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Huawei Brand Strategy Management
Huawei Brand Strategy Management
Canvas Business Model
In order to have a clearer picture of the operations of the Chinese phone maker, a thorough internal investigation of Huawei’s business model is conducted. The purpose is to have a more in-depth grasp of the company’s operations and the value it provides to its customers as a result of completing this investigation. It also aids in the knowledge of internal processes inside the company, as well as how they could evolve in the future.
Key Partnerships
Huawei has previously collaborated with Telefonica, Zoom, Accenture, Google, Hewlett Packard, Arrow Electronics, SAP, Thales, and other firms (Dmitrijevs, 2020).
Huawei’s Value Propositions
It is Huawei’s value proposition, which defines the core principles that the business aspires to provide to its clients, that allows it to meet the expectations of its customers and meet their requirements. Huawei’s manufacturing activities are one of the ways in which the company offers value to its customers.
Huawei is focusing its efforts on in-house manufacturing in order to ensure long-term success in the marketplace. The corporation may also be able to save money on import duties by producing domestically, allowing it to reinvest those savings elsewhere, such as in R&D (research and development) (Li, 2019), so providing consumers with long-term value. In order to supply its consumers with new and creative goods and services, Huawei’s research and development activities are critical to the company’s ability to innovate.
Huawei places a high importance on research & development in its operations. Huawei is the third-largest spender on research & development, trailing only Google and Amazon in this category. To avoid being prevented from expanding into the United States as a result of allegations of Chinese espionage, Huawei has designed its own chipset to operate on its servers, which also adds value to the company’s clients’ experiences (Wu et al., 2021). Unlike its competitors, Huawei has the ability to tweak and modify the components of their goods in order to produce its own processors that can be used in their products as well.
Channels
When it comes to reaching and distributing its products to clients from a variety of demographic backgrounds, Huawei employs a number of strategies. For the purpose of keeping clients informed about the company’s position in the business and displaying its products, Huawei maintains its own website. Customers are sent to a page with a list of retailers from which they may decide where they want to acquire a smartphone after clicking on a link to purchase one. Currently, Huawei does not sell its products directly to customers through this distribution channel. Chinese smartphone manufacturer Huawei offers its products online through third-party retailers such as Amazon and Flipkart (Arsova, Mitreva, & Temjanovski, 2022). Recently, rising competition from Chinese firms such as Xiaomi, who also use the internet channel to cut their costs, has forced Huawei to place an increased focus on this online channel in order to compete more effectively. This attitude served as the foundation for the establishment of Huawei’s ‘Honor’ sub-brand.
Huawei’s usage of physical storefronts is just as important as the company’s internet presence in terms of customer service. Huawei’s most major markets are China and India, and the company distributes its goods in both countries through actual stores owned by the company. Having a physical retail presence, according to Yeo et al. (2020), allows the company to exhibit its products and develop a brand image while also being in direct contact with its customers. Additionally, Huawei distributes its goods in a number of countries through third-party retail establishments and mobile service providers in addition to its own physical retail stores.
Cellular carriers play a key role in the selling of smartphones, and Huawei’s success in Europe may be attributed to the company’s close ties with the continent’s cellular service providers. In order to gain a presence in the European market, Huawei spent years cultivating connections with carriers in nations such as France and Finland, among other countries. The corporation relied on these carriers as the principal route via which its items were delivered to customers. Huawei, on the other hand, does not have access to this carrier route in the United States, as indicated by their market share in the nation, which is less than 0.4 percent (Peng & Zhang, 2021). Carrier partnerships have played a significant role in both Huawei’s success in Europe and its failure to develop an international footprint in the United States, demonstrating that carriers as sales channels have a significant impact on the selling of handsets.
Huawei’s Customer Relationships
The company’s relationships with its customers are excellent. On Huawei’s community website, people may post images and share their thoughts. Customers of Huawei may be contacted through social media platforms such as Facebook, Weibo, Twitter, and other networks.
Social networking is a must-have communication tool for organizations that care about their consumers (Chen, Tang, & Yang, 2018). Huawei provides a range of support options for its devices. Customers can get answers to their queries on Huawei’s website, or they can contact the firm directly via email or phone. Customers may also use Huawei’s website to find the nearest service facility and chat with a Huawei professional directly. Thanks to this online service, customers in over 100 countries may now obtain support swiftly and conveniently.
Huawei is able to interact directly with its consumers because to its global network of over 45,000 retail outlets. Huawei’s stores are popular with customers because they allow the corporation to exhibit and connect their brand directly with the general population. Huawei’s retail locations are the main point of interaction for customers.
Huawei’s Customer Segments
Business-oriented segment: Clients that only use their cellphones for work-related communications demand a reliable network while making business-related phone calls.
Value-chasing segment: The value-chaser market segment is concerned with getting the best price possible on a product and is constantly on the lookout for methods to save money on purchases.
Family-oriented: Those who place a high value on their family’s requirements are more likely to rely on their smartphones to stay in touch with the people who matter to them the most.
Entertainment-focused market: People who fall into this group use their cellphones to play games, watch movies, and listen to music, among other things. The ability to stream movies and play games without degrading performance is based on having fast data rates available to you.
Socializer market: The socializers mostly use their cellphones to access social media programs such as Facebook, WhatsApp, and Twitter, among others.
Heavy users market: Substantial amounts of data use and intensive smartphone use demand high data speeds and large data storage capacities for the heavy user class of people.
Huawei’s Key Activities
Huawei’s most important core operations are possibly R&D, the company’s technological resources, and connections with other strong technological enterprises. Huawei’s ability to differentiate themselves from the competition through their branding and marketing initiatives is critical to their success (Li, 2019). Huawei is able to offer itself to new clients by cooperating with well-known and trustworthy companies. Huawei depended heavily on traditional advertising, such as billboards, posters, banners, and more, when it first entered the market and established its presence. Celebrities are often utilized to advertise and support a company’s brand.
Key Resources
One of Huawei’s most valuable resources is its intellectual property, which includes technology. It also has a substantial foundation of materials and supply chain networks, distribution and storage facilities, an online and conventional physical retail chain, as well as websites and online stores, among other things. It also has a significant social media presence, as well as an extensive information technology and communications infrastructure, manufacturing facilities, and well-trained employees. Patents and trademarks that are critical to Huawei’s operations are owned or licensed by the company in huge numbers (Arsova, Mitreva, & Temjanovski, 2022). Apart from that, Huawei has a huge number of physical facilities across the world that are critical to its operations, which it either owns or rents. There are several production, distribution, and storage facilities as well as corporate offices and a retail network that make up the company’s vast network.
Revenue Streams
Huawei gets its revenues from carrier networks section of the business, consumer business, and enterprise business. A range of advising and other services are provided by Huawei in addition to the production and sale of consumer electronics. Revenue is generated by the provision of commercial network and communications services as well as the provision of a broad variety of consumer devices. Sales and service fees are the primary sources of revenue for the company at this time. In the last 5 years, Huawei generated revenue of CNY 395 billion (about $57.6 billion) on annual average, representing a considerable rise over the last decade’s figure of CNY 288 billion (approximately $53.6 billion) (Wu et al., 2021). Further, Arsova, Mitreva, and Temjanovski (2022) found that approximately 32% of total income came from the Consumer sector, with the Carrier Network segment accounting for more than 61 percent.
Cost Structure
The cost structure is made up of R&D, product development, and network management and maintenance. The costs associated with Huawei’s product development, procurement of materials, procurement and delivery facilities, development of online portals, IT and communications infrastructure, management of partnerships, implementation of marketing and advertising campaigns, and operation of physical retail outlets are just a few of the expenses the company faces. Approximately $17.4 billion (approximately CNY 118 billion) was spent by Huawei on its entire operating expenses in 2015 (Yeo et al., 2020).
Individual Reflection
Throughout this semester, my fellow colleagues and I had an opportunity to collaboratively participate in a group project with other members of our class. The focus of our group activity was Huawei. We were looking at Huawei’s business model through the use of the Canvas business model. My contribution to the group report was huge. I was chosen as the team coordinator, ensuring that all deadlines were met and that we held our scheduled meetings on time via multiple platforms on Zoom, WhatsApp, and in the school portal. For part 1 of the report, I also dealt with the Canvas Business Model section. I was mainly responsible for researching on Huawei’s activities, resources, key activities, and the entire 9 segments in the canvas.
One of the main challenges that I encountered as a leader/coordinator was handling the different personalities in the group and ensuring that everything was running smoothly. At first, our group had issues in terms of communication and commitment to begin the group task. However, we all agreed on the need to urgently begin a smooth collaboration in regard to the class work for purposes of attaining good grades and for future cooperation in other group projects. Another major challenge was that we were unable to meet physically due to the demands of the new learning structure post-COVID-19. Therefore, we had to coordinate our times very well in order to be able to “meet” as often as required and to ensure full participation. Another challenge was finding information relating to Huawei on academic journals and valid and credible sources. There is a lot of information online, yet their validity and credibility is questionable. We were able to bypass this problem by using online libraries.
From being a member of the group, I learnt to better communicate and to be patient. Also, the value of accountability and responsibility were well inculcated during the entire process. I found out that we were only as strong as our weakest member. Whenever we lagged behind, we could not make progress until an issue was resolved. So, we had to resolve all issues fast. Challenges that may reoccur include the issue of communication. To solve this, I suggest that people select a group leader as the first activity in the project. Group leaders would give direction and monitor progress without necessary letting members feel like they are being supervised.
From the study of Huawei, I learnt that there is a need to have a solid plan in everything one does. I found the concept of partnerships as an important factor for Huawei, and one that can be carried over to personal life. Huawei has partnered with many firms on different times and for various reasons. It has done so in order to gain a competitive edge and to cover up for areas where it is inadequate. The same can be used in personal life to improve one’s standing. For my future career, I plan to venture into marketing. The knowledge I gathered in doing this report is important because it will enable me to further develop my communication and leadership skills. I want to be a better leader, one who is able to not only communicate effectively but also be able to factor in other people’s opinions and push them to be better.
Challenges and Opportunities of Digital Business
A substantial impact on the global economy, corporate activities, and the lives of individuals has been made as a result of the COVID-19 pandemic. Consequently, many e-businesses have gone through challenges, but digitization is allowing them to adapt and overcome these difficulties as well (Almeida, Santos, & Monteiro, 2020). Therefore, digital businesses are exposed to both challenges and opportunities, despite the crippling effects of COVID-19. The fact that people and businesses alike are increasingly relying on technology to assist them in dealing with this unprecedented situation is evidence of the speed with which the digital world is evolving. A significant influence is projected across all industries as a result of digitization (Soto-Acosta, 2020), with new digital products and services based on the concept of flexibility being developed. The growing demand for new personnel, regardless of where they live or where they are employed, is an additional advantage for the industry. E-businesses have expanded leading to more employment opportunities. The development of cybersecurity and privacy, which will be two essential components in the future of these technologies, will be instrumental in the advancement of the Internet of Things, artificial intelligence, big data, and robots, among other technologies. However, challenges have also emerged including loss of business to more established firms, strict legislative guidelines, and barriers of entry into e-commerce.
References
Almeida, F., Santos, J. D., & Monteiro, J. A. (2020). The challenges and opportunities in the digitalization of companies in a post-COVID-19 World. IEEE Engineering Management Review, 48(3), 97-103.
Arsova, M., Mitreva, M., & Temjanovski, R. (2022). Interrelationship between marketing activities and the financial performance of Huawei. Journal of Economics, 7(1), 27-35.
Chen, J., Tang, Y., & Yang, J. (2018). A survey of system dynamics in B2C e-commerce business model. Modern Economy, 9(04), 830.
Dmitrijevs, R. (2020). Research on Marketing Strategy of Huawei Mobile Phone in European Market. Open Journal of Business and Management, 8(03), 1138.
Li, Y. (2019, December). Research on Huawei Mobile Phone Marketing Strategy Based on Market Segmentation Theory. In 5th Annual International Conference on Social Science and Contemporary Humanity Development (SSCHD 2019) (pp. 293-300). Atlantis Press.
Peng, Z., & Zhang, S. (2021, December). Challenges for Huawei to Go Global Under the Trade Disputes. In 2021 3rd International Conference on Economic Management and Cultural Industry (ICEMCI 2021) (pp. 1424-1433). Atlantis Press.
Soto-Acosta, P. (2020). COVID-19 pandemic: Shifting digital transformation to a high-speed gear. Information Systems Management, 37(4), 260-266.
Wu, Z., Wu, J., Hou, Q., Jiang, H., & Chen, F. (2021). The strategy of international brand expansion of it enterprises: a case study based on Huawei. Procedia Computer Science, 183, 733-744.
Yeo, C., Kee, D. M. H., Mo, X. Y., Ang, H. E., Chua, S. M., Agnihotri, S., & Pandey, S. (2020). Technology advancement and growth: A case study of Huawei. Journal of the Community Development in Asia (JCDA), 3(1), 82-91.
Fair Work Act
Fair Work Act
Student’s Name
Course Number and Name
Instructor’s Name
Due Date
Fair Work Act
Introduction
The Fair Work Act 2009 is among the legislation pieces governing the employment relationship in the private workplaces in Australia. The Act is the foundation of every minimum standard and regulation for employments falling within the workplace system CITATION Jud11 l 1033 (Sloan, 2011). The employment’s terms and conditions and the employers’ and employees’ rights and responsibilities related to employees outlined in the Act intends to provide a balanced structure for productive relations within the workplace. This helps to promote social inclusion and national economic prosperity for employees under Australia’s workplace system. The Fair Work Act 2009 aims to provide employment’s terms and conditions, set out rights and responsibilities for organizations, employers, and employees with regards to that employment, provides compliance with the Act, and provides for the Act’s administration by establishing the Fair Work Ombudsman and the Fair Work Commission (The Attorney General’s Department of Australia, 2021). In addition to these guidelines and provisions, employees in Australia are provided with guaranteed safety net of relevant, fair, and enforceable minimum terms and conditions through the Modern Awards, National Employment Standards (NES), and National Minimum Wage orders. This paper will address the background of the Fair Work Act, the current situation in Australia regarding the Act, the workplace relation laws in Australia, and the arguments drawn based on the findings.
Background of the Fair Work Act
For many years prior to the Fair Work Act introduction, the election campaigns in Australia were considerably focusing on issues regarding industrial relations. Through this, various Australian Union organizations and Labor government despite being popular, were frequently pointing out the Work Choices system’s flaws (Buchanan & Oliver, 2016). Union organizations argued that the Work Choices system created an environment in which employers’ power over their employees was uneven. This and for other reasons, the Fair Work Act was introduced and was enforced on the 1st of January 2020. This Act was implemented to build a national system of workplace relations to wages and employment conditions. The Fair Work Commission overlooks this legislation and the role of the commission is maintaining a safety net of conditions and minimum wages, fairness at the workplace, and flexible working arrangements (James & Ombudsman, 2015). In addition, it ensures that both employers and employees comply with the Fair Work Act.
The approach for creating the Fair Work Act stemmed from the presumptions that there was an unclear bargaining power between employers and employees. It was also believed that the trade union representation promotion was meant to redress this imbalance. Therefore, the third party’s role was to approve agreements, set conditions ad minimum wages, and to solve industrial disputes (Gahan, Pekarek, & Nicholson, 2018). In general, the Fair Work Act retreated to the arrangements during the introduction of the Workplace Relations Act of 1996 by the Howard government. James & Ombudsman (2015) argues that so far, the FWA’s impact is muted and a number of agreements that were made under Work Choices have not yet expired. Furthermore, the conditions of labor market have been relatively benevolent since the Fair Work Act started to operate. The real test comes in the process of negotiating new agreements under the rules contained in the Fair Work Act. Should the track be faltered down by the labor market, a further FWA test would be the extent to which an employer can adjust his cost of employment workforces, or hours of work to fit subdue demands (Gahan, Pekarek, & Nicholson, 2018). This Act applied to every business which is a “national system employer.” The Fair Work Act contains specific rules which helps in the facilitation of both economic prosperity and social inclusion for all workers in Australia. The Act has proved to be a useful tool for employers in Australia since it provides a structure upon which employers can build their company culture and foster a productive and happy workforce.
Current Situation
The exploration of the Fair Work Act reveals that these new conditions have failed to strike a balance between the concerned parties. It is difficult to sustain this balance because the legislation’s major provisions result in unpredicted consequences and issues where the Act is presented as the problem and destroyed the system that was in existence (EmployerSure, 2021). A survey that the Australian Industrial Group conducted revealed that there are about thirteen claims are identified against bargaining decisions and against the individual agreements’ elimination. These claims were focused on the lack of workplace relation system development since there are no more improvements to be introduced because the one-to-one agreements had been ignored (Ebisui, Cooney, & Fenwick, 2016). With respect to the global standard of employment, Australia’s current situation has made it impossible to be part of the global marketing arena and to sustain a stiff competition. In this regard, the primary concern of employers is with the development of industrial tools and legislation that would allow them to focus on improvement and productivity. Also, they focus on the legislation that eliminate the barriers halting the employees’ level of performance and production (Ebisui, Cooney, & Fenwick, 2016). It is important to outline the current provision serving as a major obstacle to the promotion of productivity and increased level of performance among employees. This is of special concern to the possibilities of outsourcing and the limited use of contractors. Furthermore, individual arrangement of flexibility hampers productive cooperation between employers and employees.
Several negative effects of the Fair Work Act have been identified as far as Australia’s economic dimension is concerned. From the beginning, the proposals by the employers demonstrate a complete lack of concern and consideration for junior staff (Gahan, Pekarek, & Nicholson, 2018). Moreover, it showcases the ineffectiveness of the styles of management of the organizations involved. The fact that the profitability of a company is prioritized over the employees’ welfare not only demonizes but also breaks the recommendations of the Act. Another indicator of the Act’s shortcomings is the self-serving and uncaring image of the companies’ managements. The fact that the majority of their proposals deprive, undermine, and intimidate the employees’ behaviors with the intentions to purposely manipulate them to their benefit disputes the impression they are supposed to give (Gahan, Pekarek, & Nicholson, 2018). Despite the above shortcomings, the Fair Work Act has continually enhanced employee and workplace effectiveness. Also, it is regarded as an important tool and instrument to maintain and retain valued employees, improved health and worker productivity, and absorb the contribution of the employees to the organization’s work.
Australia’s Workplace Relations Laws
As it is established in Australia’s workplace legislation and Fair Work Act, the core elements of the workplace relations structure include a safety net employment’s minimum terms and conditions (Isaac, 2018); systems of corporate-level collective bargaining reinforced by the rules and obligations of bargaining that govern industrial actions; provisions for individual arrangement of flexibility in the quest of allowing individual employees and an employer to create flexible arrangements of work which would meet their individual need provided that employees are better off; employee protection against unlawful or unfair employment termination; protection of both employee and employer freedom to choose if they would want third party representation in the workplace matters; and the provision of rules that govern the rights and responsibilities of the employee and employer representatives (Isaac, 2018).
The Commonwealth Parliament is responsible for enacting workplace relations laws of Australia. The Fair Work Ombudsman and the Fair Work Commission are responsible for the oversight of the Fair Work Act’s practical application in the workplace. The Fair Work Commission is Australia’s independent workplace relations tribunal with the authority to conduct various functions related to maters in the workplace (Schnabel, 2020). They include minimum condition’s safety net, industrial action, enterprise bargaining, dispute resolution, and employment termination. Furthermore, the commission conducts a number of functions that related to registered organizations (employer organizations and unions) like their amalgamation, registration, rules and WHS applications and entry permits. The Fair Work Ombudsman helps employers, employees, contractors, and the community to get to know their rights and responsibilities in the workplace and it also enforces compliance with Australian workplace laws (Schnabel, 2020). The Registered Organization Commission educates and monitors companies regarding their responsibilities like finances, record keeping, and even elections. This commission was established four years ago to enhance financial accountability and transparency within registered organizations.
The Fair Work Act’s beauty is that it was tailored with an employer in mind. The Act incorporates particular instructions that are tailored to be practical and applicable to companies and businesses of all sizes and shapes (Schnabel, 2020). Whether a company manages its team onsite or it supervises a remote workforce, it is practically guided in virtually all aspects of workforce management. On top of the base-level provisions that National Employment Standards affords, the Modern Awards offer more guidelines for employee agreement outlining the entitlements of employees (Amendment, 2015). They are essential because they offer variances for various occupations and industries which makes it easier to build on the standards integral in the Fair Work Act into workplace operations.
Discussion/Findings
According to Australia’s Industrial Group, the changes incorporated to the Fair Work Act was analyzed thoroughly with respect to the previous shortcomings in the Work Choices. The government needs to pay a close attention to the needs needed to eradicate any barriers to the increase of productivity in the workplace. The workplace flexibility introduction should be based on the introduction of changes to the law. According to Peetz (2016), there is reason to believe that the Fair Work Act has failed to encourage increase of productivity in the workplace and hampers organizations’ ability to streamline and to maintain a flexible workforce. Indeed, there are multiple challenges when it comes to the process of manufacturing and with this, it ca be argued that the Fair Work Act is among the fundamental barriers to increased productivity development (Peetz, 2016). It is up to the government to recognize that growth of salaries does not contribute to an increase of performance. This is because it prevents the country from establishing a fair competition.
Contrary to popular belief, the new system has not been able to contribute to Australia’s economy overall welfare because it is difficult to ensure that the interest of all stakeholders are met. Regarding the bargaining provisions that the Fair Work Act presents, it is possible for bargaining to commence even with a lack of formal notification and consequently, employers and employees can begin with the negotiations (Ombudsman, 2017). The issue here is that when employers refuse to negotiate, employees can be supported by unions on the enterprise agreement basis. As a result, if Fair Work Australia determines that most of the employees in Australia support enterprise agreement, the employers will be required to collectively bargain with the employees. The support that the employees provide forces the employers to conceded to the norms that have been established. Gahan, Pekarek, & Nicholson (2018) identifies that the provisions of the Fair Work Act has not provided changes the growth of productivity. What is more threatening is that the laws established does not impose any responsibilities and obligations on unions to encourage productivity as a part of collective agreements. In particular, employers are obliged to bargain with the unions when in fact, many unions do not believe in the significance of encouraging the production success of an organization. These unions are entitled to freely exercise their bargaining power but it did not bring positive changes to the productivity and performance rates.
Conclusion
By identifying, resolving, and preventing labor issues, the Fair Work Act strives to continuously enhance employee and workplace effectiveness. Also, it is a vital instrument and tool to maintain and improve the employees’ productivity rate in the workplace. By introducing the Fair Work Act, the government aimed to improve the employees’ working conditions and to provide a space to bargain and resolve disputes (Gahan, Pekarek, & Nicholson, 2018). But, bargaining alongside the minimum wages level implementation has failed to make a major contribution to the growth and development of production rates. Particularly, most organizations in Australia under the Australian Industry umbrella provided appalling facts and statistics which proves that improvements have not been recorded. Particularly, the bargaining power overuse, individual agreement removal, and the modern award establishment are the main barriers to the enhancement of productivity and the improvement of employee performance (Gahan, Pekarek, & Nicholson, 2018). The emphasis that has been placed on collective agreement deprives employers their right to impose responsibilities on employees. To eradicate these issues, the changes must be concerned with reevaluation of modern awards, minimum wage, and unfair dismissal procedures. From such considerations, it is important that the Fair Work Act is significantly corrected and expanded to fill the current performance gaps.
References
Amendment, A. P. (2015). Bill 2012. Senate bill)—(Senator Hanson-Young). https://cdn.aigroup.com.au/Submissions/Workplace_Relations/2012/Employer_sanctions_MigrationActChanges_aug2012_final.pdf
Buchanan, J., & Oliver, D. (2016). ‘Fair Work ‘and the Modernization of Australian Labor Standards: A Case of Institutional Plasticity Entrenching Deepening Wage Inequality. British Journal of Industrial Relations, 54(4), 790-814. https://doi.org/10.1111/bjir.12215
Ebisui, M., Cooney, S., & Fenwick, C. (2016). Resolving Individual Labor Disputes. Geneva: International Labor Organization. https://www.ilo.org/wcmsp5/groups/public/—dgreports/—dcomm/—publ/documents/publication/wcms_488469.pdfEmployerSure. (2021). Employment law in Australia. Retrieved from employsure.com.au: https://employsure.com.au/guides/employment-contracts-and-legislation/employment-law-in-australia/
Gahan, P., Pekarek, A., & Nicholson, D. (2018). Unions and collective bargaining in Australia in 2017. Journal of Industrial Relations, 60(3), 337-357. http://dx.doi.org/10.1177/0022185618759135
James, N., & Ombudsman, F. W. (2015). Commonwealth of Australia. https://www.colemangreig.com.au/userfiles/file/Fair%20Work%20Information%20Statement%202015-16%20(02177991xA3D94).pdfIsaac, J. (2018). Why are Australian wages lagging and what can be done about it?. Australian Economic Review, 51(2), 175-190. https://doi.org/10.1111/1467-8462.12270Ombudsman, F. W. (2017). Fair Work Ombudsman. https://thepeopleindairy.org.au/wp-content/uploads/2019/02/FWO-fact-sheet-About-the-FairWork-Ombudsman.pdf
Peetz, D. (2016). Industrial action, the right to strike, ballots and the Fair Work Act in international context. Australian Journal of Labour Law, 29(2), 133-153. https://research-repository.griffith.edu.au/bitstream/handle/10072/380625/PeetzPUB6698.pdf?sequence=1
Schnabel, C. (2020). Union membership and collective bargaining: Trends and determinants (pp. 1-37). Springer International Publishing. https://ftp.iza.org/dp13465.pdfSloan, J. (2011). Evaluating the Fair Work Act. Retrieved from cis.org.au: https://www.cis.org.au/app/uploads/2015/04/images/stories/policy-magazine/2010-summer/26-4-10-judith-sloan.pdf
The Attorney General’s Department of Australia. (2021). Current workplace relations issues. Retrieved from ag.gov.au: https://www.ag.gov.au/industrial-relations/workplace-relations-australia
Down These Mean Streets
Down These Mean Streets
Section: Book Reports
Down These Mean Streets, an autobiography by Piri Thomas is about a boy’s journey to manhood on the mean streets of New York’s Spanish Harlem. While growing up in Harlem, Piri adopted an attitude, which was both hot-tempered and violent. In the end, this personality flaw almost cost him everything, including his life. Whenever Piri faced a problem, he would become angry and resort to viloence. There are many instances where he does this, one in particular is when he is a young teenager and is going to school. The teacher wouldn’t let him go to the bathroom and when she grabbed his shirt to stop him from walking out of her class, his shirt ripped. Realizing that she had ripped his shirt he turned around and not thinking “of her as a woman, but as something that had to be hit,” he punched her in the face. His quick-temper caused him to hit a woman, which shows that he isn’t one to think things out and then act in a peaceful manner. Another example of Piri’s anger happened when he got into an argument with his girlfriend. After a party he walked her home and they got into a verbal fight. When the tensions rose and he couldn’t control his anger anymore, he sent his fist through a window which wound him up in the hospital. The most signifficant example of Piri’s aggression was when he was twenty-two. He and two other people were robbing a nightclub. Piri was guarding the door when a cop from inside pulled his gun and shot him, not thinking of consequences, Piri returned fire. He had shot and almost killed the police officer, earning him a five to fifteen year prison sentence. Eventhough it was Piri’s personality flaw, it affected many if not all of the people around him. When he chose to solve his problems through violence, it affected the people that he fought, and it affected his family and friends when they had to witness it and then lose him to jail for six years. When Piri’s mother died he stayed at home briefly because the fighting between he and his father got so violent that he went after him with a knife. Piri finally left when his sister broke down and said that their fighting was driving her insane. Also, when Piri was found guilty for armed robbery and for shooting a police officer, his family told them that he had ashamed them and their family name. Since he went to jail, and also probably because of his temper, his girlfriend Trina, who he had planned on marrying didn’t wait for him and married someone else. Since Piri had such a hot-temper and violent nature he made many mistakes and almost paid the price with his life. He lost many of his dreams, the respect of his family, and six years of his life, all because he couldn’t control his anger.