing countries but also developed countries, and pledge “Leave no one behind.” through the implementation process. National Government Academics and Experts Private Sectors Civil Society and Media UN (SDGs) ✓ Development policy target, and programs ✓ Developing data and indicators ✓ Formulating regulations and budget ✓ Conducting monitoring and evaluation ✓ mechanism and reporting ✓ Proving input and advice on policy development ✓ Conducing research and prepare policy papers ✓ Developing data and indicators ✓ Capacity building ✓ Conduct evaluation ✓ Information dissemination and advocacy ✓ Facilitating programs, seminars and capacity development ✓ Conducting monitoring and evaluation ✓ Advocacy within private sectors ✓ Funding resources ✓ Proving innovation and technology ✓ Facilitation programs ✓ Capacity building Working towards achieving SDGs ~ Different roles and collaboration chart SDGs and B usiness ◼ The participation of corporations is essential in order to achieve SDGs. ◼ The SDGs present an opportunity for business -led solutions and to be developed and implemented to address the world’s biggest sustainable development challenges. employing people and leading innovation technologies . They are also extremely important as a source of funding . The SDGs are anticipated to generate at least US$12 trillion worth of market opportunities by 2030 Reference: METI, “The Guide for SDG Business Management Why Private Sectors Work on SDGs?? ✓ SDGs are merely international development goals and are not binding, although they provide guidance for action ✓ The theme is too big for individual private companies to work on. There is no obligation to work on it. THEN WHY?? FACTORS THAT CONNECT PRIVATE COMPANIES AND THE SDGS External pressure ⚫ Control global warming ⚫ Responsible corporate behavior ⚫ Financing Benefits of the company itself ⚫ Branding ⚫ Develop a sustainability corporate strategy PARIS – An aid group for Uyghurs and other parties have filed a complaint with a Paris court against four fashion giants including Japan’s Uniqlo Co. over alleged forced labor of Uyghurs in China. E NVIRONENT S OCIETY G OVERNANCE •Exhaust raw materials, energy, w ater •Exhaust to the atmosphere, wastewater and waste •Employment, labor relations, occupational health and safety, training and education, diversity Equal opportunity, child labor, human rights •Diversity in Board members, procurement practices, anti – corruption, anti -competitive act, tax ESG: Management information other than financial (e.g. profits and losses) information . ESG investment and investee companies’ efforts toward SDGs are in a two -sided relationship Important ESG issues for companies Who are the users of non -financial information? Multi -stakeholder (= Local communities, business partners, consumers, employees, NGOs, investors, etc.) • Get information that will help make medium – to long -term investment decisions. • Utilize the information in the situations such as commercial transactions, consumption behavior, employment, and job hunting. TWO PHASES OF SDGS IMPLEMENTATION PROCESS BY THE COMPANY A “Organize past achievements” process • Link SDGs targets with the company’s business / activities. ✓ It will be an opportunity for employees to become aware that SDGs are familiar to them. ✓ Explain the status of SDGs initiatives to investors, business partners, consumers, job hunters, governments, etc. B “Draw a future image and set goals” process • Identify what your company should do to grow sustainably. • Set performance indicators and monitor them regularly. ✓ Clarified efforts for sustainable growth and stimulate in -house innovation. About SDGs (UNDP HP) https ://www.undp.org/content/undp/en/home/sustainable -development – goals.html Group discussion: Make a group and select a company ※ You can pick the company of your presentation Discuss how business , operations and service of the company of your choice link to SDGs, and identify SDGs specific goals . TWO PHASES OF SDGS IMPLEMENTATION PROCESS BY THE COMPANY A “Organize past achievements” process • Link SDGs targets with the company’s business / activities. ✓ It will be an opportunity for employees to become aware that SDGs are familiar to them. ✓ Explain the status of SDGs initiatives to investors, business partners, consumers, job hunters, governments, etc. B “Draw a future image and set goals” process • Identify what your company should do to grow sustainably. • Set performance indicators and monitor them regularly. ✓ Clarified efforts for sustainable growth and stimulate in -house innovation. WHY WORKING on SDGs?? ⚫ Certification of SDGs • SDGs are a wide range of effort goals but formal certification does not exist ⚫ There are no international standards or registration audits like ISO. Contributions / efforts to achieve the SDGs are self -reported . Judge = public eyes through SNS etc. SUMMARY: WHY PRIVATE SECTORS WORK ON SDGS?? Companies actively working on SDGs because… • Attract multi -stakeholders’ attention (especially youth!) • Expanding the market and securing excellent human resources Companies indifferent to SDGs …. . • Can’t attract multi -stakeholders ’ • Can’t secure excellent human resources • Exclude from market Strong interest in millennial social and environmental sustainability Branding GROUP DISCUSSIONS 1, Do you think the SGDs activities of Japanese companies are sufficient or insufficient? Discuss the reasons. 2, How should Japan proceed with SDGS activities? Share your thoughts with others. I N F ORM A T I O N O N TH E “FIN A L R E P O R T ” Complete 1800 -2000 words essay on “Japanese companies promoting diversity management”. You can set your own title for this report, but the essay should cover the following issues: ✓ State why a company should make effort to promote diversity management. ✓ How Japanese companies can promote diversity management effectively? ✓ W h a t are the expected obstacles a company is likely to face, and how can a company overcome those obstacles? • For the above topic, present your own ideas with any evidence, data and a case study to support your opinions. Format free, but a reference list should be attached. Deadline: No later than 23r d January 2023 .Grade of those who submit after the deadline will be deducted . Submit via DUET
Can you write me an 1800-2000 word paper? I will provide you with the instructions and notes.
Understanding diversity in organization ⚫ Theory and definition of diversity ⚫ Advantages/Benefit and Difficulties of promoting diversity culture in business ⚫ Diversity and Inclusion Management : Int’l case studies H UMAN R ESOURCES M ANAGEMENT SYSEM Performance Management Recruitment & assignment Training and Development Organizational structure HRM model Reward Organizational Philosophy, Strategy, Mission Basic organizational components HUMAN RESOURCES GOODS / SERVICE INFORMATION FUNDS Common Goals Collaboration Communication Successful management is – a chain of communication within the organization that develops the company’s philosophy, values, vision, goals, and strategies PRIMARY & SECONDARY DIMENSIONS OF DIVERSITY Diversity Wheel Primary dimensions (core elements) Secondary dimensions Marilyn Loden, “Workforce America! Managing Employee Diversity as a Vital Resource,” McGraw -Hill Professional Publishing, 1990 Diversity management – diversity and Inclusion Diversity management is to improve the productivity of an organization by accepting the individuality (differences) of the human resources in the organization , and creating a system and environment in which each person can demonstrate their abilities. Diversity management – diversity and Inclusion Organizations that do address diversity typically tend to do so by focusing on underrepresented (minority) groups . Concept of “ Minority groups” may be different in work settings. Presiden t(U. S) International Staff Local Staff (U. S) World Bank (HQ in N.Y) Director (E. U ) International Staff Local Staff (Frenc h) President (JP N ) International Staff Local Staff (PH L ) UNESCO (HQ in Paris) Asian Development Bank HQ in Manila Concept of “ Minority groups” may be different in work settings. The Newest Diversity Challenges ➢ Globalization – people, information, market place and more.. ➢ AI – development of technology ➢ Sustainability and green economy ➢ Change of demography – aging society , increasing immigration !! The concept of diversity changes with the times. Various social changes also influences the concept of diversity. Advantages: Diversity is highly beneficial to both companies and employees: 1. Facilitating inclusive culture of diverse team with different backgrounds offer more opinions and ideas, more solutions, and more creativity so managers can decide the most efficient and advantageous path to take ; 2. Has a positive impact on securing human resources (recruitment and retention) ; 3. Individuality is respected , co -workers can learn from one another and the team grows and becomes stronger because of its diversity; 4. Helps reduce discrimination lawsuits and promotes a positive business image. 5. Expanding opportunities for success – Diversity management will increase the number of existing assignments and division of roles. There will be more opportunities for each employee to play an active role. Advantages (continued) : Diversity management issues  Communication failure is likely to occur, it is difficult to reach agreement;  Cause failures in working relationships, decreased productivity, and overall lack of motivation in the team.  It is likely to be confused (teamwork, performance inefficiency), and the company’s HR process may be complicated (complaints likely to occur); Managers and employees must overcome these obstacles and promote diversity in a positive manner. Individual and Organization Levels Diversity competencies Intra -personal Diversity sensitivity , Integrity with difference Inter -personal Interacting with difference , Valuing difference Group Team inclusion , Managing conflict over difference Organization Embedding inclusion Different stages of diversity and competencies UN Core Value of Respect for Diversity Work effectively with people from all backgrounds 01 Treat all people with dignity and respect 02 Treat men and women equally 03 Show respect for diverse points of view 04 Examine own biases and behaviors 05 Do not discriminate against any individual or group 06 International Case Study: Diversity and Inclusion – Effective Diversity Management The objective: to maximize the global power of diversity with the intention of maximizing the business results and further building competitive advantage for the company. The approaches used to integrate diversity are; 1. the mentoring programs, 2. resource groups, and 3. the Diversity University. https://www.jnj.com/ employee -resource -groups Johnson & Johnson Diversity, Equity and Inclusion Policy (jnj.com ) The Chief Diversity Officer for instance is accorded the privilege to communicate directly to the CEO and the Chairman on any concerns of diversity. Full commitment of top level management. In order to make diversity management successful – ⚫ Diversity is linked to company’s strategic vision ⚫ Management takes responsibility for setting the climate ⚫ Systems and procedures support diversity and inclusion in all decision -making processes ⚫ Recruitment, evaluation, promotion and employee development practices are continuously monitored. ⚫ Awareness education is an organization ’s priority ⚫ Re wards are based on results rather than traditions ⚫ Good balance of demography and skill -mix Discussions ⚫ Why it is important to promote diversity in the organizations? ⚫ W hat are the expected obstacles when a company tries to promote diversity management?
Can you write me an 1800-2000 word paper? I will provide you with the instructions and notes.
SANPO YOSHI (Three – way Goods) – Understanding the characteristics and strength of Japanese longevity companies WEEK 2 NAOMI KONISHI Basic idea of SAMPO – YOSHI management • It is the way of thinking and philosophy in the business of Omi merchants , one of the three major merchants in Japan, along with Osaka merchants and Ise merchants . • The idea of respecting the interests of various stakeholders surrounding a company in this way is similar to the stakeholder theory, which is the central theory of modern business ethics. • Considering that stakeholder theory began to appear in earnest in Europe and the United States after the 1970s, it can be seen that the idea of Sampo – yoshi had permeated commerce before that. Stakeholders are, those interested in a company, specifically customers, employees, employees’ families, society, business partners, shareholders, banks, and so on. WHAT ARE “ STAKE HOLDERS” OF A COMPANY?? Good for the Seller Good for the World/Community Good for the Buyer SANPO YOSHI (Three -way Goods) MODEL SANPO YOSHI (Three -way Goods) MODEL Good for the Buyer Customers actually pay for ” value ” rather than the product itself. The buyer can get a feeling of satisfaction and happiness by paying his / her own money, that is different from when he / she got it for free. Every person has a different idea of what is good and what is good. So good for the buyer depends on how much the sale made them feel ” value “. SANPO YOSHI (Three -way Goods) MODEL Good for the Seller (employee) If the sales of the product / service increase, the salary of the employee (generally) will increase. Those who can make even more sales will be promoted, and it will be easier for them to fulfill their dreams and goals . It provides job security, thus also good for a family. SANPO YOSHI (Three -way Goods) MODEL Good for the World/Community In actual business activities, we not only pursue our own profits, but also contribute to society through our main business and return the profits earned from our business to local communities, etc., to earn the trust of many stakeholders. The world is literally the whole society. The world develops when goods and services are bought and sold. If a lot of products are sold and the company grows , more people will be hired, and the social contribution of employment will be born . Case 1 ITOCHU In April 2020, Itochu has announced that it will revise the Mission of the ITOCHU Group’s corporate philosophy to “Sampo Yoshi.“ ITOCHU, one of the leading trading company (Sogo -Shosha ), with approximately 100 bases in 62 countries ,is engaging in domestic trading, import/export, and overseas trading of various products such as textile, machinery , metals, minerals , energy, chemicals, food, general products, realty , information and communications technology , and finance, as well as business investment in Japan and overseas. The history of ITOCHU Corporation dates back to 1858 when the Company’s founder Chubei Itoh commenced linen trading operations. Since then, ITOCHU has evolved and grown over 150 years. https://www.itochu.co.jp/en/index.html Inherited the management philosophy of SAMPO -YOSHI. (Coexistence and Co -prosperity with Local Communities) As a bank that walks together with local communities, we will strive to develop local communities by maintaining the spirit of “soundness” and “enterprising enthusiasm” in order to meet the trust and expectations of our customers. (Coexistence and Co -prosperity with Officers and Employees) We will respect the human rights and individuality of each officer and employee, strive to create a rewarding workplace, and strive to realize “Clean Bank” both mentally and physically. (Coexistence and Co -prosperity with the Global Environment) We will practice “environmental management” as a social mission of a company based on the shores of Lake Biwa, protect the global environment, and strive to create a sustainable society. Annual Report : 滋賀銀行 (shigagin.com) CASE “: SHIGA BANK Pursuit of sustainable management • The number of Japanese companies that have been in business for more than 100 years is overwhelmingly larger than in other countries . * 3 ,696 companies nationwide (2021 ) • Many of these long -established (longevity) companies have inherited the idea of ​​Sampo -Yoshi – valuing diverse stakeholders such as customers, business partners, employees, local communities, and nations in the form of family morals . TOPICS FOR DISUCUSSIONS WHY COMPANIES “AGE(longevity)” MATTERS?? • Discuss with others the differences, advantages and weakness of new and old companies . • What is the necessary requirement that companies can continue to live longer? Pursuit of sustainable management • Nikkei Business (Japanese leading economic journal publishing company) announced that the lifetime of the company is 30 years. • According to a survey by the Swiss UBS bank, family companies have a relatively high performance compared to regular companies, because they operate from a long -term perspective . Feature of Longevity Companies • One reason why companies can’t live long is because they can’t cope with social and market changes. • A study shows that long -lived companies are generally sensitive to market change and risk management . • Long -lived companies generally not only pursue own profits, but also focus on contribute to society through main business and earn social trust from many stakeholders by returning profits from business to local communities. (cf. win -win business concept, cost efficiency, short -term perspective) Feature of Longevity Companies • Long lived companies have experienced and gone through self -transformation in the face of a crisis . • Cooperation and support from various stakeholders such as business partners, employees, and local communities was key. • Such multilateral support was obtained because the corporate philosophy and business activities have been widely accepted and supported by society. FACT SHEET 1 A ccording to a report titled “ Longevity Factors and Suggestions for Japanese Companies ” published by the Bank of Korea (May 2008), there are 5,586 companies in the world over 200 years, of which more than half (56%) are Japanese company. < We call in Japanese, SHINISE or NOREN (long -lived company)> A long -lived company is defined as “an enterprise with business tradition and brand value, and has been in business for over 100 years”. https://www.nippon.com/en/features/c00615/ FACT SHEET 2 • By prefecture, the longest -established company appearance rate was the highest at 4 .73 % of “Kyoto Prefecture” . • A major factor is that Kyoto Prefecture had a base to protect and nurture traditional crafts, and it greatly contributed to the survival of long -established companies that deal with kimonos and the reconstruction of temples and shrines . • By industry type, the largest number of long -established companies was 25 .1 % of the total in “Manufacturing”, “Retail” (23 .4 % ), “ Wholesale trade “( 22 .1 % ) followed . Feature of Japanese companies : • Less M & A (Mergers and Acquisitions) market – in Japan M&A market is less developed compared to overseas. “ Emphasis on employees ” is one of the major characteristics of longevity companies in Japan. • SMEs – 99.7% of the approximately 3.8 million Japanese companies are SMEs and there are many second and third -generation managers founded after the war have longed to become a 100 -year -old company. • However, a family company has a crisis of “business succession (generation change) ” issues every 30 years. Consistent management is jeopardized by the lack of successful successors and poor transfer of authority. • A research shows only 3% of family companies survive as 100 -year -old companies. • But this number is larger than 1% for general companies to survive as a 100 -year company. • A study also reveals that business inheritance between families does not necessarily produce good results for companies. What is more important is to inherit the corporate philosophy and obtain cooperation and support from various stakeholders and been widely accepted and supported by society. Feature of Japanese companies : Continue.. Item General Company Longevity Company Management Philosophy Theme / Fashion Dissemination / Penetration Purpose Expand Market Share Maintain Customer Mind Share Management indicators Net Sales Operating Profit Corporate Culture Competition/ Performance Trust/ Teamwork Manner Education Formal Thorough Appointment of Management Competition among employees Family (or nominated by predecessor) Rival/ Competitors Competition Co -existence co -prosperity Similar products Negative factor Positive factor (leading role) Social contribution Interaction Competitive efforts and initiatives Brand Strategy Leader / Challenger Nicher Differences between general and long – lived companies Reference: Tetsuya Ogata (2016) “Sustainable management of long -lived companies in Japan”, Gifu Keizai University Discussion Paper (Translated and edited by N. Konishi) Longevity companies have long -term perspectives and are working on management that places importance on people both socially and internally . Tsuruoka Kimiyuki in the “long -established secrets that have been loved over time ” has listed the seven features of long -lived companies. ① Succession of management philosophy The source of the strength of long -lived companies is that the management philosophy is firmly rooted, and even if the economic environment changes temporarily, it will not change. ② Human resource development and education Enthusiasm for human resource development, value people, and believe that there is no growth if there is no human growth. ③ Improve employee satisfaction Integrate customer satisfaction, employee satisfaction, and corporate satisfaction (revenue) consistently. Seven Features and conditions of longevity companies (1) ④ Co -existence and mutual prosperity with business partners It is to practice the “three -way goods” of the seller, the buyer, and the world. Rather than expanding sales or competing with other companies, the basic philosophy underlined is the “three – way goods”. ⑤ Active capital investment Borrow from financial institutions with the brand power of a longevity company, and make aggressive capital investments ahead of other companies. ⑥ Marketing practice adapted to the times It is to select excellent customers and appropriately allocate the amount of communication according to the sales activity process. ⑦ Do all the common tasks properly Continuing to do everything you need to do thoroughly such as cleaning, greetings, and regular visits to customers, will make absolute difference from other companies. Seven Features and conditions of longevity companies (2) Tsoureki Kimiyuki in the “long -established secrets that have been loved over time ” has listed the seven features of long -lived companies. ASSIGNMENT FOR NEXT WEE K Next week class (10 th October) will be a self -study class. This means, NO CLASS (but use the time to do your following research). Conduct research and choose one longevity company anywhere in the world that has a long history (more than 100 years). Look into a management philosophy (or corporate value/mission) and see if it meets Sampo -Yoshi concept. Take notes and bring it to the next class on 17 th Oct. * Does not need to be Japanese company, but can be any foreign company of your choice .
Can you write me an 1800-2000 word paper? I will provide you with the instructions and notes.
Feedback on Presentations  Insert diagrams, tables and chart effectively.  Finish your talk within the time limit.  Make eye contact.  Use gender – inclusive words and phrases. https:// www.un.org/en/gender -inclusive -language/guidelines.shtml How would you explain this photo to 10 – year old children? H U M A N R E S O U R C E S M A N A G E M E N T S Y S E M Performance Management Recruitment & assignment Training and Development Organizational structure HR M model Reward Organizational Philosophy, Strategy, Mission S u c c e s s f u l management is – a chain of communication within the organization that develops the com pany’s philosophy, values, vision, goals, and strategies Diversity Management: A ctions for practice ① Incorporation into management strategy ◆ Top management clarifies that diversity is indispensable to management strategy (diversity policy), formulates KPIs and roadmaps, and leads efforts at its own risk. ② Establishing company -wide environment and rules ◆ In order to promote diversity initiatives company -wide and continuously, review the personnel system that allows employees to play an active role regardless of their attributes, and implement work style reforms . T op management will be responsible for execution. ③ Change the behavior and awareness of managers ◆ Develop managers who can utilize the diversity of employees . ④ Reform of employee behavior and awareness ◆ Build diverse career paths and foster career ownership so that each employee can act autonomously . ⑤ Information disclosure and dialogue with the labor market and capital market ◆ Proactively disseminate diversity policies and initiatives that lead to increased corporate value to investors through appropriate media, and engage in dialogue . Johnson and Johnson’s Diversity and Inclusion Policies Promoting Diversity Management In Japanese Companies History of promoting diversity management in Japan ◆ The 1997 Amendment of the Equal Employment Opportunity Law ◆ In 2012 , the Ministry of Economy , Trade and Industry (経産省 ) has been commending “100 Diversity Management Companies” . https://www.meti.go.jp/policy/economy/jinzai/diversity/kigyo100sen/index.html In 2018, the World Economic Forum released the “World Gender Gap Report”, which surveyed and analyzed gender inequality in each country. Of the 149 countries covered, Japan ranks 110th. It is the lowest in G7. 【 Focus 】 ▷ Women ▷ Foreigners ▷ Seniors ▷ Disabilities PRIMARY & SECONDARY DIMENSIONS OF DIVERSITY Diversity Wheel Primary dimensions (core elements) Secondary dimensions Marilyn Loden, “Workforce America! Managing Employee Diversity as a Vital Resource,” McGraw -Hill Professional Publishing, 1990 C a s e S t u d y AJINOMOTO Ajinomoto is selected as one of the most innovative companies in Japan for diversity management . https://www.ajinomoto.com/aboutus/g roup/at_a_glance You can find a corporate video in the web so watch and learn about the company! company overview Company founded 1925 Capital 79,863 million yen Headquarters location :Tokyo Business summary Japanese foods (seasonings, etc.), overseas foods, life Support (animal nutrition, etc.), healthcare (ami Noic acid, etc.) Sales of 261,372 million yen (fiscal year ending March 2019) Employee status (as of March 2019) Total number of employees 4,606 (4,064) Women 1,359 (1,097), foreigners 40 (35) , Disabled 67 (57) Average years of service 19 years (20 years for men, 18 years for women) * () Indicates the number of regular employees Diversity focus in Japanese companies THEME EXAMPLES EFFECT (1) Appointment of ・ Active promotion of diverse human resources (women , foreigners, Key result areas: ・ Realization of flexible management decisions ・ Realization of securing and retaining excellent human resources / highly specialized human resources ・ Creation of business opportunities based on new experiences and ideas ・ Achieve management results such as improved productivity (including efforts by special subsidiaries) ・ Promotion of the active participation of diverse human resources in society as a whole diverse human disabilities etc.) to the board of directors and management; Career resources for path to develop diverse human resources into top management management ・ Setting up a human resources pipeline (2) Promotion of ・ Development of side business and side business systems to career diversity realize career diversification ・ Strengthen mid -career recruitment, support for reinstated employees, and improve re ‐ employment system ・ Review of personnel evaluation system, etc. (3) Management ・ Supporting changes in daily business processes and Reform communication ・ Develop indicators related to diversity to the personnel evaluation of managers, etc. ⑷ Detailed activities: ・ Placement of the right person in the right place by taking advantage of ones expertise and characteristics ・ Development of evaluation system and flexible work system ・ Ordering of products and services from disabilities and the companies to which disabilities belongs. Effects of diversity management initiatives (Recent Research findings in Japan) ✓ The corporate image has improved. ✓ Employees’ interest in diversity management has increased. ✓ Management awareness of diversity management has improved. ✓ Diversity management philosophy has permeated throughout the company. ✓ Customer ratings have increased. ✓ Evaluation from funding sources such as investors and financial institutions has increased. ✓ The number of applicants has increased. ✓ Employee motivation and employee satisfaction improved In order to make diversity management successful • Diversity is linked to company’s strategic vision • Management takes responsibility for setting the climate • Systems and procedures support diversity and inclusion in all decision – making processes • Recruitment, evaluation, promotion and employee development practices are continuously monitored. • Awareness education is an organization’s priority • Rewards are based on results rather than traditions • Good balance of demography and skill – mix Individual and Organization Levels Diversity competencies Intra -personal Diversity sensitivity , Integrity with difference Inter -personal Interacting with difference , Valuing difference Group Team inclusion , Managing conflict over difference Organization Embedding inclusion Different stages of diversity and inclusions Inclusion within the Organization Culture LEARNING OUTCOMES ⚫ What are your diversity issue experiences? ⚫ List up all the causes of the problems. ⚫ How did you over come the problems? Or analyze why you failed? Preparation for the next week Look for a Japanese company promoting “Diversity and Inclusion.” Chose a company disclosing the official report as “Sustainability Report” , “Annual Report”, or “ SDGs Report”. Diversity management practices are usually mentioned in these reports. e.g Diversity, Equity & Inclusion (DEI) | Sustainability | ANA Group Corp.’s Information

Writerbay.net

Do you need academic writing help? Our quality writers are here 24/7, every day of the year, ready to support you! Instantly chat with a customer support representative in the chat on the bottom right corner, send us a WhatsApp message or click either of the buttons below to submit your paper instructions to the writing team.


Order a Similar Paper Order a Different Paper
Writerbay.net