Open an unusual business or service in city of Diamond Bar Research Paper

Open an unusual business or service in city of Diamond Bar - Research Paper Example Diamond bar has a total population of 55544 people based on the census conducted in the year 2010; which form total population density of 3731.5 people per square mile or 1440.8 KM2 (City-data, 2013). Notable to mention is that this numbers are much lower than the population count that was conducted in the year 2000 of 56287 people (City-data, 2013). Based on the2010 census, the total racial makeup was proved to compose of 29144 (52.5%) Asians, 18434 (33.2%) whites (with 21.3% Non-Hispanic whites), 2288 (4.1%) African American groups, 178 (0.3% Native Americans, 106 (0.2%) Pacific Islanders, 3237 (5.8%) for other races, 2157(3.9%) from two or more races and finally the Hispano or the Latino forming 20.1% 11138 people (Quickfacts.census, 2014). According to the statistics gathered in 2010, it is evident from the data that there were 17880 household in diamond bar (Quickfacts.census, 2014). Out of the entire population, it emanated that 102 or 0.2% of the households were living on non-institutionalized group’s quarters while 27 or 0% were living on institutionalized quarters (Quickfacts.census, 2014). Furthermore, basing on age groups, out of the registered 17880 households, it is only 39.2% or 7008 households that had children who were under the age of 18 and this related to 11895 children (City-data, 2013). In addition to this, it was recorded that 5590 (10.1%) people were aged 18 to 24, 13585 (2.5%) people were 25 to 44 years, 17988 (32.4%) were found to aged between 45 to 64 years (City-data, 2013). The elderly people in Diamond bar city which was composed of individuals with 65 years and above formed a population of 6486; relating to 11.7% of total population recorded in 2010 (City-data, 2013). The social status of Diamond Bar revealed that 66% or 11792 of the total population were married opposite sex couples, 2.8% (496) were mature unmarried opposite sex people, 71 (0.4%) were same

Employee Relations System in Singapore and Eire Essay

Employee Relations System in Singapore and Eire - Essay Example In addition, it should also be flexible. (Schregle, 1981) There are certain theories that will act as a background and baseline for this comparative analysis. The first one was brought forward by a human resource management author called Douglas McGregor. This author strongly believed in the power that the human being has within an organisation. He claimed that management is dependent on its employees just as the latter need the former. McGregor believed that management have the ability to determine whether or not their organisation was a success depending on how they chose to carry forward their management practices. The author came up with a human relations theory called theory Y. In this theory, he asserted that all employees have the capacity to change. Consequently, management should endeavour to match employee goals and objectives to the organisation. Since these employees were able to grow in terms of their capacity to handle greater responsibility and to grow position wise, management should try its best to match their overall developmental activities within the organisation to individual ones. Indeed, theory Y forms one of the major guidelines for good employee-relations-systems in any country. We will therefore use this as a sort of barometer to check on the legitimacy and appropriateness of the employee relations between the two countries under study. Another theory that will also serve as a backbone in the essay is the theory of the three S's as postulated by Bartlett and Ghoshal; where the three S's are strategy, systems and structures. In this theory, the two authors believed that management had the distinct and fundamental responsibility to come up with organisational strategy. This would lay the foundation for organisational structures within any one organisation. In this management system, more emphasis is placed on the importance of aligning employees to organisational behaviour. Adherents to this theory assert that human beings can be replaced and must therefore not be the focus in human resource management. This is why most activities are seen as a form of control and enforcement of discipline by employers towards their employees. Organisations and countries adhering to this theory are quite hierarchal. Beside this, their structures precede their strategies. (Bartlett and Sumantra, 1994) The latter theory is slowly phasing out. This has come after the realisation that the most useful resource within any company is its human resource. Employees have the ability to be creative and to apply knowledge appropriately to suite any given organisation. Consequently, there is a need to adopt a totally different approach to management. Most developed countries realise that there are no returns when the organisation places too much emphasis on controlling its employees because this only serves as backbone for conflicts. The better approach is to try and create a rich corporate culture and clearly defined organisational objectives. Besides this, employee relation systems are moving way from the need to