BIGHORN SHEEP Essays - Ovis, Bighorn Sheep, Bovidae, Sheep

BIGHORN SHEEP Essays - Ovis, Bighorn Sheep, Bovidae, Sheep BIGHORN SHEEP The bighorn or the bighorn sheep, ovis candensis, is the family bovidae in the request Artiodactyla. It is a wild sheep with a luxurious coat like that of a deer, shifting from earthy colored to buff. The male bighorn, or smash, might be as much as 150 cm long, around 100 cm at the shoulders, and weigh 157kg; females are the littler. The gag is tight. Notwithstanding it's mass, the bighorn can arrange rocky territory, supported by it's sharp cloven hooves with flexible cushions. The smash conveys a great arrangement of bending horns around 45 cm in cercumfrence and up to 120 cm long; the females horns are littler. The biggest bighorns are the rough mountain bighorn and the California bighorns from canada. Bighorns are described by their short ears and huge horns. They eat grasses, flwers, youthful plants and even desert flora. The bighorn was at one time various from the mountains of southern canada to Northern Mexico; illness, food shortage, and overhunting, anyway have decreased the populace. Today, They are discovered uniquely in remote mountain territories and national stops in the US. In numerous spots they have a lottery for slam labels. A lottery is the place you send in an application for a smash and they pick a lot of names and those individuals get labels. A year ago in North Dakota they had just one smash label given out and they needed to offer on it and it was sold for $35,000. The explanation it cost so much is on the grounds that there are scarcely any rams in North Dakota and furthermore in light of the fact that there are not many slams in North Dakota. The costs can shift from $2,500 for a multi day chase to $13,500 for a 16 to multi day chase. Great rams score around 170 boone and Crockett focuses and all together for the slam to be legitimate the smash must have at any rate 4/5 of a twist. Andy Petras

The New Plant Manager Essays - Management, , Term Papers

Toby Butterfield worked for Montclair Company where he was an associate plant administrator at the Illinois plant. Butterfield was elevated and moved to the Houston plant as plant chief. He was extremely yearning and force situated. Without further ado into his stay he requested spending cuts, expanded creation financial plan and excused laborers who didn't satisfy his guidelines. The Plant created fantastic outcomes and inside five months the plant was inside its spending plan. Inside two years, he was elevated to the New York home office, yet when he left creation dropped considerably beneath financial plan at the Houston plant. 1.Discuss the model of authoritative conduct Butterfield utilized and the sort of hierarchical atmosphere he made. Butterfield utilizes the Autocratic style of administration. As showed for the situation, Butterfield was goal-oriented and some-what power-arranged; also, despotic pioneers rely upon power. With this kind of administration, administrators settle on however many choices as could reasonably be expected and have the most power and authority over dynamic. This is actually what Butterfield did; his methodology was to take control, settle on choices and to utilize his power to complete his choices. Butterfield accepted that he comprehended what was best for the organization and believed and acted as in the commitment of the workers were to follow all requests give by him. He never talked with the staff to get their contribution on what could have been done any other way or could have helped with expanding profitability. Butterfield went in and requested them to cut spending plans and increment efficiency. Being a straightforward pioneer, Butterfield terminated laborers inside two months; this demonstrated he was not worried about the individual circumstances of the laborers, yet that his solitary concern was to expand profitability. He did whatever he expected to do to accomplish this objective! This kind of initiative appeared to massively diminish representative confidence, the workplace turned out to be amazingly tense and the laborers didn't care for being requested around. Since these representatives loathed the strained and requesting condition or atmosphere that Butterfield made laborers started to leave. Age Y laborers are fit for self-bearing and especially detest the absolutist heads or supervisors; this is conceivably a motivation behind why a portion of the laborers left. Then again, age X laborers may require this sort of management and control. Now my decision is that the laborers that remained likely required the activity and simply because of the power and control Butterfield applied, they were delivering acceptable outcomes. 2.Discuss why profitability dropped when Butterfield left the Houston plant. The efficiency dropped when Butterfield left the Houston plant. As I would like to think this decline in efficiency was on the grounds that the laborers had just gotten reliant upon Butterfield requests. The workers not, at this point had a chief that controlled what was done and mentioned to them what and how to do it. They no longer had this heading and got lost. Each administrator doesn't director a similar way and when Butterfield left the laborers not, at this point had a ground-breaking pioneer that pre-owned his position to settle on all choices. This may have left the laborers in a careless state and because of their absence of inspiration they didn't push to meet creation amounts. I likewise accept that the staff may have somebody gotten assuaged of the strained condition and felt as they buckled down for the two years Butterfield was there and was past due for a break. Taking into account that Butterfield was no longer there and they no since quite a while ago had such an exacting domain, it considered them to relax and work at least pace. The laborers plainly are not self-restrained, self propelled representatives. The laborers that stayed show up as though they need a dictatorial pioneer like Butterfield to drive them to perform at an adequate level. 3.If you were Butterfield?s New York administrator, what might you educate him regarding his methodology? In what manner may he react? On the off chance that I were Butterfield?s New York administrator I would tell him that his exhibition was amazing, nonetheless, the methodology utilized isn't generally the best methodology. Additionally, I would clarify that I realize his expectations were acceptable. Despite the fact that the representatives appear to comply with the requests given or choices executed, it doesn't mean they enjoyed them. In

Blog Archive Beyond the MBA Classroom MIT Sloan Student Senate

Blog Archive Beyond the MBA Classroom MIT Sloan Student Senate When you select an MBA program, you are not just choosing your learning environment, but are also committing to becoming part of a community. Each Thursday, we offer a window into life “beyond the MBA classroom” at a top business school. Student activities at MIT Sloan are loosely overseen by the Sloan Student Senate, an elected group of approximately 48 students (24 per class year) that works with the business schools administration to improve the program and the school, in addition to organizing many of the activities on campus. The group is divided into formal subcommittees: Academic, Activities, Admissions, Alumni Relations, Communication, Facilities and Information Technology. Informal committees usually form within the Sloan Student Senate each year on topics from professional standards to career development, depending on student interest. For in-depth descriptions of social and community activities at MIT Sloan and 15 other top MBA programs, check out the mbaMission Insider’s Guides. Share ThisTweet Beyond the MBA Classroom Massachusetts Institute of Technology (Sloan) Blog Archive Beyond the MBA Classroom MIT Sloan Student Senate When you select an MBA program, you are not just choosing your learning environment but are also committing to becoming part of a community. Each Thursday, we offer a window into life “beyond the MBA classroom” at a top business school. Student activities at MIT Sloan are loosely overseen by the Sloan Student Senate, an elected group of approximately 48 students (24 per class year) that works with Sloan administration to improve the program and the school, in addition to organizing much of the activity on campus. The group is divided into formal subcommittees: Academic, Admissions, Alumni Relations, Clubs, OneMIT, and Sloan Experience. Informal committees usually form within the Sloan Student Senate each year on topics ranging from professional standards to career development, depending on student interest. For more information on MIT Sloan or 15 other leading MBA programs, check out the  mbaMission Insider’s Guides. Share ThisTweet Beyond the MBA Classroom Blog Archive Beyond the MBA Classroom MIT Sloan Student Senate When you select an MBA program, you are not just choosing your learning environment but are also committing to becoming part of a community. Each Thursday, we offer a window into life “beyond the MBA classroom” at a top business school. Student activities at MIT Sloan are loosely overseen by the Sloan Student Senate, an elected group of approximately 48 students (24 per class year) that works with Sloan administration to improve the program and the school, in addition to organizing much of the activity on campus. The group is divided into formal subcommittees: Academic, Admissions, Alumni Relations, Clubs, OneMIT, and Sloan Experience. In addition, informal committees usually form within the Sloan Student Senate each year on topics ranging from professional standards to career development, depending on student interest. For more information on MIT Sloan or 15 other leading MBA programs, check out the  mbaMission Insider’s Guides. Share ThisTweet Beyond the MBA Classroom Massachusetts Institute of Technology (Sloan) Blog Archive Beyond the MBA Classroom MIT Sloan Student Senate When you select an MBA program, you are not just choosing your learning environment but are also making a commitment to a community. Each Thursday, we offer a window into life “beyond the MBA classroom” at a top business school. Student activities at MIT Sloan are loosely overseen by the Sloan Student Senate, an elected group of approximately 48 students (24 per class year) that works with Sloan administration to improve the program and the school, in addition to organizing much of the activity on campus. The group is divided into formal subcommittees: Academic, Activities, Admissions, Alumni Relations, Communication, Facilities, and Information Technology. Informal committees usually form within the Sloan Student Senate each year on topics from professional standards to career development, depending on student interest. For more information on MIT Sloan or 15 other leading MBA programs, check out the mbaMission Insider’s Guides. Share ThisTweet Beyond the MBA Classroom Massachusetts Institute of Technology (Sloan) Blog Archive Beyond the MBA Classroom MIT Sloan Student Senate When you select an MBA program, you are not just choosing your learning environment, but are also committing to becoming part of a community. Each Thursday, we offer a window into life “beyond the MBA classroom” at a top business school. Student activities at MIT Sloan are loosely overseen by the Sloan Student Senate, an elected group of approximately 48 students (24 per class year) that works with Sloan administration to improve the program and the school, in addition to organizing many of the activities on campus. The group is divided into formal subcommittees: Academic, Activities, Admissions, Alumni Relations, Communication, Facilities and Information Technology. Informal committees usually form within the Sloan Student Senate each year on topics from professional standards to career development, depending on student interest. For in-depth descriptions of social and community activities at MIT Sloan and 14 other top MBA programs, check out the mbaMission Insider’s Guides. Share ThisTweet Beyond the MBA Classroom Massachusetts Institute of Technology (Sloan)

Aztec Sacrifice - The Meaning of Ritual Human Killings

Aztec sacrifices were famously a part of the Aztec culture, famous in part because of deliberate propaganda out of the Spanish conquistadors in Mexico, who at the time were involved in executing heretics and opponents in bloody ritual displays as part of the Spanish Inquisition. The over-emphasis on the role of human sacrifice has led to a distorted view of Aztec society: but it is also true that violence formed a regular and ritualized part of life in Tenochtitlan. Key Takeaways: Aztec Sacrifice Sacrifices were a regular and ritualized part of life in 15th- and 16th-century Aztec capital cities.  The numbers and extent of the practice were almost certainly inflated by Spanish conquistadors.  Reasonable estimates are between 1000 and 20,000 human sacrifices per year in Tenochitlan; the Spanish claimed much more.The main religious purpose was to renew and sustain life, and to communicate with the gods.  As a political tool, sacrifice was used terrorize Aztec subjects and legitimize the Aztec rulers and the state itself. How Common Was Human Sacrifice? As many Mesoamerican people did, the Aztec/Mexica believed that sacrifice to the gods was necessary to ensure the continuity of the world and the balance of the universe. They distinguished between two types of sacrifice: those involving humans and those involving animals or other offerings. Human sacrifices included both self-sacrifice, such as bloodletting, in which people would cut or perforate themselves; as well as the sacrifice of the lives of other human beings. Although both were quite frequent, the second one gained the Aztecs the fame of being a bloodthirsty and brutal people who worshiped cruel deities. Meaning of Aztec Sacrifices For the Aztecs, human sacrifice fulfilled multiple purposes, both at the religious and socio-political level. They considered themselves the â€Å"elected† people, the people of the Sun who had been chosen by the gods to feed them and by doing so were responsible for the continuity of the world. On the other hand, as the Mexica became the most powerful group in Mesoamerica, human sacrifice acquired the added value of political propaganda: requiring subject states to offer up human sacrifice was a way to maintain control over them. The rituals connected with the sacrifices included the so-called Flowery Wars intended not to kill the enemy but rather to obtain slaves and live war captives for sacrifices. This practice served to subjugate their neighbors and send a political message to both their own citizens as well as foreign leaders. A recent cross-cultural study by Watts et al. (2016) argued that human sacrifice also propped up and supported the elite class structure. But Pennock (2011) argues that to simply write off Aztecs as bloodthirsty and uncivilized mass murderers misses the central purpose of human sacrifice in Aztec society: as a deeply held belief system and part of the requirements for the renewal, sustaining and refreshing of life. Forms of Aztec Sacrifices Chac-Mool (divine messenger bearing offerings) in stone with traces of colour, Sanctuary of Tlaloc, Templo Mayor, Tenochtitlan (Mexico City), Mexico. Aztec civilization, ca 1390 CE. De Agostino / G. Dagli Orti / De Agostini Picture Library / Getty Images Plus Human sacrifice among the Aztec usually involved death by heart extraction. The victims were chosen carefully according to their physical characteristics and how they related to the gods to whom they would be sacrificed. Some gods were honored with brave war captives, other with slaves. Men, women, and children were sacrificed, according to the requirements. Children were specially chosen to be sacrificed to Tlaloc, the rain god. The Aztecs believed that the tears of newborn or very young children could ensure rain. The most important place where sacrifices took place was the Huey Teocalli at the Templo Mayor (Great Temple) of Tenochtitlan. Here a specialist priest removed the heart from the victim and threw the body down the steps of the pyramid; and the victims head was cut off and placed on the tzompantli, or skull rack. Mock Battles and Flowery Wars However, not all sacrifices took place on top of pyramids. In some cases, mock-battles were organized between the victim and a priest, in which the priest fought with real weapons and the victim, tied to a stone or a wooden frame, fought with wooden or feathered ones. Children sacrificed to Tlaloc were often carried to the god’s sanctuaries on top of the mountains that surround Tenochtitlan and the Basin of Mexico in order to be offered to the god. The chosen victim would be treated as a personification on earth of the god until the sacrifice took place. The preparation and purification rituals often lasted more than one year, and during this period the victim was taken care of, fed, and honored by servants. The Sun Stone of Motecuhzoma Ilhuicamina (or Montezuma I, who ruled between 1440-1469) is an enormous carved monument discovered at the Templo Mayor in 1978. It features elaborate carvings of 11 enemy city-states and likely served as a gladiatorial stone, a dramatic platform for gladiatorial combat between Mexica warriors and captives. Most ritual killings were practiced by religious specialists, but Aztec rulers themselves often took part in the dramatic ritual sacrifices such as the dedication of Tenochtitlans Templo Mayor in 1487. Ritual human sacrifice also took place during elite feasting, as part of a display of power and material wealth. Categories of Human Sacrifice Mexican archaeologist Alfredo Là ³pez Austin (1988) described four types of Aztec sacrifice: images, beds, owners of skin, and payments. Images (or ixpitla) are sacrifices in which the victim was costumed as a particular god, becoming transformed into the deity at a magic ritual time. These sacrifices repeated the ancient mythical time when a god died so his force would be reborn, and the death of the human-god impersonators allowed the rebirth of the god. The second category was what Là ³pez Austin called the beds of the gods, referring to retainers, those victims killed in order to accompany an elite personage to the underworld. The owners of skins sacrifice is that associated with Xipe Totec, those victims whose skins were removed and worn as costumes in rituals. These rituals also provided body part war trophies, in which the warriors who captured the victim were awarded a femur to display at home. Human Remains as Evidence Apart from the Spanish and indigenous texts describing rituals involving human sacrifice, there is also ample archaeological evidence for the practice. Recent investigations at the Templo Mayor have identified the burials of high-ranking personages who were ritually buried following cremation. But the majority of human remains found in Tenochtitlan excavations were sacrificed individuals, some beheaded and some with their throats cut. One offering at the Templo Mayor (#48) contained the remains of approximately 45 children sacrificed to  Tlaloc. Another at  Tlatelolcos Temple R, dedicated to the Aztec god of the rain, Ehecatl-Quetzalcoatl, contained 37 children and six adults. This sacrifice was carried out at Temple Rs dedication during the great drought and famine of 1454–1457 CE. The Tlatelolco project has identified thousands of human burials which were ritually deposited or sacrificially offered. In addition, evidence of human blood residue at the House of the Eagles in Tenochtitlans ceremonial precinct indicates bloodletting activities. Là ³pez Austins fourth category was sacrificial debt payments. These types of sacrifices are epitomized by the creation myth of Quetzalcoatl (the Feathered Serpent) and Tezcatlipoca (Smoking Mirror) who transformed into serpents and tore apart the earth goddess, Tlaltecuhtli, angering the rest of the Aztec pantheon. To make amends, the Aztecs needed to feed Tlaltecuhtlis endless hunger with human sacrifices, thereby staving off total destruction. How Many? According to some Spanish records, 80,400 people were slaughtered at the dedication of the Templo Mayor, a number likely exaggerated by either the Aztecs or the Spanish, both of whom had reason to inflate the numbers. The number 400 had a significance to Aztec society, meaning something like too many to count or the biblical notion involved in the word legion. There is no doubt that an unusually high number of sacrifices did occur, and 80,400 could be construed to mean 201 times too many to count. Based on the Florentine codex, scheduled rituals included a figure of around 500 victims a year; if those rituals were conducted in each of the calpulli districts of the city, that would be multiplied by 20. Pennock argues persuasively for an annual number of victims in Tenochtitlan of between 1,000 and 20,000. Edited and updated by K. Kris Hirst Sources Ball, Tanya Corissa. The Power of Death: Hierarchy in the Representation of Death in Pre- and Post-Conquest Aztec Codices. Multilingual Discourses 1.2 (2014): 1–34. Print.Berdan, Frances F. Aztec Archaeology and Ethnohistory. New York: Cambridge University Press, 2014. Print.Boone, Elizabeth Hill, and Rochelle Collins. The Petroglyphic Prayers on the Sun Stone of Motecuhzoma Ilhuicamina. Ancient Mesoamerica 24.2 (2013): 225–41. Print.De Lucia, Kristin. Everyday Practice and Ritual Space: The Organization of Domestic Ritual in Pre-Aztec Xaltocan, Mexico. Cambridge Archaeological Journal 24.03 (2014): 379–403. Print.Klein, Cecelia F. Gender Ambiguity and the Toxcatl Sacrifice. Tezcatlipoca: Trickster and Supreme Deity. Ed. Baquedano, Elizabeth. Boulder: University Press of Colorado, 2014. 135–62. Print.Là ³pez Austin, Alfredo. The Human Body and Ideology: Concepts of the Ancient Nahuas. Salt Lake City: University of Utah Press, 1988.Pennock, Caroline Dodds. Mass Murder or Religious Homicide? Rethinking Human Sacrifice and Interpersonal Violence in Aztec Society. Historical Social Research / Historische Sozialforschung 37.3 (141) (2012): 276–302. Print.Schwartz, Glenn M. The Archaeological Study of Sacrifice. Annual Review of Anthropology 46.1 (2017): 223–40. Print.Watts, Joseph, et al. Ritual Human Sacrifice Promoted and Sustained the Evolution of Stratified Societies. Nature 532.7598 (2016): 228–31. Print.

Geography and Facts About the Worlds 5 Oceans

Essay about The Events of Shakespeares Julius Caesar

Julius Caesar’s ambition for power drove the honorable Brutus to think negatively about Julius Caesar’s position of being the King of Rome. Negatively speaking, Julius Caesar’s ways of having most of the power and deciding not to listen to others except the ones that only tell him things he likes to hear, drove the power-hungary conspirators and the honorable Brutus to take his life away. The honorable Brutus shows his love for Rome by committing an act which he seems best fit for his city. Trying everything he can to put Rome in a democracy, the only solution he saw was to join the conspirators to murder Caesar and explain to the people why they committed such an act. A great friend of Julius Caesar Mark Antony, stood up for many things†¦show more content†¦Ã¢â‚¬Å"He plucked me ope his doublet and offered them his throat to cut†(I.2 276-277). One of the most negative things about Caesar is that he compares himself to things that are very incompara ble which eventually portray a signal to the conspirators that Caesar thinks that he has too much power and that he must be stopped. Caesar also listens to things he only likes to hear. He claims that he does not like flattery and will not accept it. Decius finds ways to flatter Caesar because it makes him feel more confident about himself â€Å"....If he be so resolved, I can o’ersway him..../....But when I tell him he hates flatterers, He says he does, being then most flattered† (II.2 218-225). Another case where Caesar just listens to things he likes to hear is when his wife is trying to make him stay home because of her dream, Decius interprets the dream in a form Caesar would like and makes him not stay home. â€Å"This dream is all amiss interpreted. Your statue spouting blood in many pipes..../....Signifies that from you great Rome shall suck reviving blood† (II.2 90-95). Caesar was very pleased â€Å"And this way have you well expounded it†(II.2 96). Even when his dear wife is trying to help him save himself he does not listen to her. She warns him about her dream of hisShow MoreRelatedShakespeare’s Julius Caesar Vs. Plutarch’s Julius Caesar1549 Words   |  7 Pageslike a colossusï ¿ ½(Julius Caesar 1.2.142-43). These words were spoken by Cassius, a character in Shakespeares play Julius Caesar. He is speaking about Julius Caesar and Caesars arrogance and overconfidence. This quote also shows how Shakespeare perceived Julius Caesar as a prominent and influential man of his time. However, this view is not shared by all of the biographers that chose to write about Julius Caesar. 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Write about the Case Study Report on Flextronics- Professor Notes

Question: Write about the Case Study Report onFlextronics. Answer: Introduction Flextronics is suffering from several problems that are bob man resource and management related. Modern day management involves human resource in planning to ensure that employees are aligned to the business strategy that the organization. This has therefore led to the inclusion of human resource personnel at the management level and the rise of human resource managers. Organizations that are doing well in the modern business era have proper human resource management structures that are defined by several indicators within the organization. Employees look at these indicators to measure the benefits that they derive from the company out of their effort to give their best to the company. Flextronics faces several issues from the case study, namely; lack of a clear organizational culture, high employee turnover and lack of a hybrid management structure that is tailored to meet different employee views and perceptions regarding management (Clark 2009, P.131). This report seeks t identify human resource related issues in Flextronics and propose possible ways that can be used to solve the problems. Employee-Turn Over This is measured by the period that an employee stays with the organization or how often employees are replaced within the organization. Oswald, Eugenio and Daniel (2006, p. 24) suggest that it is based on the rate that the employees leave the company and not the reasons that make these employees leave. The movement of the workers inside and outside the organization is considered voluntary or involuntary and thus this is used to make decision on how the organization satisfies the employees. However, there are three aspects under which an employee can leave an organization, voluntary separations, layoffs and discharge. Voluntary separations entail termination of the relationship between the employee and the organization through the initiative of the employee (Yang, Wan Fu, 2012, P.840). The employee therefore laves the organization at will through requesting to end the contract with the organization. Layoffs are a result of suspension from the payroll system of the organization initia ted by the organization due to management decisions that are mostly driven by economic factors like slow down. On the hand discharge is a permanent termination of the employees services as a measure of disciplinary action. Here the employee is involuntarily discharged from the responsibilities and benefits that they derive from the organization. Macey Schneider (2008, p. 21) suggest that, employee turnover has been mostly defined as a negative issue but it can also have positive impacts if the organization can control the employees through establishing proper human resource systems. This is because turnover is used as an indicator of performance in determining the efficiency and effectiveness of an organization. This is a concern for many organizations since it negatively affects planning and the resources that the organization has invested. Flextronics invests a lot of resources in employees through training and development programmes that aim to polish the skills of employees and increases the competitive nature of the organizations. Since the company operates in an ever changing business line, the need for skills and right employee patterns is a factor that the management considers at all costs. (Costen Salazar 2011, p. 278). Researchers have argued that employee turnover is based on shocks that play a role in the decisions that the employee makes to ether leave the organization or stay in the organization. Under voluntary circumstances, better opportunities define the causes of departure by the employee to another organization. Luxembourg labour market indicates that churning rates are common in many organizations are related to the factors that lead to employee turnover. On the other h and Angel, Junquera, Ordiz (2008, P. 6032) use employee withdrawal as one of the major factors that increases turnover. The definition of withdrawal is expanded to include a wider array of variables. Human resource managers have linked employee turnover to job satisfaction within an organization. Several factors come into play to determine how an employee chooses on organization over another. These employees have expectations that need to be made for them to be satisfied. Using Maslows hierarchy, once an employee enters the organization salary becomes obvious and thus the need to satisfy higher level needs within the organization (Mehra et al 2006, P.21). Several factors play a role in employee turnover; motivation for higher pay, low responsibilities at work, poor management, limited career development and failure to recognize the efforts and achievements of the employee. Hungarian employees stay less with the organization and left easily when another opportunity arises with better opportunities. Further different employees from different countries had different perceptions about recognition. Some wanted certificates after a training course while others preferred other forms of recognition like increased responsibility with benefits (Macey Schneider 2008, P.23). Lack of Clear Organizational Culture Organizational culture is a sense of identity that employees use to identify themselves with an organization. This is a unique identifier that the staffs use to set themselves apart from other organizations. It exists in all organizations and defines the morale and motivation that the employees have. Cultures are communicated through artifacts, symbols, values and basic assumptions that visible and invisible. Maon, Lindgreen, Swaen (2008, P.25) present four types of organizational culture: communal culture, fragmented culture, networked culture and mercenary culture. The four types of culture play different roles within the organization through building of great teams within the organization. Organizations are based on interactions between individuals and groups in executing tasks within the organization. This culture contains unwritten rules that define the way the organization operates and meets business needs within the area that it operates. Flextronics lacks a clear organizational structure that defines the organization and guides the activities of the organization. After realizing that this does not exist, management has now channelled resources and personnel to ensure that they are able to develop an identity that defines the organization by enabling the customer and the employee to understand and easily determine what the organization stands for (Ilies Nahrgang Morgeson 2007, p.271). Therefore the culture defines how employees within the organization interact; it creates a healthy way of relating between employees at the workforce by developing loyalty patterns in the organization. Further, organizational culture stimulates healthy competition in the organization by necessitating a level ground where the employees base their actions of set standards that are established in the organization. It enables establishing of relationships between juniors and superiors and ways in which these relationships are defined. Employees are also motivated to give their best to the organization through forming bonds that are work driven. Through these bonds, employees establish the best relationships that increase efficiency and effectiveness of the workforce. Gordon (2011, P. 398) argues that, Organizational culture therefore entails policies in an organization that define the way of doing things that the organization feels is unique from other organizations. This enables definin g of individual roles and how the role is shared amongst employees. Work relations are defined by the relationship that the employees have when carrying out tasks at the organizational level. Organizational culture therefore is the mortar that cements relationships that employees form in their line of duty. For proper coordination from one task to another and one level to another, there must be an informal coordination that defines how the employees relate and how responsibilities are defined and shared. Further, Scott-Findlay et al (2006, P. 522), suggests that leading organizations have an established culture with clear unwritten norms that employees follow. This culture is used in orientation of employees and how they fit in the system. This encourages employee performance factors like punctual reporting on work and standards that increase efficiency. This enables the individual to develop a career that defines how the employees meet the needs of the organization and develop their career. When clear responsibilities are set within the organization, employees set their objectives that aim at meeting their career development needs. On the underhand, new employees use organizational culture to fit into the organization through acculturation. Lack of a Hybrid Management System that Accommodates Different Styles of Management Flextronics has a larger international presence with business operations in different countries. Each of these countries ascribes to specific management and communication patterns at the organizational level. For example directness and interpersonal differences can be experienced between Hungarians and Austrians. On the hand different teams within the organization collected different Six Sigma practises, quality and material management, programme management and training. This led to the need for a common platform within the company and its large scale operations that led to integration of both Flex University and Flex Factory. This led to global access to standardized training and leadership development in human resource. How to Deal with Employee Turn Over Paying employees more than what other competitors pay is the simplest solution to employee turnover. This will mean the company offers better benefits than the competing company and thus no employee will be willing leave the company. Hom Kinicki (2011, P. 281) argue that employee become dissatisfied with work due to the failure of the benefits they derive at work to meet family, community and personal needs. The individual is therefore in a conflict with his work from this inter-role a factors which makes them leave. Therefore a better pay will reduce the conflict through meeting the needs of the employee. On the other hand Baker (2012, P. 58) suggests that exit interviews help organizations to determine the reasons why employees leave. Finding relevant information regarding reasons for leaving will lead to developing appropriate strategies that will be used to correct the mistakes. If it is a management issues then the organization needs to ensure that proper factors are put in place to control turnover. Management can handle this through open door policy that allows employees to lay down their problems where management can respond and find ways of addressing them. How to Create Organizational Culture in an Organization Diagnosing culture is the starting point of the direction for organizational culture. Flextronics needs to identify its culture through determining the way of life that the employees should lead and relate with the customer. The need to analyze existing culture within the organization will help in identifying a new culture. Flextronics has very many departments and overseas operations in different countries. These countries are a product of different management styles and employee attitudes towards work. This has thus led to different approaches to work and attitudes towards the organization. For example Australian workforce was characterized by experienced workforce and functioning routines while Hungarian workforces had start up issues. This is the reason why a training program for future managers was developed but did not work. The company therefore adopted the collective intelligence approach through e-learning was seen as time consuming and ineffective. Further customers complai ned of the company lacking an initiative to create ONE Flextronics that could easily define what the organization stands for (Giberson et al 2009, p. 127) After identifying the existing culture, proper planning and change management processes need to be put in place. Culture change can be evolutionary, focused or revolutionary. The organization needs to choose the best culture type that complements the dynamics within. Flexibility, stability, internal and external dimensions may be chosen. The competing value framework suggests that each cultural profile should be differentiated from the other to identify a dominant culture that can be adopted (Waldman 2006, P. 21). How to Create a Hybrid Management System Tailoring the needs of the employees and line managers through developing a hybrid management system can be necessitated through integration of both Flex University and Flex Factors. This offers a tailored training package that will develop hybrid managers who unified fm over 30 countries. Therefore a unified management system that encompasses the perceptions of employees and the countries they come from can be the best strategy for developing a hybrid system (Schneider, Ehrhart, Macey (2013, p. 368). Implementation Plan for the Company Avolio, Walumbwa Weber (2009, p. 432) argues that the need to address management and human resource related issues within the organization is the approach to competitive advantage. Flextronics needs to align its employees to the business strategy that the company has to be able to meet the business needs of the company. Controlling an international market of over 30 countries means a clear strategy of minimizing internal management risks like turn over. This can create a gap and at the same time spill out company strategies to competitors. From the case study Hungarian employees have a high turnover that is based on pay. The company therefore has to review its compensation packages to determine whether they match up with other competitors. There are international rates that apply for different job groups that can be used to determine employee benefits. This illustrates that the company has taken long before revising its employee benefits (Fitzgerald 200, p. 13, 15). Training programs that fit the international needs of the company need to be developed. Key areas of challenge that are unique to specific countries need to be identified so that employees can be trained and aligned to the organization. After several trainings, global standards will be met where general programmes will be used. Developing of a Flextronics way of doing things will enable the country develop a new culture that can change the company, it seeks uniformity in the business operations within all the 30 countries. Therefore an organizational culture is important in moving the company to the next level. Employee relations and dynamics will be easily controlled while it will be easy to integrate new members into the company. This will also create completive advantage and enable the company to compete internationally (Ongori, 2007, p.11). Conclusion According to Cameron, and Mora (2003, p.12) every organization seeks to develop effectiveness in business processes through efficiency and high delivery of the workforce. High engagement of employees leads to satisfaction with their work and reduces turn over. This develops a culture within the organization that is a result of design and not default. Mangers have to craft proper business strategies that can propel the organization to competitive advantage. 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