Internationalization to Saudi Arabia - 2475 Words

Internationalization to Saudi Arabia (Research Paper Sample) Content: NameTutorCourseDateL'Orà ©al Internationalization to Saudi ArabiaL'Oreal is a global leader in the cosmetics industry, with over 100 years experience in beauty products spanning 23 international, diversified, and complementary brands. The firm controls about 52% of the global cosmetics industry, achieving 19.5 billion euros in sales as of 2010. L'Orà ©al has its headquarters in Paris, France, and maintains operations in 130 countries, employing about 66,600 people. The firms product portfolio covers skin care, hair colour, hair care, make-up, and perfumes, besides developing interests in dermatology and pharmaceuticals products. L'Oreal owes much of its success to the execution of an adept internationalization strategy over the years. In this case, changing cosmetic needs and emerging markets make the cosmetic industry a growing one. For L'Oreal, the traditional North American and European markets alongside are already mature, while operations are already in place i n emerging markets in the Asia-Pacific and Latin America regions (L'Oreal Annual Report 18-22). As a result, L'Oreals prospects for further growth lie substantially in targeting new international destinations in the Middle East and Africa. In 2011, the firms finance section noted that these two zones have significant energy and growth potential, representing great opportunities for L'Oreal. Consequently, the firm has established forays in East Africa and the Gulf Coast.L'Oreals Motivation and Benefits for Internationalizing to Saudi ArabiaSaudi Arabia presents another market opportunity for L'Oreal, with a population of 28.08 million and a GDP of $576.8 billion as of 2011 according to the World Bank. The firm stands to benefit from not only the expanded market, but also other advantages of internationalization including resources, talent and labor, and technology (Lundan and Hagedoorn 231). Besides asset-seeking and technology pursuit, Liu (620) argues that internationalizing firms gain through accumulating knowledge and capacity, which may serve as a motivation for L'Oreal to establish operations in Saudi Arabia. In light of the aforementioned benefits, this discussion analyzes the most appropriate approach to L'Oreals internationalization in Saudi Arabia based on various internalization theories and concepts.Internationalization ProcessSaudi Arabia Market SelectionAndersen and Buvik (347-363) discuss various approaches to international market selection, highlighting systematic, non-systematic, and relationship strategies. The systematic approach is a structured and formalized decision-making process that trades off various market criteria to make an optimal decision on target markets. An analysis of the ownership, locational, and internationalization advantage (OLI) considerations also helps determine the foreign market selection for L'Oreal. In this case, Pitelis (210-212) explains ownership advantages as those that would benefit the firm through creating m onopoly or efficiency. In locational considerations, firms naturally pursue destinations in which the present resources and knowledge can add value to internationalizing firms existing resources, knowledge, and, thus, operations. Internationalization advantages refer to the strengths of the choice of modality adopted by a firm expanding into foreign markets. The locational considerations are crucial in selecting the target country as determined by the benefits available in given markets. As noted earlier, the Middle East region offers L'Oreal attractive prospects for growth in market size and spending power. Saudi Arabia is relatively stable and developed in comparison to the neighboring countries fraught with political disturbances. The countrys leadership is undertaking major economic and infrastructural development projects to encourage foreign direct investments and retain multinational national enterprises (The World Bank). These factors translate to an attractive market for L' Oreal cosmetics and a stable environment in which to establish production, distribution, and RD operations.The systematic model concurs with various concepts of market discovery that firms may undertake. For instance, firms may undertake exploration, entailing a strategic search and generation of knowledge about a given market. Alternatively, knowledge about a foreign market may arise through exploitation, with the firms objective being the pursuit of efficient operations rather than expansion. Here, the discovery of an external market is incidental rather than strategic. Besides exploration and exploitative discoveries, knowledge on foreign markets also follows strategic or operative discoveries. Strategic market discoveries perceive markets as highly significant from a strategic point of view while operative markets perceive markets as less crucial, only related to current operations (Hohenthal, Johanson, and Johanson 666-668). In the case of L'Oreal, the knowledge generated on th e Middle East indicates that the firm follows an explorative discovery approach entailing search and analysis of various market factors. Further, the attractive nature of the Saudi market makes the discovery a strategic one, rather than an operative one. The Saudi market provides L'Oreal with the potential to meet its goal of serving one billion customers globally in the next 10-15 years as indicated by the firms financial section press releases in 2011 (L'Oreal).Cultural Considerations, Psychic Distance, and L'Oreals Absorptive CapacityHitt, Franklin, and Zhu (223) note that national cultures reflect societal values that define behavioral norms, which, in turn, influence institutional operations in the given nations. As a result, nations have differing institutional environments, some being more similar in national cultures when compared to others. This leads to the concept of psychic distance, referring to the extent to which the values and norms of two firms differ owing to their separate national background. Psychic distance entails various components including the degree of cultural affinity, the extent of mutual trust engendered, and the experience of the individuals concerned (Conway and Swift 1399; Dow 52; Swift 182). The psychic distance between a home country and the targeted hosts for investment determines the internationalization strategies and entry modes into the target market, which influence the success achieved from establishing international relations (Child, Ng, and Wong 36-38). In this case, L'Oreals country of origin, France, exhibits a large psychic difference from Saudi Arabia, the target market. For instance, a comparison of the two countries along Hofstedes cultural dimensions reveals that they differ in aspects like individualism, power distance, and masculinity (The Hofstede Center). Overall, France leans towards Western culture and worldviews while Muslim culture heavily influences Saudi Arabian worldviews. This suggests a great cul tural distance that L'Oreal faces when targeting the Saudi market.However, the experience of the individuals involved in interaction moderates the cultural distance. According to Eriksson and Chetty, different firms bear varying experience and absorptive capacities defined as the ability to use existing knowledge and background to establish the value of new information and develop such information creatively (673). The absorptive capacity represents a firms experience with dyadic relationships with other firms and foreign customers (Cheng, Johansen, and Boer 1-11). The presence of well-established knowledge networks and absorptive capacity offset the lack of knowledge a firm bears in foreign markets, helping reduce the psychic distance between the firms home and target markets. For instance, L'Oreal is an experienced firm in internationalization rather than one in its early stages of internationalization. Further, the firm has already established operations in Gulf Coast Islamic cou ntries, generating sufficient market knowledge to overcome the psychic distance between Saudi Arabia and France. Therefore, Saudi Arabia is an attractive market for L'Oreal to select.Entry ModeFirms follow different export behaviours when internationalizing, based on factors such as maturity of the industry and the stage of a firms industrialization process (Andersson 851-852). One of the theories describing entry modes into foreign markets is the Uppsala model of internationalization. The theory is closely related to organizational learning, assuming that firms make incremental foreign investment decisions and implementations because of market uncertainty. The Uppsala model describes a stage approach to foreign market entry traced from home markets to the sequential expansion into other countries. Th concept of psychic distance is pivotal in Uppsala model explanations, with firms gradually increasing their international operations through expansion to markets deemed to be psychical ly near. As the firm gains international experience through learning, it gradually expands into more foreign markets along the dimension of psychic distance (Pedersen 18). Organizational learning is crucial to Uppsala internationalization as it enables the firm to carry out its operations with increasing effectiveness. Such learning occurs through imitation of other firms, incorporation of experienced people or organizations or searching and analyzing information (Forsgren 258-261). Andersson (854-855) argues that the Uppsala model entails objective and experiential learning that helps firms to establish operations in foreign markets with successively greater psychic distance.An analysis of L'Oreals internationalization timeline reveals that the firm has followed the Uppsala model in becoming a global phenomenon. For instance, L'Oreal started in Fra... Internationalization to Saudi Arabia - 2475 Words Internationalization to Saudi Arabia (Research Paper Sample) Content: NameTutorCourseDateL'Orà ©al Internationalization to Saudi ArabiaL'Oreal is a global leader in the cosmetics industry, with over 100 years experience in beauty products spanning 23 international, diversified, and complementary brands. The firm controls about 52% of the global cosmetics industry, achieving 19.5 billion euros in sales as of 2010. L'Orà ©al has its headquarters in Paris, France, and maintains operations in 130 countries, employing about 66,600 people. The firms product portfolio covers skin care, hair colour, hair care, make-up, and perfumes, besides developing interests in dermatology and pharmaceuticals products. L'Oreal owes much of its success to the execution of an adept internationalization strategy over the years. In this case, changing cosmetic needs and emerging markets make the cosmetic industry a growing one. For L'Oreal, the traditional North American and European markets alongside are already mature, while operations are already in place i n emerging markets in the Asia-Pacific and Latin America regions (L'Oreal Annual Report 18-22). As a result, L'Oreals prospects for further growth lie substantially in targeting new international destinations in the Middle East and Africa. In 2011, the firms finance section noted that these two zones have significant energy and growth potential, representing great opportunities for L'Oreal. Consequently, the firm has established forays in East Africa and the Gulf Coast.L'Oreals Motivation and Benefits for Internationalizing to Saudi ArabiaSaudi Arabia presents another market opportunity for L'Oreal, with a population of 28.08 million and a GDP of $576.8 billion as of 2011 according to the World Bank. The firm stands to benefit from not only the expanded market, but also other advantages of internationalization including resources, talent and labor, and technology (Lundan and Hagedoorn 231). Besides asset-seeking and technology pursuit, Liu (620) argues that internationalizing firms gain through accumulating knowledge and capacity, which may serve as a motivation for L'Oreal to establish operations in Saudi Arabia. In light of the aforementioned benefits, this discussion analyzes the most appropriate approach to L'Oreals internationalization in Saudi Arabia based on various internalization theories and concepts.Internationalization ProcessSaudi Arabia Market SelectionAndersen and Buvik (347-363) discuss various approaches to international market selection, highlighting systematic, non-systematic, and relationship strategies. The systematic approach is a structured and formalized decision-making process that trades off various market criteria to make an optimal decision on target markets. An analysis of the ownership, locational, and internationalization advantage (OLI) considerations also helps determine the foreign market selection for L'Oreal. In this case, Pitelis (210-212) explains ownership advantages as those that would benefit the firm through creating m onopoly or efficiency. In locational considerations, firms naturally pursue destinations in which the present resources and knowledge can add value to internationalizing firms existing resources, knowledge, and, thus, operations. Internationalization advantages refer to the strengths of the choice of modality adopted by a firm expanding into foreign markets. The locational considerations are crucial in selecting the target country as determined by the benefits available in given markets. As noted earlier, the Middle East region offers L'Oreal attractive prospects for growth in market size and spending power. Saudi Arabia is relatively stable and developed in comparison to the neighboring countries fraught with political disturbances. The countrys leadership is undertaking major economic and infrastructural development projects to encourage foreign direct investments and retain multinational national enterprises (The World Bank). These factors translate to an attractive market for L' Oreal cosmetics and a stable environment in which to establish production, distribution, and RD operations.The systematic model concurs with various concepts of market discovery that firms may undertake. For instance, firms may undertake exploration, entailing a strategic search and generation of knowledge about a given market. Alternatively, knowledge about a foreign market may arise through exploitation, with the firms objective being the pursuit of efficient operations rather than expansion. Here, the discovery of an external market is incidental rather than strategic. Besides exploration and exploitative discoveries, knowledge on foreign markets also follows strategic or operative discoveries. Strategic market discoveries perceive markets as highly significant from a strategic point of view while operative markets perceive markets as less crucial, only related to current operations (Hohenthal, Johanson, and Johanson 666-668). In the case of L'Oreal, the knowledge generated on th e Middle East indicates that the firm follows an explorative discovery approach entailing search and analysis of various market factors. Further, the attractive nature of the Saudi market makes the discovery a strategic one, rather than an operative one. The Saudi market provides L'Oreal with the potential to meet its goal of serving one billion customers globally in the next 10-15 years as indicated by the firms financial section press releases in 2011 (L'Oreal).Cultural Considerations, Psychic Distance, and L'Oreals Absorptive CapacityHitt, Franklin, and Zhu (223) note that national cultures reflect societal values that define behavioral norms, which, in turn, influence institutional operations in the given nations. As a result, nations have differing institutional environments, some being more similar in national cultures when compared to others. This leads to the concept of psychic distance, referring to the extent to which the values and norms of two firms differ owing to their separate national background. Psychic distance entails various components including the degree of cultural affinity, the extent of mutual trust engendered, and the experience of the individuals concerned (Conway and Swift 1399; Dow 52; Swift 182). The psychic distance between a home country and the targeted hosts for investment determines the internationalization strategies and entry modes into the target market, which influence the success achieved from establishing international relations (Child, Ng, and Wong 36-38). In this case, L'Oreals country of origin, France, exhibits a large psychic difference from Saudi Arabia, the target market. For instance, a comparison of the two countries along Hofstedes cultural dimensions reveals that they differ in aspects like individualism, power distance, and masculinity (The Hofstede Center). Overall, France leans towards Western culture and worldviews while Muslim culture heavily influences Saudi Arabian worldviews. This suggests a great cul tural distance that L'Oreal faces when targeting the Saudi market.However, the experience of the individuals involved in interaction moderates the cultural distance. According to Eriksson and Chetty, different firms bear varying experience and absorptive capacities defined as the ability to use existing knowledge and background to establish the value of new information and develop such information creatively (673). The absorptive capacity represents a firms experience with dyadic relationships with other firms and foreign customers (Cheng, Johansen, and Boer 1-11). The presence of well-established knowledge networks and absorptive capacity offset the lack of knowledge a firm bears in foreign markets, helping reduce the psychic distance between the firms home and target markets. For instance, L'Oreal is an experienced firm in internationalization rather than one in its early stages of internationalization. Further, the firm has already established operations in Gulf Coast Islamic cou ntries, generating sufficient market knowledge to overcome the psychic distance between Saudi Arabia and France. Therefore, Saudi Arabia is an attractive market for L'Oreal to select.Entry ModeFirms follow different export behaviours when internationalizing, based on factors such as maturity of the industry and the stage of a firms industrialization process (Andersson 851-852). One of the theories describing entry modes into foreign markets is the Uppsala model of internationalization. The theory is closely related to organizational learning, assuming that firms make incremental foreign investment decisions and implementations because of market uncertainty. The Uppsala model describes a stage approach to foreign market entry traced from home markets to the sequential expansion into other countries. Th concept of psychic distance is pivotal in Uppsala model explanations, with firms gradually increasing their international operations through expansion to markets deemed to be psychical ly near. As the firm gains international experience through learning, it gradually expands into more foreign markets along the dimension of psychic distance (Pedersen 18). Organizational learning is crucial to Uppsala internationalization as it enables the firm to carry out its operations with increasing effectiveness. Such learning occurs through imitation of other firms, incorporation of experienced people or organizations or searching and analyzing information (Forsgren 258-261). Andersson (854-855) argues that the Uppsala model entails objective and experiential learning that helps firms to establish operations in foreign markets with successively greater psychic distance.An analysis of L'Oreals internationalization timeline reveals that the firm has followed the Uppsala model in becoming a global phenomenon. For instance, L'Oreal started in Fra...

Admission Essay on The Role of the Nurse Anesthetist

Introduction A nurse anesthetist (CRNA) is an Advanced Practice Nurse who is specially trained to administer anesthetics to those patients who are undergoing dental, medical or obstetrical procedures (McIntosh, 1995). The specialty of nurse anesthetics was created to respond to surgeons’ requests for a solution to the alarmingly high rates of mortality and morbidity caused by anesthesia during that time. The surgeons visualized nurse anesthetists as professionals who would devote themselves to patient care in the course of surgical procedures. With time, nurse anesthetists became part of the whole range of specialized surgical procedures, refinement in anesthetic equipment and techniques. In order to qualify for studies as a CRNA, the candidate must possess a Bachelor of Science in nursing degree. The candidate must also be a registered nurse with at least one year experience in acute care. Some programs may require the candidate to have experience of two years either in critical care or the operating room. The CRNA program itself runs for approximately 2-3 years and includes clinical training and a graduate degree. After the completion of training, the nurse anesthetist must undertake an exam to obtain national certification to qualify as a CRNA. It is a requirement that CRNAs must be recertified every 2 years and must demonstrate credits of continuing education which are specific to the area of specialty. The CRNA must also give proof of satisfying a designated amount of time that has been spent in the provision of anesthesia to patients (Nagelhout and Zaglanicziny, 2001). Duties and Responsibilities of the Nurse Anesthetist CRNAs usually work together with anesthesiologists (Medical Doctor) but can also work independently (Dulisse and Cromwell, 2010). Their duties are mainly related to operative procedures. In the operating room, the first step for a CRNA is to evaluate the patient before administering anesthesia. This generally includes a review of the patient’s medical history and discussions about the anesthetic procedures with the patient so as to obtain informed consent for the use of anesthesia. The next step for the CRNA is to formulate and implement the anesthetic care plan. This plan should outline the needs or requirements, treatment and expected results for regarding the patient. The CRNA also chooses the appropriate mode of delivery of anesthesia to the patient. As the operative procedure continues, the CRNA keeps administering any anesthesia, adjunctive fluids or medications which may be required to maintain the anesthetic state and patients’ homeostasis. The CRNA is also charged with the duty of managing the oxygen saturation and pulmonary status of the patient. The CRNA also monitors the physiological status of the patient. These include hemodynamics, vital signs and equipment (heart monitors and ventilation systems). The CRNA must be able to quickly detect abnormal responses like anaphylaxis and malignant hyperthermia which may be fatal if not recognized early enough. After the procedure, the CRNA must assess the recovery of the patient from the anesthesia and determine at what point the patient is discharged (McIntosh, 1995). Conclusion CRNAs are very important professionals in the operative room. In addition to their traditional roles, CRNAs may practice in chronic and acute pain management through specialized techniques. They may also opt to specialize in patient populations like geriatrics, pediatrics, neurology or obstetrics. The American Association of Nurse Anesthetists (AANA) advise that the continuing necessity for safe, available and   effective anesthetic care ensures that the nurse anesthetist will continue to be   a much sought after professional (Dulisse and Cromwell, 2010). References Dulisse,  B.,  and Cromwell,  J.  (2010). No Harm Found When Nurse Anesthetists Work Without Supervision By Physicians.  Health Affairs,  29(8),  1469-75. McIntosh, L.  (1995). Essentials of Nurse Anesthesia.  New Jersey: McGraw Hill. Nagelhout, J. and Zaglaniczny K. (2001).  Nurse Anesthesia.  2nd ed. Pasadena: Kaiser Permanente.

Norman Rockwell And The American Academy Of Design

Norman Rockwell was born in 1894 and Died 1978. At the young age of 14, he enrolled in art school in New York City. Two Years later he left High school to study at the National Academy of design. Before studying Norman Rockwell for this paper I honestly had no kind of knowledge about him or any of his work, At least I didn’t think I did. Looking at some of the work that he has done, I noticed I few pieces that I have seen before. One thing that you would notice about all of his paintings. Norman Rockwell is able to paint a vivid picture of whatever you can think of but the way he is able to capture certain situation is uncanny. He is able to capture an image that may have two or three different interpretations of the same photos. (Relative Clause) He is a mastermind at using different works of arts and tying them in together somehow. For intense, the three photos that I decided to use are all contains four boys playing three different sports. In all the sports the four boys a re showing three different emotions. Four sporting boys Basketball will be the first photo. Four boys sporting baseball and the final one American Masters. Four Sporting boys show four young men engaged in a game of basketball like boys their age would be. As you look into the photo you see something different. The boys are in a raging argument about something. (Participle phrase) while the young men stand in a circle fighting you can’t help but notice that they are covered in all types of bandShow MoreRelatedNorman Rockwell s Artistic Success And Tragic Passing Of The Great Artist1189 Words   |  5 PagesNorman Rockwell, a name most have heard if not learned, when the topic of art was ever brought up, was a famous artist and illustrator who depicted the highs and lows of the common man. His art is loved by many today as it was decades ago. Many have seen his work be it online, at an art museum or in an art history book and have been intrigued by his art. I will be covering the early life, artistic success and tragic passing of the great artist, Norman Rockwell. Born in New York City on FebruaryRead MoreCoca-Cola: International Business Strategy for Globalization10128 Words   |  41 Pagescategory and thus cover the range of products available in that category. There are several ways a firm can differentiate its’ products. We focused on two aspects of this; branding and cost leadership. The American Marketing Association defines a brand as a name, term, sign, symbol or design, or a combination of them intended to identify the goods and services of one seller or group of sellers and to differentiate them from those of other sellers. The objectives of successful branding include; deliveringRead MoreProject Mgmt296381 Words   |  1186 PagesStevenson, Operations Management, 10th Edition Swink, Melnyk, Cooper, and Hartley, Managing Operations Across the Supply Chain, First Edition Thomke, Managing Product and Service Development: Text and Cases, First Edition Ulrich and Eppinger, Product Design and Development, Fourth Edition Zipkin, Foundations of Inventory Management, First Edition QUANTITATIVE METHODS AND MANAGEMENT SCIENCE Hillier and Hillier, Introduction to Management Science: A Modeling and Case Studies Approach with SpreadsheetsRead MoreManagement Course: Mba−10 General Management215330 Words   |  862 Pagesservice purchase, he or she tells six other potential buyers. In contrast, a dissatisfied consumer informs 25 other potential buyers. That is the leverage of quality in shaping consumer sentiment, which is vital in powering the two-thirds of the American economy that is consumer-driven. Therefore, as companies again go back to the business basics, this is a reminder of the most fundamental of those basics: Company managers need to recognize that a business’s income comes from its customers, not fromRead MoreDeveloping Management Skills404131 Words   |  1617 PagesManager: Kelly Warsak Senior Operations Supervisor: Arnold Vila Operations Specialist: Ilene Kahn Senior Art Director: Ja net Slowik Interior Design: Suzanne Duda and Michael Fruhbeis Permissions Project Manager: Shannon Barbe Manager, Cover Visual Research Permissions: Karen Sanatar Manager Central Design: Jayne Conte Cover Art: Getty Images, Inc. Cover Design: Suzanne Duda Lead Media Project Manager: Denise Vaughn Full-Service Project Management: Sharon Anderson/BookMasters, Inc. Composition: Integra

Human Resource CAPCO

Question: Discuss the suitable structure for Capco and explanation of the reason andFactors that influence Employee motivation in Capco. Answer: Introduction Human resource management is concerned with the process of recruiting and developing more number of employees for making them valuable to the objectives and goals of the organization. The main objective of HRM is to maximize the production of an organization by increasing the effectiveness of its employees (Bratton and Gold, 2012). The report focuses on the organization Capco, which is one of the international provider managing services, consulting and technology solutions. The content of the report comprises of suitable structure of Capco, factors that influence the motivation of employees of Capco, their style of management, and explanation of HRM functions. Suitable structure for Capco and explanation of the reason The structure of an organization can be described as flat structure or tall structure. Tall structure is well suited for Capco. This is because in a tall organizational structure, there are several layers of authority between the low level of employees and CEO (Buller and McEvoy, 2012). The tall structure will be suitable for Capco, as the structure will help the organization in employee motivation, flexibility and organizational complexity. If Capco uses tall structure then the employees have many layers before them, through which they can advance their career. In a big organization like Capco, it is not possible for the CEO to percolate the information about development among members. Therefore, by adopting tall structure the organization can disseminate the information of development among is employees effectively (Kehoe and Wright, 2013). As Capco believes in open line communication, the decision taken by the organization is based on the response of the team members. This type of decision-making process takes time but it helps Capco in taking proper decision in a difficult situation. Tall structure of Capco will provide the organization with more opportunities, advancement and for managers that are more specialized Factors that influence Employee motivation in Capco Span of Control The span of control in Capco means fewer layer of management within the organization. It helps in fast decision-making process so that the company can respond quickly. It helps in motivating employees (Hendry, 2012). Better and more frequent communication between higher level of authority and staffs helps in sharing the goals and objectives of the organization. The staffs can share their problems with the higher authorities of Capco and the suggestions provided by the managers helps in motivation. Hierarchy According to Maslows theory of hierarchy, motivation is due to an attempt of fulfilling the basic needs by a person, such as Physiological, social, safety, self-actualization and esteem. The theory of hierarchy is used in Capco (Bratton and Gold, 2012). It implies that the managers of Capco have the responsibility to meet the deficiency needs of its employees in order to motivate them. This means proper wages and safe environment is provided to them. Secondly, the higher authorities of Capco are responsible for creating a proper wages and safe environment so that employees can develop their fullest potential. This increases the motivation of employees towards their job. Style of Management Capco have democratic style of management. Democratic style of management is defined as a type of management style in which redistribution of authority and power occurs between the managers and employees in order to provide the involvement of employees in different decision-making process (Buller and McEvoy, 2012). Democratic style of management influences the management activities of Capco. There are many features of management activities, which will help in influencing the democratic style of management in Capco. Some of the features include: Responsibility of Distribution: Using democratic style of management in Capco, responsibility will be distributed equally among the team members for facilitating equal participation from all the members of the team in decision-making process. Empowerment of group members: Leaders of Capco will help in empowering the members of the organization in democratic style of management in order to accomplish their responsibility (Armstrong and Taylor, 2014). It includes providing proper training, education that is necessary for complementing a task. Decision making process: The most important step will be taken by the democratic style of management in Capco is ensuring democratic deliberation in decision-making process (Berman et al.,2015).This means that the leaders of the team will act as mediator and facilitator between the members of the group for ensuring psychologically healthy and respectful situation. Explanation of HRM functions Performance Management The performance management system is well connected with the HR processes of Capco. The performance management is an expensive process that helps in providing benefits, compensation, training and management. The main role of HR is to make the performance process clear, transparent and consistent within the organization. The results of the employees need to be compared for using the outputs in Hr processes (Jiang et al., 2012). The Hr of Capco needs to develop the application for the performance management. Good performance management in Capco motivates employees and develops opportunities for them. Remuneration Management Remuneration management is mainly related to the application and formulation of strategies that aims at rewarding the employees fairly, consistently and equitably according to the value of the organization. The system of managing remuneration offers a number of advantages to Capco (Kehoe and Wright, 2013). The system works in a cyclical manner considering four parts, which includes employee custody, enactment of the employees, controlling expenses and administration of programs. Rewards programs in Capco provide a direct impact on the performance of the employees. It provides the employees long-term objectives and goals (Buller and McEvoy, 2012).This type of management system in Capco helps in fostering a healthy working relationship. Total reward system in Capco provides the advantage of centralized administration. Conclusion It can be concluded that Capco have democratic style of management. The organization uses open line of communication process. Leaders of Capco help in empowering the members of the organization in democratic style of management in order to accomplish their responsibility. Recommendations Some recommendations for improving the operations in Capco are listed below, Performance Evaluation: It is a process that would help Capco for understanding whether their operations are fruitful or not. Individual workers and employees need mentoring for performing well in assigned task. Incentive Systems: Appreciations in form of incentive can be used for motivating the employees. Education climate assessment can be developed for completing operations in Capco HR department. References Armstrong, M. and Taylor, S. (2014).Armstrong's handbook of human resource management practice. Kogan Page Publishers. Berman, E.M., Bowman, J.S., West, J.P. and Van Wart, M.R. (2015).Human resource management in public service: Paradoxes, processes, and problems. Sage Publications. Bratton, J. and Gold, J. (2012).Human resource management: theory and practice. Palgrave Macmillan. Buller, P.F. and McEvoy, G.M. (2012). Strategy, human resource management and performance: Sharpening line of sight.Human resource management review,22(1), pp.43-56 Hendry, C. (2012).Human resource management. Routledge. Jackson, S.E., Schuler, R.S. and Jiang, K. (2014). An aspirational framework for strategic human resource management.The Academy of Management Annals,8(1), pp.1-56. Jiang, K., Lepak, D.P., Han, K., Hong, Y., Kim, A. and Winkler, A.L.(2012). Clarifying the construct of human resource systems: Relating human resource management to employee performance.Human Resource Management Review,22(2), pp.73-85.. Kehoe, R.R. and Wright, P.M. (2013). The impact of high-performance human resource practices on employees attitudes and behaviors.Journal of management,39(2), pp.366-391.