Iryna Shakhray – författare

Seminar paper from the year 2008 in the subject Business economics - Supply, Production, Logistics, grade: A-, University of Derby, course: Business and Professional English 2, language: English, abstract: Pursuant to Basu and Siems' research (2004), plenty of books, journals and articles have beenpublished in the recent past, to display growing importance of supply chain management. It is one ofthe most significant aspects of any kind of business. How does a company get the Right Things, to theRight Places, at the Right Time and for Profit? These are decisions which must be made. Throughouthistory and due to new ideas and technologies, supply chains have been changed. Railway, electricityand new ways of communication made them better, faster and cheaper. Nowadays, businesses areeffectively improving their supply chains through better information engineering using the Internetand wireless telecommunications. The supply chain includes all activities linked with the flow and transfer of goods and services fromthe raw materials level through to the customers. (Basu and Siems, 2004) Synchronization betweenwarehousing and distribution channels through the retail channels and ending with the consumerhas become one of the main problems for Bruynzeel Keukens in 2005. Should the company completely restructure its supply chain or should it merely modify someprocesses along the chain? What exactly should be reorganized and how fundamentally should therestructuring be made?

Seminar paper from the year 2008 in the subject Business economics - Business Management, Corporate Governance, grade: C, University of Derby (University), course: Organisational Dynamics (HRM), language: English, abstract: Organisations are part of a constantly changing, continuous progressing complex business world. According to Nikolenko and Kleiner (1996), they are also subject to internal and external influences, e.g. global trends, strategy, environmental conditions, organisational culture and leadership etc. The most important of them are the development of the global market, increasing competition, ever faster changing economic and technological development and a diverse workforce. In order to be able to compete, to advance and become successful in the global marketplace, organisations should respond to change in the face of environmental pressure (Lakomski, 2001). However, it is not enough to recognize the need for change but more important is to implement change successfully. Nikolenko and Kleiner in their Global trends in organizational design (1996) state that in response to these factors, three new forms of organisation structure have emerged, which are expected to adequately meet the constant change of the world. Some organisations have created a network, whose core has been formed by mergers, alliances and acquisitions of large firms groups (Castells, 2000 cited in Lemoine & Dagneas 2003). Lemoine and Dagneas (2003) write in their research that the net is still in a constant development. Many individual smaller firms or groups of firms join or leave the net; the legal arrangements develop interminable, and changes in the net are the normal occurrence, rather than the exception. Early 2000s, the head of the network of transport and logistics services providers was the corporation E.ON, which initiated its activities by the merger of two large corporations: Veba AG and Viag; the aim was to create a company that will stand a chance for development in the global marketplace. This management report will identify a structure of a company, describe its culture and culture of the country, where the company is situated, show the nature of changes that took place at E.ON, name reasons for possible resistance for those particular changes.

Essay from the year 2008 in the subject Business economics - Business Management, Corporate Governance, grade: keine, University of Derby (University), course: Equality and Diversity within the Workplace (HRM), language: English, abstract: All people are different. Price (2004) states that they vary in their gender, culture, race, social and psychological characteristics. Our attitude towards these differences can be positive as well as negative; it depends usually upon individual perspectives and prejudices and sometimes even on influence of friends, accountancies and colleagues. There is a tendency to form like-minded groups, to recruit people like themselves. This may seem natural or normal and often goes unquestioned -but it is unfair. The consequences can be seen in a lack of opportunity for women, ethnic minorities, and disabled, the middle-aged and other disadvantaged sections of the community. People are the key assets of a business, according to Price (2004) so it is important to realise the maximum benefit from their human capital. True competitive advantage requires the best from everyone, without restrictions; it demands a prejudice-free attitude towards actual and potential employees. It requires diversity. So, what is diversity? Diversity, according to the Webster College Dictionary (in Grant and Kleiner 1997), is defined as [a] quality, state, fact, of instance of being diverse; different. The traditional definition of diversity is focused on gender and racial differences. In today's terms diversity also includes age, sexual preferences and disabilities; it could be defined by an individuals' different personal and corporate background, education, job function, tenure with the organisation, exempt or non-exempt status, and management or non-management. In the workplace today not only does diversity imply difference in people based on their identification with various groups, but it is also a process of acknowledging differences through action. In accordance to ASUO Multicultural Advocate (1999), the concept of diversity encompasses acceptance and respect. It means understanding that each individual is unique, and recognizing our individual differences. These can be along the dimensions of race, ethnicity, gender, sexual orientation, socio-economic status, age, physical abilities, religious beliefs, political beliefs, or other ideologies. It is the exploration of these differences in a safe, positive, and nurturing environment. (...)

Seminar paper from the year 2009 in the subject Leadership and Human Resources - Miscellaneous, grade: B-, University of Derby, language: English, abstract: Outline the legislative framework for achieving equality of opportunity at work. Explain the importance of clear policies at the workplace and critically discuss the tensions between policy and practice at the point of recruitment and selection. According to Dickens (2002), statutory individual employment rights have become moreextensive since the election of the Labour Government in 1997. There are more rights,including in areas earlier unregulated in law in Britain, and the exposure of them has widenedto include people, who used to be excluded from protection. There have been modifications inthe institutions and dispute resolution processes and procedures. Dickens (2002) argues thatan opportunity for an essential reorganisation was missed. Colgan et al. (2007) report that the academic literature regarding progress in UK organisationequality and diversity policy and practice has pointed to the gap existing between equalitypolicy and practice. Evaluation of progress within the UK has shown the weak points of antidiscriminationlegislation and the uneven application over time and within organisations ofarguments based exclusively on the social justice and business cases. Human Resource International Digest (2006) raises some questions: How do people find anew position? Do they see it listed at a local employment agency? Perhaps they respond to anadvert in a national newspaper. Maybe it is an old friend from university who gives a usefultip that that particular company is recruiting and you find yourself qualified for the job. Thejournal Human Resource International Digest (2006) suggests that the way a person answersthis question gives a good clue of this person s gender and/or ethnic background. These threeways to a job application supposed to be the main ones people go through, whereby whitemales are much more likely to discover about vacancies with the help of informal friendshipnetworks. Women and ethnic minority applicants are already disadvantaged before theapplication process even begins because the only positions, which are opened to them, arethose that have been publicly advertised. [...]