Divergence approach to IHRM

Divergence approach to IHRM Introduction Since the globalization emerged in the 1950s, it has exerted profound effects on the development of businesses around the world. The rapid growth of internationalization and the introduction of advanced technologies have facilitated the expansion of industrialized organizations, resulting in an increase in the number and significance of multinational companies (MNCs). Research on MNCs, especially on how they have managed their people in different countries to improve economic performance and the implications of this on managerial behaviour, as a consequence, have been of interest to many academics and practitioners. This has led to the emergence of international human resource management (IHRM) as a branch of management studies that investigates the design and effects of organisational human resource practices in cross-cultural context (Peltonen, 2006 cited in De Cieri et al., 2007, p. 283). Although the recognition of the importance of human resource management (HRM) to the success or failure in international business has been growing quickly overtime, there is still a lack of consensus about whether there is one best way to manage human resources in international context or not. Several researchers advocating convergence approach claimed that HRM would be converged and universalized under the impacts of environmental changes such as globalisation and technological improvement while others following the divergence approach stated that there were many variables acting as constraints on implementing best practice. This paper firstly will critically discuss these two perspectives. Then, it will analyse a case study of the transfer of HRM practices from a UK retail firm StoreCo to its Chinese subsidiaries to answer this question. Convergence approach to IHRM Convergence theory, so-called universalist paradigm (Girgin, 2005), has its roots in the standpoints of management practices in the middle of the twentieth century, and has gained widespread acceptance in the United States (US). One of the earliest contributions to the thesis of convergence was the theory of bureaucracy and rationalization of Max Weber. However, the convergence perspective was actually propagated until the book entitled Industrialism and the Industrial Men: The problems of labour and management in economic growth written by Kerr et al. was published. According to Kerr et al., the technological and economic forces, as a logic of industrialism, would result in greater similarities in structures and work organization, therefore, produce progressive convergence towards the most efficient pattern of management practice, namely the US model (Girgin, 2005; Gooderham et al., 2004). It was because the widespread adoption of advanced technologies into operations required firms to seek a more effective way of management and labour organization. Meanwhile, the US was the industrial and technological leader, currently being considered the best in management practices. Consequently, it could be inferred that other nations would attempt to imitate the US and thus patterns in other countries were viewed as derivative of, or derivations from the US model (Locke et al., 1995 cited in Gooderham et al., 2004, p.19). Since the convergence point of view was introduced, it has gained much support from both globalization and transaction economic theories. Based on convergence thesis, the proponents of the globalization perspective also claimed that under the forces of globalization, a borderless world was created, which in turn made international firms become transnationals and separated from their original nationalities (Girgin, 2005). When nationality elements are overshadowed, MNCs would then tend to apply a new best model and as stated even stronger by transaction economic theorists, there would be one best way to manage people at any period of time (Williamson, 1975, 1985 cited in Gooderham et al., 2004). Although convergence thesis appeared to be reasonable especially in the international economic integration process, the fact that it laid too much stress on the impact of technology and market, and only sought similarities in business in general and IHRM in particular made it strongly criticized. As Rowley and Benson (2000) asserted, such views were too simplistic to assume that all organizations can produce competitive advantage to compete with each other by operating in the same way. Furthermore, the fact that Japanese MNCs with different organisational structure and management method have operated successfully in the world market and challenged the industrial leader position of those in the US, have led to the development of another viewpoint divergence approach. Divergence approach to IHRM Contrary to convergence point of view which assumed that the differences of local practices in HRM were only the reflection of different stages of development and will be ultimately replaced by one best way, advocates of divergence outlook agreed that there were significant gaps in the context acting as constraints on convergence trend. They were mainly argued and examined by two strands of divergence approach culturalist and institutional perspectives. The culturalist perspective The culturalist approach is mostly based on Hofstedes concepts of national culture and its dimensions, and focuses on the influences of culture when explaining the distinction of MNCs managerial behaviors. In the book Cultures consequence: International differences in work-related values, Hofstede (1984, p.21) defined culture as the interactive aggregate of common characteristics that influence a human groups response to its environment. Therefore, in order to manage personnel effectively in international scale, MNCs must be aware of the effects of various cultural-based norms and social values, existing learning styles and response styles and attempt to adapt management practices from one culture to another (Ferris et al., 1999). This has been substantially supported by a variety of comparative studies conducted by several experts such as Tayeb (1994, 1998), Nam (1995), Gill and Wong (1998). For instance, in a case study research of Japanese multinational subsidiary in Britain, Taye b (1994) found that the differences in perception of leadership style of British and Japanese employees were consistent with their cultural backgrounds. Consequently, in order to successfully transfer Japanese practices in the United Kingdom (UK) subsidiaries, Japanese managers had to be very selective in the adoption of the original management systems and had to modify some of them to adapt to local conditions. As Kamoche (1996) insisted, it was the cultural differences between countries that produce a degree of differentiation in the management of human resources in international context. Although there is no doubt that the variations in national cultures are currently more or less influencing the variations in managerial behaviours, there are several convincing reasons why this theory needs to be assessed. Firstly, the literature of Hofstede, the cornerstone of the culturalist approach, was criticized to have methodological flaws and weak conceptualization of culture, which simply attributed national level actions/ institutions to national culture without any theoretical grounding (McSweeny, 2002). Secondly, this approach, because of concentrating too much on history and individual perceptions, merely viewed national values and norms as deep-seated factors and overlooked any changes in values that may arise over time (Girgin, 2005). Accordingly, it might be difficult to explain a trend towards individualism among younger generation in some Asian countries such as Japan and Korea, which usually emphasise on collectivism, and its effects on HRM of MNCs (Sano, 1998 cite d in Rowley and Benson, 2000). Last but not least, the theory of Hofstede was unable to provide complete explanation for the implications of its behavioural indices, including power distance index, masculinity and long-term orientation, for the change of work organisation and managerial behaviour in various countries (Girgin, 2005). The institutionalist perspective Compared to culturalist strand, the institutionalist point of view is considered to be a more comprehensive approach as it gives a clearer definition of social institutional environment and system as a basis to expound the organisational behaviour. The national (or regional) business system or social systems of production, called by Hollingsworth and Boyer, was defined as a set of interlocking structures and institutions that fundamentally shape the nature of markets, competition and business activity in general (Ferner, 2000). Besides that, this perspective also represents itself as the strongest challenge to convergence theory when it contended that personnel management systems were embedded in their own national institutional environments, including the state, regulatory structures, interest groups, public opinion and norms, rather than driven by the economic and technological forces (Gooderham, 2004). According to Ferner (2000), despite the fact that there has been an increasing trend in borrowing and disseminating practices in MNCs due to the intensified competition in the world market, it would not necessarily lead to convergence. It was because borrowings would be more or less modified to adapt to the existing complex national business systems (Ferner, 2000). Since there are different national development paths, there will be different forms of business organisation and HRM practices respectively. Some opponents might criticise that institutional approach focused too much on the socially constructed organisational forms while downplaying the significance of organisational agency, especially, in the early work ,merely considered institutional contexts as stable elements without taking into account institutional changes (Bjorkman, 2006; Edwards and Kuruvilla, 2005). Nonetheless, articles on this theory published in several famous journals recently have shown that academics and practitioners have begun to lay more stress on the processes of deinstitutionalisation as well as pay more attention to the influences of interest, agency, organisational phenomena, social fields, industries both at the national and international levels (Bjorkman, 2006). Moreover, institutional theorists also stated that they did not regard the evolution of national business system as the determinant of future organisational choices rigidly. Their principle objective, as stated by Ferner (2000), is to prov ide a conceptual framework to the comparative study of distinct social systems of production. Then, understanding of how the behaviours of MNCs in host countries are different from those in their countries of origin will be revealed and analysed. There is no one best way but Based on what stated above, it could be confirmed that there is no one best way in managing human resource in international context. Although no one could deny the increasing convergence trend among national economies because of the pressures of globalization and the widespread adoption of advanced technologies, national business system and culture remain highly significant factors which could greatly hinder the implementation of convergence. In order to clarify this issue, a case study of the transfer of HRM practices from a UK MNC named StoreCo to its subsidiary DecoStore in China will be carefully analysed. StoreCo was a British-owned retailer established in the late 1960s. In June 1999 it built the first purpose-built decorative materials warehouse store in Shanghai named DecoStore. Then, it expanded its operation by opening the second store also in Shanghai in May 2000 (Gamble, 2003). During the process of building up its subsidiaries in China, a basic approach this corporation used was imitating its UK practices in all aspects from supply chain management to marketing, store layout and HRM. The overall business strategy of DecoStore was decided by the parent company in the UK and expatriate managers were sent to DecoStore to facilitate the diffusion of standardized MNC practices. Expatriates were not only in charge of spreading out standard operating processes but also of initiating HR procedures such as selection, recruitment, training and promotion. Additionally, StoreCo organized training courses to improve and standardize training for both shopfloor and managerial staff of its su bsidiaries. Table 1 below starkly illustrates how HRM practices were transferred to DecoStore. Based on the above table, DecoStores HRM practices appeared to be rather similar to the model of its UK parent corporate. Namely, both of them had the same non-hierachy organisational structure and an in-house employee representative consultation system called Grass Roots. However, there remained some remarked differences between StoreCo and its subsidiaries. Firstly, in terms of communication with workforce, while StoreCo tended to be open about supplying employees with detailed information from corporate strategy to daily sales figures, DecoStore seemed to be less communicative to its staff which was fairly similar to Chinese state-owned enterprises. This, according to Gamble (2003), could be caused by the influence of host country nationals, especially DecoStore senior Chinese director who required keeping company secret for security in an intensely competitive marketplace. Secondly, in terms of work pattern, due to the impact of local business system, namely the low-cost labour m arket, DecoStore were able to employ all full-time employees and that were completely contrasted with its UK parent firm where a large proportion of labour force worked part-time. In addition, since there were no tradition of do it yourself (DIY) service in Shanghai and great concern of expartriate managers about poor working habits among older workers, DecoStore preferred to hire younger generation and provided more extensive and systematic training-courses than those of its UK parent-country enterprise. The impacts of national business system were also clearly reflected by the existence of trade union and reimbursement policy of medical care costs and meal subsidy in the reward system of Chinese subsidiary which were not offered in StoreCo payment levels. Consequently, it could be concluded that even though StoreCo tried to apply consistent people management methods it considered the best to its subsidiaries, there remained a divergence in HRM practices between StoreCo and DecoSto re due to the effects of host country nationals, national institutional contexts and cultural factors. This means that although national economies are indeed become increasingly converged under the implications of advanced technologies and globalisation, national differences continue to be major intervening and moderating elements affecting how organizations operate, and therefore, there would be no one best way in managing human resources in international context. Conclusion In conclusion, since IHRM was emerged, there has been a wide debate between convergence and divergence perspectives about whether there is one best way in managing people in international context. Convergence theorists believed that under the technological and economic forces, structures and work organization would become similar and converge towards the most efficient pattern of management practice, namely the US model. In contrast, divergence approach offered several empirical studies to prove that cultural or national institutional business system would act as constraints on the implementation of one best practice across various countries. It might be true that national economies are indeed becoming increasingly converged in the international economic integration process. Nonetheless, based on the analysed case study, this paper has suggested that even though MNCs will seek to apply a controlling method they considered the best to their subsidiaries in order to secure benefits fro m the consistency in human resource (HR) practices in individual MNCs across countries as well as contribute to the implementation of a global business strategy, there would be no one best way in personnel management. IHRM, instead, might be the combination of both model of parent company and particular features influenced by local institutional environment and cultural elements. References Bjorkman, I., International human resource management research and institutional theory. In: G. K. Stahl I. Bjorkman, ed. 2006. Handbook of Research in International Human Resource Management. Northampton: Edward Elgar, pp. 463-474. Edwards, T. Kuruvilla, S., 2005. International HRM: national business systems, organisational politics and the international division of labour in MNCs. International Journal of Human Resource Management. [Online]. 16 (1), pp. 1-21. Available at: http://org8220renner.alliant.wikispaces.net/file/view/Edwards.pdf [Accessed 14 February 2010]. Ferner, A., 2000. The embeddedness of US multinational companies in the US business system: implications for HR/IR. [Occasional Papers Series] November 2000., Leicester: De Montfort University. Gamble, J., 2003. Transferring human resource practices from the United Kingdom to China: the limits and potential for convergence. International Journal of Human Resource Management. [Online]. 14 (3), pp. 369-387. Available at: http://docserver.ingentaconnect.com/deliver/connect/routledg/09585192/v14n3/s2.pdf?expires=1266460744id=55082112titleid=457accname=University+of+East+Angliachecksum=08C5D8BC5D6EEE9F5CC78EFA6D35EF01 [Accessed 11 February 2010]. Gill, R. Wong, A., 1998. The Cross-Cultural Transfer of Management Practices: The Case of Japanese HRM Practices in Singapore. International Journal of Human Resource Management. [Online]. 9 (1), pp. 116-135. Available at: http://web.ebscohost.com/ehost/pdf?vid=2hid=13sid=e28e4034-2ff2-42c0-aba4-b93445c0ebda%40sessionmgr10 [Accessed 9 February 2010]. Girgin, Z., Human Resource Management in an International Context. In: M. Ozbilgin, ed. 2005. International Human Resource Management Theory and Practice. Hampshire: Palgrave MacMillan, pp. 46-62. Gooderham, P. Morley, M. Brewster, C. Mayrhofer, W., Human Resource Management: A Universal Concept. In: C. Brewster, W. Mayrhofer M. Morley, ed. 2004. Human Resource Management in Europe: Evidence of Convergence?. Oxford: Elsevier Butterworth-Heinemann, pp. 1-26. Hofstede, G., 1984. Cultures Consequences: International Differences in Work-Related Values. California: SAGE Punlications. Kamoche, K., 1996. The Integration Differentiation Puzzle: A Resource Capability Perspective in International Human Resource Management. International Journal of Human Resource Management. [Online]. 7 (1), pp. 230-244. Available at: http://www.informaworld.com/smpp/ftinterface~content=a739429533~fulltext=713240930 [Accessed 9 February 2010]. McSweeny, B., 2002. Hofstedes Model of National Cultural Differences and their Consequences: A Triumph of Faith a Failure of Analysis. Human Relations. [Online]. 55 (1), pp. 89-118. Available at: http://www.uk.sagepub.com/managingandorganizations/downloads/Online%20articles/ch05/4%20-%20McSweeney.pdf [Accessed 11 February 2010]. Nam, S., 1995. Culture, Control and Commitment in international joint ventures. International Journal of Human Resource Management. [Online]. 6 (3), pp. 553-567. Available at: http://web.ebscohost.com/ehost/pdf?vid=2hid=13sid=a66410a0-5d44-49ed-ac2b-31828678f4f7%40sessionmgr14 [Accessed 9 February 2010]. Rowley, C. Benson, J., 2000. Convergence and Divergence in Asian Human Resource Management. In: Association Francophone de Gestaion des Ressources Humaines. Paris, France, 16-17 November 2000. Tayeb, M., (1994). Japanese Managers and British Culture: A Comparative Case Study. International Journal of Human Resource Management. [Online]. 5 (1), pp. 145-166. Available at: http://web.ebscohost.com/ehost/pdf?vid=2hid=13sid=5e7d209f-ddc5-4e41-a95c-639152c3b146%40sessionmgr11 [Accessed 9 February 2010]. Tayeb, M., 1998. Transfer of HRM Practices across Cultures: An American Company in Scotland. International Journal of Human Resource Management. [Online]. 12 (4), pp. 332-358. Available at: http://docserver.ingentaconnect.com/deliver/connect/routledg/09585192/v9n2/s6.pdf?expires=1266464175id=55082703titleid=457accname=University+of+East+Angliachecksum=405B3A88F4DCC6A6A7A66B92155A506D [Accessed 8 February 2010].

Weight Watchers Swot Analysis

Strengths * Brand Recognition * Patented Points Program * Science Based Approach/Clinically Proven Results * Multiple Support Options * History of successful Weight Loss * Multiple Payment Options * Flexible Meal Plans * Face to Face Support Groups * Located in 30 Countries and on the Web| Weaknesses * Slow Weight Loss * Costly over time * Successful weight loss is not typical| Opportunities * Science Driven approach can be a Medical Model * Affiliation with the Department of Education * Affiliations with Fitness Centers * Meeting the growing weight loss needs around the world| Threats * Strong Competition * Competitors new products and innovation * Surgical Procedures offering quick weight loss| Weight Watchers International is a Weight Loss Business that utilizes the philosophy of a Science-driven approach to help participants, also known as members, lose weight by forming helpful habits, eating smarter, getting more exercise and providing support.They target consumers who want to manage their weight through weight loss or weight maintenance. Their vision is to ensure Member satisfaction and retention by making Members feel cared for, well informed, part of the group and motivated to succeed. Weight Watchers has been around for 50 years and has developed their brand of providing weight loss services and products that make them a leading weight management service globally. The patented points program is based on a formula calculating the protein, carbohydrates, fat and dietary fiber content developed with consultation from a Scientific Advisory board. Each food is assigned a points value that reflects how the body breaks down food and converts it into energy.This Board is made up of world renowned medical experts to ensure that its weight loss plan is based on the most current scientific expertise. (Weight Watchers International) The Good Health Guidelines utilized by Weight Watchers are also recommended by the United States Department of Agriculture Center fo r Nutrition Policy and Promotion. (USDA) Weight Watchers offers a variety of support options to members who attend weekly meetings which are located in 30 countries around the world, weigh and go at store locations, attend meetings in their place of employment (At Work Meetings), or utilize the internet to participate in Weight Watcher’s services. Members are encouraged to share their struggles and successes.Struggles and successes are employed to motivate other members to achieve their weight loss goals by following the program and obtaining the proprietary tools offered for purchase. Members who reach their goal and maintain it for six weeks become Lifetime Members. Lifetime members maintain their membership by continuing to participate on a monthly basis. These members are free advertisements who attest to the success of the program. The meal plans are simple and the Points Plus system is very flexible. Each member receives a Daily Point Target (DPT) based on their height, weight, gender and age. The DPT represents the amount of food that each person should eat in a day.Foods that are low in fat and sugar tend to have lower point values and provide more volume to a meal or snack than less healthy options. Required foods are non-specific so the member is permitted to choose how they will consume required foods such as diary, healthy oil, and whole grains. All foods and drinks are permitted as long as the point value is calculated and accounted for when deducted from the DPT. Many members succeed in their weight loss efforts but not all members are successful. One of the biggest complaints of the program is that it offers slow weight loss. Our culture is one that appreciates immediate gratification. (The Associated Press, 2006) The competition offers much quicker weight loss methods.The success obtained by Lifetime members who worked for weeks, months and years to accomplish their goals is not nearly as appealing to the average consumer who is inundate d with quick fix fad diets. (Speri) Weight Watchers offers a lifestyle change that reduces food intake. It is not designed as a quick fix but instead is one that promotes healthy lifestyle changes that gradually accomplish weight loss. The consumer’s cost for Weight Watchers is very low compared to other weight loss programs or at least it appears so up front. (Sugar) There are no meals, shakes, supplements or bars that are required to be purchased in order to participate in the program. The food that you eat on plan is very much the same food that one could purchase in any grocery store or restaurant.There are multiple periods of free registration throughout each year and the weekly fee is nominal at approximately $13. 00 per week. The problem with this is that there are many hidden costs at Weight Watchers. The proprietary point system is unlike any other weight loss system. Successful members utilize food scales and measuring cups to weigh and measure their food, pedometer s and activity monitors to measure a person’s activity level, cookbooks, calculators and more. These products can all be purchased at lower prices from many convenience stores but they do not convert their information into point values the way that the Weight Watcher products do so many members purchase expensive Weight Watchers products to assist them with their weight loss journey.Additionally, the gradual weight loss concept requires members to attend for longer periods of time before they are able to reach a free Lifetime status. Lifetime members remain free if the member maintains their weight at no more than two pounds above their goal weight. Most people’s weight fluctuates regularly and fees are charged no matter what the reason for the weight gain. Weight Watchers has many opportunities to join with the medical profession to promote its science based plan. The Scientific Advisory Board that is hired to consult with Weight Watchers is made of Medical Profession als and the weight loss method is one that is promoted by most medical doctors even if they do not promote the Weight Watcher’s brand. USDA) The United States alone has determined that Obesity in America is common, serious and costly. (Fox News Latino) Weight Watchers has promoted a medical model for many years. An affiliation with the medical community would surely add value to the weight management scientifically based model that is currently promoted at Weight Watchers. The United States First Lady, Michelle Obama, has brought additional light to the obesity epidemic and the need for American’s to manage their diets. Her â€Å"Let’s Move† initiative has gained the attention of the entire country. Weight Watchers is a healthy living model that combines healthy foods with more activity.Teaming up with fitness centers, exercise centers and schools will accomplish more together than the weight loss community or the physical fitness community can do on its own. A true healthy lifestyle includes eating right and moving more. (Grain Foods Foundation) Our quick fix society is one that shows little patience for counting calories or points utilized by slower burning weight loss programs. The competition has now gone beyond that which offers diets where certain foods are limited or forbidden, and some are replacing them with pre-cooked meals that are very high in sodium. These programs, including NutriSystem, do not promote weight maintenance following the program but they do promote mindless weight loss.Those who follow this program do not need to think about what to eat or how to prepare it as all of the meals and shakes are prepared, frozen and shipped to the dieter’s home. (â€Å"NutriSystem: Lose weight with meals conveniently delivered to your home†) Many diet programs eliminate foods and replace them with supplements. The Atkins diet, for example, restricts the dieter’s ability to consume carbohydrates. This mean s that all sugars including fruits and vegetables are minimized or omitted from one’s diet. It is not in line with a medical model approach for healthy weight loss but it does promote quick weight loss. Unfortunately, this does pose a threat to Weight Watchers as the weight loss experience in such a plan does satisfy the quick fix needs of those who opt for these types of plans. Frazier) In an attempt to make weight loss quicker and easier, the medical profession has taken to providing surgical procedures that reduce the size of the stomach by removing part of the small intestine. This procedure is very risky to one’s health and has a tremendous amount of medical complications associated with it. It is however, one that does not require that a person who has had the surgery to persevere delayed gratification and behavioral changes that are required when one loses weight following a weight loss program such as Weight Watchers. (Staff) For many consumers, quick weight lo ss is far more appealing despite the potential negative consequences. References The Associated Press. (2006, May 28). Poll: Americans like instant gratification. USA Today. Fox News Latino. (2012, September 18).Obesity in America: Can it Get Much Wors? Yes, Advocacy Group Says. http: //latino. foxnews. com/latino/health Frazier, K. (2011, June 14). How much weight can I lose in a Month on Atkins? Retrieved from http://www. livestrong. com Grain Foods Foundation. (2012, May 15). The Key to a Healthy Body: Eating Right & Moving More. Retrieved from http://www. sixservings. org NutriSystem: Lose weight with meals conveniently delivered to your home. (n. d. ). Retrieved from http://www. dietsinreview. com/diets/Nutrisystem Speri, M. (n. d. ). Why Slow Weight Loss Wins. Retrieved from http://www. weightwatchers. com/util/art/index_art. aspx Staff, H. (2011, April 6).Weight Loss Surgery Health Center: Rux-En-Y Gastric Bypass. Retrieved from http://www. webmd. com/diet/weight-loss-surgery Sugar, J. (2011, August 29). How Much One Month of WEight Loss Costs. Retrieved from http://www. fitsugar. com/Weight-Loss-Program-Cost-Comparison USDA. (2013, March 7). Dietary Guidelines for Americans. Retrieved from http://www. cnpp. usda. gov/dietaryguidelines. htm USDA. (2013, March 7). Dietary Guidelines for Americans. Retrieved from http://www. cnpp. usda. gov/dietaryguidelines. htm Weight Watchers International. (n. d. ). History and Philosophy. Retrieved from http://www. weightwatfchers. com/about/his/board. aspx

Cloud Computing Technology Essay

INTRODUCTION Cloud computing is Internet (â€Å"cloud†) based on development and use of computer technology (â€Å"computing†).It is a style of computing in which dynamically scalable and often virtualised resources are provided as a service over the internet.Users need not have knowledge of, expertise in, or control over the technology infrastructure â€Å"in the cloud† that supports them. The concept incorporates infrastructure as a service (IaaS), platform as a service (PaaS) and software as a service (SaaS) as well as Web 2.0 and other recent (ca. 2007-2009) technology trends which have the common theme of reliance on the Internet for satisfying the computing needs of the users. Examples of SaaS vendors include Salesforce.com and Google Apps which provide common business applications online that are accessed from a web browser, while the software and data are stored on the servers. A cloud is a pool of virtualized computer resources. A cloud can: 1.Host a variety of different workloads, including batch-style back-end jobs and interactive, user- facing applications. 2.Allow workloads to be deployed and scaled-out quickly through the rapid provisioning of virtual machines or physical machines. 3.Support redundant, self-recovering,highly scalable programming models that allow workloads to recover from many unavoidable hardware/software failures. 4.Monitor resource use in real time to enable rebalancing of allocations when needed. Fig 1.1: Overview of cloud computing HISTORY The underlying concept dates back to 1960 when John McCarthy opined that â€Å"computation may someday be organized as a public utility†; indeed it shares characteristics with service bureaus which date back to the 1960s.The term cloud had already come into commercial use in the early 1990s to refer to large ATM networks.By the turn of the 21st century,the term â€Å"cloud computing† had started to appear, although most of the focus at this time was on Software as a service (SaaS). In 1999, Salesforce.com was established by Marc Benioff, Parker Harris,and his fellows.They applied many technologies of consumer web sites like Google and Yahoo! to business applications. IBM extended these concepts in 2001,as detailed in the Autonomic Computing Manifesto-which described advanced automation techniques such as self-monitoring, self-healing, self-configuring, and self-optimizing in the management of complex IT systems with heterogeneous storage, servers, applications, networks, security mechanisms, and other system elements that can be virtualized across an enterprise. Amazon.com played a key role in the development of cloud computing by modernizing their data centres after the dot-com bubble and, having found that the new cloud architecture resulted in significant internal efficiency improvements,providing access to their systems by way of Amazon Web Services in 2002 on a utility computing basis. 2007 saw increased activity,with Google,IBM and a number of universities embarking on a large scale cloud computing research project, around the time the term started gaining popularity in the mainstream press. WORKING OF CLOUD COMPUTING Fig 1.2: Working of cloud computing In cloud computing you only need to load one application.This application would allow workers to log into a Web-based service which hosts all the programs the user would need for his or her job. Remote machines owned by another company would run everything from e-mail to word processing to complex data analysis programs.It’s called cloud computing, and it could change the entire computer industry. In a cloud computing system, there’s a significant workload shift.Local computers no longer have to do all the heavy lifting when it comes to running applications.The network of computers that make up the cloud handles them instead. Hardware and software demands on the user’s side decrease.The only thing the user’s computer needs to be able to run is the cloud computing system’s interface software, which can be as simple as a Web browser, and the cloud’s network takes care of the rest. CLOUD ARCHITECTURE Cloud architecture,the systems architecture of the software systems involved in the delivery of cloud computing, comprises hardware and software designed by a cloud architect who typically works for a cloud integrator. It typically involves multiple cloud components communicating with each other over application programming interfaces, usually web services. Cloud architecture extends to the client, where web browsers and/or software applications access cloud applications. Cloud storage architecture is loosely coupled, where metadata operations are centralized enabling the data nodes to scale into the hundreds, each independently delivering data to applications or users. Fig 1.3: Cloud architecture COMPONENTS 1. APPLICATION A cloud application leverages the Cloud in software architecture,often eliminating the need to install and run the application on the customer’s own computer,thus alleviating the burden of software maintenance, ongoing operation, and support. 2. CLOUD CLIENTS A cloud client consists of computer hardware and/or computer software which relies on the cloud for application delivery, or which is specifically designed for delivery of cloud services and which, in either case, is essentially useless without it. For example:Mobile ,Thin client ,Thick client / Web browser . 3. CLOUD INFRASTRUCTURE Cloud infrastructure,such as Infrastructure as a service,is the delivery of computer infrastructure, typically a platform virtualization environment,as a service.For example:grid computing ,Management , Compute ,Platform. 4. CLOUD PLATFORMS A cloud platform,such as Paas, the delivery of a computing platform,and/or solution saas,facilitates deployment of applications without the cost and complexity of buying and managing the underlying hardware and software layers. 5. CLOUD SERVICES A cloud service includes â€Å"products, services and solutions that are delivered and consumed in real-time over the Internet†.For example Web Services (â€Å"software system[s] designed to support interoperable machine-to-machine interaction over a network†) which may be accessed by other cloud computing components, software, e.g., Software plus services, or end users directly. 6. CLOUD STORAGE Cloud storage involves the delivery of data storage as a service, including database-like services, often billed on a utility computing basis, e.g., per gigabyte per month. For example Database ,Network attached storage ,Web service . TYPES OF CLOUDS 1. PUBLIC CLOUD Public cloud or external cloud describes cloud computing in the traditional mainstream sense, whereby resources are dynamically provisioned on a fine-grained, self-service basis over the Internet, via web applications/web services, from an off-site third-party provider who shares resources and bills on a fine-grained utility computing basis. 2. HYBRID CLOUD A hybrid cloud environment consisting of multiple internal and/or external providers â€Å"will be typical for most enterprises†. 3. PRIVATE CLOUD Private cloud and internal cloud are neologisms that some vendors have recently used to describe offerings that emulate cloud computing on private networks.These (typically virtualisation automation) products claim to â€Å"deliver some benefits of cloud computing without the pitfalls†, capitalising on data security, corporate governance, and reliability concerns. They have been criticised on the basis that users â€Å"still have to buy, build, and manage them† and as such do not benefit from lower up-front capital costs and less hands-on management ,essentially â€Å"[lacking] the economic model that makes cloud computing such an intriguing concept†.While an analyst predicted in 2008 that private cloud networks would be the future of corporate IT, there is some contention as to whether they are a reality even within the same firm. ROLES PLAYED IN CLOUD COMPUTING 1. CLOUD COMPUTING PROVIDERS A cloud computing provider or cloud computing service provider owns and operates live cloud computing systems to deliver service to third parties.Usually this requires significant resources and expertise in building and managing next-generation data centers.Some organisations realise a subset of the benefits of cloud computing by becoming â€Å"internal† cloud providers and servicing themselves, although they do not benefit from the same economies of scale and still have to engineer for peak loads. The barrier to entry is also significantly higher with capital expenditure required and billing and management creates some overhead.Nonetheless, significant operational efficiency and agility advantages can be realised, even by small organisations, and server consolidation and virtualization rollouts are already well underway.Amazon.com was the first such provider,modernising its data centers which,like most computer networks, were using as little as 10% of its capacity at any one time just to leave room for occasional spikes. This allowed small, fast-moving groups to add new features faster and easier, and they went on to open it up to outsiders as Amazon Web Services in 2002 on a utility computing basis. Players in the cloud computing service provision game include the likes of Amazon, Google, Hewlett Packard, IBM, Intel, Microsoft, Salesforce, SAP and Yahoo! 2. USER A user is a consumer of cloud computing.The privacy of users in cloud computing has become of increasing concern.The rights of users are also an issue, which is being addressed via a community effort to create a bill of rights. 3. VENDOR A vendor sells products and services that facilitate the delivery, adoption and use of cloud computing.For example:Computer hardware,Storage,infrastructure,Computer software,Operating systems ,Platform virtualization. APPLICATIONS OF CLOUD COMPUTING 1.EASY ACCESS TO DATA Clients would be able to access their applications and data from anywhere at any time.They could access the cloud computing system using any computer linked to the internet. 2. REDUCTION OF COSTS It could bring hardware costs down.Cloud computing systems would reduce the need for advanced hardware on the client side.You wouldn’t need to buy the fastest computer with the most memory, because the cloud system would take care of those needs for you. Instead, you could buy an inexpensive computer terminal, enough processing power to run the middleware necessary to connect to the cloud system. 3. CONVENIENCE Corporations that rely on computers have to make sure they have the right software in place to achieve goals. Cloud computing systems give these organizations company-wide access to computer applications.Instead, the company could pay a metered fee to a cloud computing company. 4. EASY STORAGE Servers and digital storage devices take up space. Some companies rent physical space to store servers and databases because they don’t have it available on site. Cloud computing gives these companies the option of storing data on someone else’s hardware, removing the need for physical space on the front end. 5. NO TECHNICAL SUPPORT RECQUIRED Corporations might save money on IT support. Streamlined hardware would, in theory, have fewer problems than a network of heterogeneous machines and operating systems. 6. SOLUTION TO COMPLEX PROBLEMS If the cloud computing system’s back end is a grid computing system, then the client could take advantage of the entire network’s processing power. CLOUD COMPUTING SERVICES 1. AMAZON WEB SERVICES The Amazon development model involves building Zen virtual machine images that are run in the cloud by EC2. That means you build your own Linux/Unix or Windows operating system image and upload it to be run in EC2. AWS has many pre-configured images that you can start with and customize to your needs. There are web service APIs (via WSDL) for the additional support services like S3, SimpleDB, and SQS. Because you are building self-contained OS images, you are responsible for your own development and deployment tools. AWS is the most mature of the CC options. Applications that require the processing of huge amounts of data can make effective you of the AWS on-demand EC2 instances which are managed by Hadoop. 2. GOOGLE AppEngine GAE allows you to run Python/Django web applications in the cloud.Google provides a set of development tools for this purpose. i.e. You can develop your application within the GAE run-time environment on our local system and deploy it after it’s been debugged and working the way you want it. Google provides entity-based SQL-like (GQL) back-end data storage on their scalable infrastructure (BigTable) that will support very large data sets. Integration with Google Accounts allows for simplified user authentication. 3. MICROSOFT WINDOWS AZURE Azure is essentially a Windows OS running in the cloud.You are effectively uploading and running your ASP.NET (IIS7) or .NET (3.5) application. Microsoft provides tight integration of Azure development directly into Visual Studio 2008. For enterprise Microsoft developers the .NET Services and SQL Data Services (SDS) will make Azure a very attractive option. The Live Framework provides a resource model that includes access to the Microsoft Live Mesh services. CHARACTERSTICS 1.COST Pricing is based on usage-based options and minimal or no IT skills are required for implementation. 2.DEVICE AND LOCATION INDEPENDENCE It enable users to access systems using a web browser regardless of their location or what device they are using, e.g. PC, mobile 3.MULTI-TENANCY This enables sharing of resources and costs among a large pool of users. 4.RELIABILITY This is suitable for business continuity and disaster recovery. 5.SCALABILITY Dynamic (â€Å"on-demand†) provisioning of resources without users having to engineer for peak loads 6.SECURITY It improves due to centralization of data,increased security-focused resources. 7.SUSTANIBILITY This comes through improved resource utilisation, more efficient systems. ADVANTAGES OF CLOUD COMPUTING 1. Ability to scale to meet changing user demands quickly 2. Pay by use. 3. Task oriented 4. Virtually no maintainence due to dynamic infrastructure software. 5. Application and operating system independent. 6. Easy to develop your own web-based applications that run in the cloud. 7. Location of infrastructure in areas with lower costs of real estate and electricity. 8. Sharing of peak-load capacity among a large pool of users ,improving overall utilization. 9. Separation of application code from physical resources. 10. Not having to purchase assets for one time or infrequent computing tasks. 11. Ability to use external assets to handle peak loads. DRAWBACKS OF CLOUD COMPUTING 1. Often limited or no technical support available. 2. Canned solutions such may not be full-featured or too task oriented. 3. When there are technical issues,you may lose access to your data or application. 4. No control. 5. You must have an internet connection. 6. If the company hosting the application goes out of business,you may lose access to your data or application permanently. REFERENCES 1. http://en.wikipedia.org/wiki/Cloud_computing 2. http://communication.howstuffworks.com/cloud-computing1.htm 3. http://communication.howstuffworks.com/cloud-computing2.htm 4. http://en.wikipedia.org/wiki/Cloud_computing_user 5. http://communication.howstuffworks.com/cloud-computing.htm 6. http://communication.howstuffworks.com/cloud-computing.htm/printable 7. http://cloudcadet.com/what-is-cloud-computing/ 8. http://askville.amazon.com/advantages-disadvantages-Web-based-Cloud-Computing- Wave/AnswerViewer.do?requestId=16202235

Impact of Greek Culture on the Romans - 790 Words

The civilization of Rome is one that is remembered today as â€Å"the most powerful world state in ancient history† (Fiero 139). From their superior culture to an army of 300,000 men who behaved as if â€Å"they had been born with weapons in their hands†, the Roman culture was unparalleled (Fiero 139). The location of Rome on the Italian peninsula put them in a prime location to encounter rich cultures such as the Greeks. Roman culture would not have been the same if it had not been for the Greeks, because they incorporated multiple aspects of the culture into their everyday life. The Romans were heavily influenced by Greek philosophy, theology, literature, art, and architecture. Greek philosophy was renowned. So much so that the Romans modeled their philosophic beliefs around great Greek philosophers such as Aristotle and â€Å"absorbed the works of the Epicureans and the Stoics† (Fiero 143). Philosophy seeped through into other disciplines such as poetry, when Lucretius â€Å"popularized the materialist theories of Democritus and Leucippus† (Fiero 143). Stoicism was used not only to enforce Roman ideals, but also influenced the minds of people such as Marcus Aurelius. The Romans produced Stoic philosophers such as Epictetus, and Seneca. Greek philosophers provided the foundation, and the Romans adapted it to fit the needs of their culture, such as to â€Å"encourage the Roman sense of duty† (Fiero 143). Romans and the Greeks share many of the same Gods and Goddesses, or similar ones withShow MoreRelatedAncient Greek And Romes Impact On Western Literature1642 Words   |  7 Pages The impact greek and roman culture had on western civilization The ancient Greeks and Romans were two of the greatest civilizations of the ancient world. The two civilizations thrived in their ancient environments which eventually led to a large amount of wealth within these two cultures. 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