Native Americans in the United States and Short Story Essay Example for Free

Native Americans in the United States and Short Story Essay Nacirema The â€Å"Body Ritual among the Nacirema† is a short story about a native American tribe. It wasn’t until more research on my part that I realized that this tribe did not exist. In fact it is a folk tale told in Miner’s own words. In true form Miner gives hint to this short story the Nacirema culture to that of the our culture today. Nacirema is in fact spelled â€Å"American†(Culture). The Nacirema has a hero named â€Å"Notgnihsaw† spelled â€Å"Washington† backwards. There are many similarities to this story as our American culture. Out of similarities Washington is our hero. He was the first President of the United States. Legend has it that Washington â€Å"threw a silver dollar across the Potomac River†, much like the Nacirema threw their native beads across their Pa-To-Mac River. Another story has Washington chopping down a cherry tree. But did Washington actually chop the tree down? â€Å"For he could not tell a lie†. As Americans we have rituals and cultural identities Every household has its â€Å"shrine† much like the Nacirema. Not all shrines are made alike. Is the â€Å"shrine† our homes, our churches, or our bathrooms? Shrines come in all walks of life. Miner gives the perception that the working class go to work and make money. If you have very little money your home is small much like a tent. The more money you make the bigger your home is which is made of brick and mortar. He discuses a specific â€Å"charm box† built into the wall (medicine cabinet). Within this box is collection of magical potions (medicine) where all members of the tribe have faith that he/she cannot live without. â€Å"The most powerful of these are the medicine men, whose assistance must be rewarded with substantial gifts. However, the medicine men do not provide the curative potions for their clients, but decide what the ingredients should be and then write them down in an ancient and secret language. This writing is understood only by the medicine men and by the herbalists who, for another gift, provide the required charm. †(Miner) This indicates folks going to the doctor that write the prescriptions to filled by the pharmacy. Miner talks about how members bow theirs heads in front of the box much like that of washing our hands. The Catholics have a similar ritual of dipping of the fingers in the â€Å"holy water† and doing the sign of the cross(Holy water) or kneeling before entering the pew(Religion:Manners in). The Nacirema have a morbid fascination with their mouths. If it â€Å"weren’t for the rituals of the mouth, they believed their teeth would fall out, their gums bleed. † If these things would have happened they believed their lovers would disown them. † â€Å"The daily body ritual performed by everyone includes a mouth-rite. †(Miner) This is much like the flossing or brushing of our teeth. The floss or bristles on our tooth brush we use is similar to the â€Å"hogs hairs. † The â€Å"magical powders† is that of the tooth paste we brush our teeth with. Miner maintains that the Americans right of passage in ways to throw off the readers. Themes as visiting the doctor, surgical operations, and sex are talked about. I initially didn’t take this story serious in reading it. After thorough research to get a better understanding of the writing I got a eye opening. This story reminds me much of a recent short story â€Å"A Modest Proposal†. Both has similarities of rituals and tales of people. I come from a family of rituals with last names that carry on from family to family or given the middle name of your mother first name. We are all meeting the needs of our own tribes whether it be the Americans, Nacirema or Vietnamese into how each is stereotyped.

The Strategies to achieve competitive positions

The Strategies to achieve competitive positions Choose one of the four competitive positions mentioned in the strategy lecture and discuss, using examples, the marketing strategies an organisation would employ to achieve that position. Competitive strategies are chosen by firms depending on their roles in the market leader, challenger, follower or nicher. This essay will focus on firms who are market leaders and what marketing strategies are used to help them achieve that position. Every industry has its own market leader. Kotler, P. (2005) believes the market leader is one that has the largest market share or highest profitability margin in a given market for goods and services. Market leader often leads other firms in product innovation, price changes; distribution channels and promotion strategies. Good examples of market leaders would be Apple with their ranges of IPod, touch phones and tablet computer, Google with its search engine, social networking Facebook and Tesco (supermarket chains). Market leadership is extremely important. Almost every firm wants to be the first in the market. The reason is not only the revenue but it is because most customers prefer to buy from leaders. They perceive leaders to be better and they perceive leaders to be a safer purchase. Reference groups are great in influencing consumers behaviour. People tend to buy from where everyone else buys, this helps strengthening the leaders position. To become a market leader, a firm needs to own and control the relevant technology in whatever market it is in either through the use of patent or other proprietary protections. Moreover, it needs to adopt and implement better technologies directly, whenever they become available, regardless of whether or not any other organisations are currently using them. It is critical to be the first to use a technology or create a category for a product. Then make it an industry standard. Baines, P., Fill, C. Page, K. (2008) defined the two main strategies used by firms to achieve market leadership position are: Attack the market Defend the position Apart from expanding the total demand and protecting market share, the market leaders should try to expanding market share, even if market size remains constant (Kotler Gary, 2005). Forth strategy is proposed by Brassington, F Pettitt, S. (2006) who believed that companies should also seek stability and retention of customer base. In this essay, the four strategies will be analysed with appropriate examples of firms that applied those strategies successfully and firms that failed during competition. Attack the market Attack the market can be operated in different ways. The firms can create new uses, new consumers categories or increase frequency of use. This strategy is extremely popular as the dominant firm normally gains the most when the total market expands. In general, the market leader should look for new customers or more usage from existing customers. Every product has the potential of attracting buyers who are unaware of the product or who are still under consideration because of price or the products do not have some certain features. A company can search for new users among three groups: those who might use it but do not (market-penetration strategy), those who have never used it (new-market segment strategy), or those who live elsewhere (geographical-expansion strategy). Example: Johnson Johnson baby shampoo was losing market share due to birth rate declining, they had expand their customers segmentation, targeting adults which helped them regain their leader position. (New user) Kelloggs Crunchy Nut has expanded their ranges and introduced snack bars which increase frequency of use, relatively increase sales of the product. Defend the position/Protect market share The leader must constantly monitor the market because the market challenger is persistently trying to take away market share or worse, to replace the leaders position in the market. The firms can defend their positions in the market and their market share by monitoring their position, regular innovation; eliminate any weaknesses, price cutting and discount, increases promotion. Defend the position in the market is a difficult task for market leaders since they may be under attack from numbers of different competitors small to medium firms in the existing market or big players want to expand from a completely different industry. Although defence strategies may require a deployment of resources to defend different parts of the operation, it is hard of a challenger brand to dislodge a market leader if the market leader is actively defending territory. There are six different ways in defense strategy which are: Position defense (purely defensive is not enough, firms must take offensive counter-measure). It is considered as the least successful in the defense strategies. This defense was use by Mercedes until Toyota launched a frontal attack with its Lexus. Mobile defense (more than aggressively defend, stretches domain over new territories) E.g.: Legend Holdings, the top China PC maker Legend has announced a joint venture with AOL to broaden its business to provide Internet services in the mainland. Flanking defense (guarding territory is not enough, firms must create outposts/flanks to protect weak front and invasion base for counter attack) E.g. Gold Eagle is a flanking brand introduced by San Miguel in the Philippines as a defense against APBs Beerhausen. Contraction defense (strategic withdrawal: give up weak territories, concentrates strength and resources at more dependable areas). The market leader must make its own assessment to prioritise the importance of territories and should be willing to relinquish those that are not important to defend for those that are. E.g. Indias TATA Group sold its soaps and detergents business units to Unilever in 1993 or Ford retired T-birds and Probe to focus on Contour and Taurus. Pre-emptive defense (Detect potential attacks and attack the enemies first) Seiko with 2,300 watch models is considered as a successful example for this category while Heinz proved failure as they did not respond to Hunts attack which leaded to Hunt established a rival brand. Counter-offensive defense (Respond to competitors head-on attack by identifying the attackers weakness and then launch a counter attack) E.g. Toyota launched the Lexus to respond to Mercedes attack. Continuous innovation is considered as the best way to protect market share and is required for long-term leadership. When leaders become self-satisfied with their products or services, it becomes easier for the challenger to make progress. In large markets, small increases in market share can turn into great sales increases; a one-point gain in market share can be worth hundreds of millions of pounds. However not every firm understands the importance of continuous innovative process and often failed in retaining their positions in the market. Companies are hindered from investing and following through with innovation because they fear cannibalising established products (Tellis Golder, 1996). In order to protect mainframe sales, IBM obstructed its development of minicomputers and workstations while competitors kept making inroads into the mainframe market. Another reason why companies are less worried about innovation is that they are satisfied with their progress. Yahoo was satisfied with its social networking Yahoo 360Â  [1]Â  until the company started to lose market share to Facebook and Friendster in Asia. Thirdly, large bureaucracies can discourage innovations or slow the progress when companies bring new products to market. GM and IBM are well-known examples for this problem. Despite their technological strength and financial resources, both companies were slow to bring out new products because of their bureaucratic approval process. Firms that do well in continuous innovation are Apple, Procter Gamble. Apple was certainly not the first manufacturer to MP3 players but its iPod was totally different to anything else on the market at the time of its release. Apple has a large range of IPod from IPod shuffle, IPod Nano with stylish shapes or IPod classic for music lovers as they can hold a great number of files and IPod touch for multifunctional uses. The firm also introduced to its customers a range of IPhone from 2G-3GS and promising the new version of IPhone (IPhone 5) in 2011. Procter Gamble the worlds largest consumer products company- takes innovation seriously which shown in their heavily investment in innovative process. They outspend competition in Research and Development believing if they provide branded products of superior quality and value that improve the lives of the worlds consumers, consumers will reward them with leadership sales, profit and value creations. They are well-known for their open innovation outlook. As not all brilliant ideas are coming from internal, it is critically for firms to seek new ideas, innovations from outside. PG has introduced three different networks in which they encouraged their employees to interact with outside world or link different companies in different part of the world working towards a same goal. By doing this, they have received exceptional amount of new ideas, innovative products to increase sales and market share in consumers market. Expand market share Expand market share can gain great profits for the company but there is a drawback. Too many customers can put a strain on the firms resources, hurting product value and service delivery. Example: America Online experienced growing pains when its customer base expanded, resulting in system outages and access problems (Kotler Keller, 2006). Consumers may also infer that bigger is not better and assume that growth will lead to a deterioration of quality. If exclusivity is a key brand benefit, existing customer may resent additional new customers. (Kotler Keller, 2006) This strategy can be operated via the marketing mix. However this strategy can provoke antitrust action or anti-dumping charge. Vietnamese rice export market has received multiple charges on dumping issues in European market trying to gain more market share in short period of time. Economic cost such as legal costs needs to be taking in consideration. Wrong marketing mix strategy is also one of the problems firms face when expanding market share (for example: focus on unattractive segments). Successful example of firm in expanding market share is Starbucks. The company plans to continue to rapidly expand its retail operations, grow its specialty sales and other operations, and selectively pursue opportunities to leverage the Starbucks brand through the introduction of new products and the development of new distribution channels. Seek stability and retention of customer base Tesco is a great example for applying this strategy. They try to retain customers loyal via promotion and Club card which customers can save as they shop and spend the points on various products. Tesco seeks stability, it competes on prices with rivals such as Sainsburys and Asda, although it also focuses on customer service, how to deliver good service with reasonable price to the customers. It is important that leader firms understand their strengths and weaknesses, also have a clear view of their competitors in the market. Choosing the right defense strategy is critical in order to retain their position as leaders and continue to expand the total market and market share, as well as profitability. Market leaders should take innovation seriously in order to stay in the leading position.

Management Practices in Japanese and US Companies

Management Practices in Japanese and US Companies This Research Paper makes a summary comparison of cross-cultural research conducted in the last ten to fifteen years in the areas of Human Resource Management; Management Style and Negotiation Strategies in Japanese and US companies. The different Research Studies in these three areas analyzed the learning possibilities for Japanese and US companies on two different levels: At headquarters and at subsidiary level. For each one of the three research topics, a Roadmap is drafted with concrete steps and strategies as to how these companies should adapt their management practices in these 3 areas in order to be even more successful. The findings of this paper also cover the very central debates in the international Human Resource Management literature: The Convergence vs. Divergence issue and the Standardization vs. Localization issue. The results clearly show that overall the dominance effect is most important (i.e., subsidiary practices appear to converge to the dominant US practices). Hence the results obtained in this paper lead to the rather surprising conclusion that for what might be considered to be the most localized of functions HRM convergence to a world-wide best practices model is clearly present. From the authors viewpoint his is a logical consequence of globalization in all business sectors. Key Words: Road Map; Human Resource Development; Leadership Style, Negotiation Strategies; USA; Japan; Cross-Cultural Introduction to Human Resource Management Practices in Japan and in the USA From a historic perspective, Human Resource Management (HRM) has been identified as a key ingredient for the success of Japanese companies on world markets during the 1980s. In this decade, suggestions as to how Western managers could learn from Japanese HRM practices were plentiful. Only one decade later, however, Japan went into a recession from which its business model has not yet fully recovered. Oddly enough, these formerly superior HRM practices are now being viewed as the root of the malaise of the underperforming Japanese economy A Research Perspective of HRM Practices in Japanese and US Companies In the early 1980s of the last century, the Japanese management model, and in particular its HRM model, have often been depicted as very different from Western-style management, yet much more competitive (Kono Clegg, 2001). Its deep-rooted and unique cultural and institutional characteristics usually were cited as the key reasons for these differences (Pudelko, 2006). Earlier, Frenkel Peetz (1998) described a rapidly speeding up globalization-induced trend towards increasing convergence resulting from global competitive pressures. In parallel, Katz, Darbishire (2000) noted a clear trend towards convergence in key patterns of HRM practices among industrialized countries. This phenomenon they call converging divergences. In parallel, the research of Frenkel Kuruvilla (2002) concludes that employment relations patterns are being determined by the interplay of what they define as three distinct à ¢Ã¢â€š ¬Ã… ¾logics of actionà ¢Ã¢â€š ¬Ã… ¸: The logic of global competition, resulting in the pursuit of global à ¢Ã¢â€š ¬Ã… ¾best practicesà ¢Ã¢â€š ¬Ã… ¸ and ultimately global convergence does not allow local insular cross-cultural happiness and coziness any longer. One reason that the USA has achieved its dominant status in the 1990s was its superior economic performance. The conclusion from these findings were that if the strengths of a successful economy are concentrated in industries characterized by intense international competition such as IT, computers and electronics the attention and the readiness to learn from it tends to be particularly strong. Such industries are often the pioneers for defining and producing à ¢Ã¢â€š ¬Ã… ¾best practicesà ¢Ã¢â€š ¬Ã… ¸ and the place where such global standards of management practice are set. Taylorism, or à ¢Ã¢â€š ¬Ã… ¾scientific managementà ¢Ã¢â€š ¬Ã… ¸, has been the prime example for a management concept claiming universal validity. Other examples were lean production, kaizen, re-engineering and management by objectives once strong points of the Japanese economy, when they were the best practice leader in doing so. Since the implosion of the Japanese economy and with the advent of globalizatio n, speed of action and instant flexibility to adapt to changing global market conditions were key criteria to succeed. Cultural diversity research carried out in the US and in Japan over the last one and a half decades has been that the American management model is particularly well suited to provide the required speed and flexibility to cope with rapidly changing economic and technological conditions. Consequently, the USA became again the dominant role model (Edwards, Almond, Clark, Colling Ferner, 2005). Summary Comparison of Key HRM Practices in Japanese and US Companies The following diagram shows a comparison between Japanese and US firms HRM practices. Areas discussed are: Recruitment and release of personnel; training and human resource development; employee assessment and promotion; as well as employee incentives. The comparison clearly illustrates the individualistic HRM approach in American firms as compared to the collectivism-oriented HRM orientation in Japanese firms. It is obvious that in the high technology sector especially the team and consensus oriented HRM philosophy of the Japanese is a hindrance to success. It appears that there are several other reasons for the declining importance attached to key attributes of Japanese model (kaizen, kanban, total quality management, quality circles, team work). Just like the Japanese firms have to learn from best practice solutions from other countries, these attributes have already been adopted by American HRM managers in the last 20 years, therefore are less significant in the future as sources for orientation. The changes brought about by globalization in the competitive environment probably also have played a role. For the future, fundamental developments such as globalization require substantial on-going responses from multi-national companies to maintain competitiveness. Figure 1 compares Japanese and US HRM practices and their competitive impact on HRM management in general. Figure 1: Comparison of Japanese US HRM Practices in 4 Key Areas HRM Sector: Japanese HRM Practices: US HRM Practices: 1. Recruitment Release of Personnel: Recruitment of new graduates to a permanent position Selection based on inter-personal skills Life-long employment philosophy low staff turnover rate= high loyalty Managerial positions filled with internal staff only Finding the best candidate internally or externally available Selection based on performance/expertise Job hopping philosophy pouts individual goals above company interests Positions filled with best expert available Competitive Effects of respective HRM Practices: Slowness towards innovation Lack of external expertise Promotes rapid innovation from inside or outside Low loyalty to employer HRM Sector: Japanese HRM Practices: US HRM Practices: 2. Training HRD Development: Broad training towards generalist knowledge Extensive training based on work group approach Employee is trained to fit corporate culture Specific training for specific tasks only Training is limited and focused on the individual only Little effort to mould the employee towards the corporate culture Competitive Effects of respective HRM Practices: Focused on corporate culture building Focused on individualism to promote success HRM Sector: Japanese HRM Practices: US HRM Practices: 3. Employee Assessment Promotion: Emphasis on seniority and not on performance Emphasis on group achievements Qualitative informal evaluation criteria Career path broad based in several Divisions Emphasis on individual success only Emphasis on individual achievements Quantitative measurable criteria and objectives Career path mostly confined to one functional part only HRM Sector: Japanese HRM Practices: US HRM Practices: 4. Employee Incentives: A mix of material and immaterial incentives Pay increases based upon seniority Little difference between top management pay levels and workers: Low with 20:1 Emphasis is on material incentives: Pay + bonus Pay based upon individual performance only Very large differences between top management and workers: High with 100:1 Competitive Effects of respective HRM Practices: Slow promotion for top performers Slow climate of innovation Quick promotion for top talents Innovative staff ensures innovative corporate climate Proposed cross-cultural Roadmap for a strategic HRM Approach Throughout the research reports analyzed for this paper, Globalization demands a broader-based strategic HRM response by Japanese firms on this more than 90 % of the interviewed Japanese Executives agreed. The results from the American respondents showed that they considered it to be a particular strength of the American HR management. Japanese managers agree in turn, that their process based incremental improvements concepts will lose in significance in the future. Furthermore the research data clearly shows that only Japan management has a distinct desire to change its own HRM model in a rather comprehensive way. This definitely can be described as a paradigm shift. The following Figure 2 gives some key thoughts and elements for such a strategic approach to HRM tasks in the future. Figure 2: A cross-cultural Roadmap for a strategic Approach to HRM Tasks in the Future Drivers of Global Changes in HRM: Elements causing Changes: Impacts of Change Elements on HRM: Need to reduce costs Speed of product innovation Quality of service Knowledge of client needs Staff motivation Training in design to cost method Innovative methods in product management Staff motivation and skills training Market knowledge has to be communicated Individual performance alone counts Risks involved: Overall corporate management philosophy has to be benchmarked against industrys best practice Key Changes needed: HRM has to install and accompany a change management process Individual performance evaluation has to abolish consensus-based group performance evaluation concepts Conclusions: HRM has to become the driving integrative force for the implementation of the Corporate Business Plan Resulting Roadmap for HRM Strategy: HRM Parameters that need to improve the Competitiveness of Corporations: HRM Parameter: Expected Benefits from HRM Changes: Strategic HRM Plan has to be part of Business Plan Future staff qualifications are in sync with corporate business plan Business Plan has to contain Change Management Concept HRM develops a long term focus linked to strategic corporate objectives Innovative Career Development Allows quick promotion of top performers Innovation oriented recruiting Speed up innovation cycles Promotion based on merit only Does away with risk minimizing attitude Introduction Best HRM Practice Concept HRM does self-control of its performance against key competitors Strategic HRM Implementation Roadmap: Overall Strategic HRM Objectives: HRM is the binding link of overall corporate business strategy to the employees of the company HRM promotes innovation and change culture in the company Planning Horizon of chosen HRM Strategy: Long term plan over 20 to 30 years Strategic plan over 5 years Operative rolling plans over 2 to 3 years Top Management Support required to implement new HRM Strategy: HRM has be a board level responsibility with staffing and budget to implement HRM Strategy chosen Introduction to cross-cultural Management Styles Globalization has changed the managerial tasks of US and Japanese mangers dramatically: Many have to work now in an international environment, in Japan or in the USA. Reasons for these changes were joint ventures, mergers, acquisitions and cooperation alliances. In the 1980s, Japan taught the work what kaizen; kanban, total quality control, etc meant in terms of competitive advantage. So the US managers had to learn these concepts. Towards the end of the late 1990s, the US had caught up with this cross cultural learning approach. Then the globalization effect came to full speed suddenly the individualistic type of US management proved to be much more flexible and successful then the slow consensus-based Japanese management style. Research findings towards different Business Cultures in Japan and in the US The research for this paper showed that the business cultures in Japan and in the US differ in 5 key categories: 1. Power Structure: National level versus international level; egalitarian approach versus non-egalitarian approach; centralized management forms versus decentralized management practices. In the authority-driven business environment still prevailing in Japanese companies, aspects of power play a critical role. This slows down decision making, as power issues dominate business cultures dominating innovative US companies (Browaeys 2009). 2. People Relationships: Collectivism versus individualism; team orientation versus individual focus. Japanese collectivism is documented in its overemphasis on team issues; where consensus finding warrants longer times until a decision is being taken (Dickson 2003). Management emphasizes group loyalty, relationships in groups prevail over individual tasks. Americans have lesser loyalty to their companies, they see employment as a temporary issue for the mutual benefit of employer and employee. 3.Tolerance for Risk-taking: High avoidance levels versus low avoidance levels; bureaucratic orientation versus non-bureaucratic orientation. The consensus-based Japanese business culture tries to minimize uncertainties through an over-emphasis on planning. As a result, they do not like to change plans once they were approved (Yamazaki 2008).US companies treasure the opportunities offered in risky endeavors a horror for traditional Japanese companies! 4. Masculinity/Femininity: Role differentiation between males and females at society and organizational levels. Japanese managers are expected to be assertive and decisive, with sex roles clearly defined. This means fewer women progress to managerial positions in Japan, whereas in the US women climb to executive posts on a much more regular basis (Jacofsky 1988). Work for Japanese managers is seen as the center of life interests. Edwards 2005) 5. Time Orientation: Long term view versus short term view in business planning and strategy formulation. The time perspective in their business philosophy: Past/present in Japan versus present/future perspective in US companies. American companies are a lot quicker to react to new opportunities what was successful in the past is less important than new opportunities which lay ahead in the near future (Dahl 2004). The retrospective business approach of Japanese companies has them look for long-term relationships. US companies take the present and look quicker and often farther into the future. This speeds up their decision making processes and facilitates the acceptance of risk taking among their executives (Tsui 2007). Research findings towards Key Managerial Skills in Japan and in the US Effective cross-cultural management skills have to fit the prevailing national business culture where they are being applied to on their workplaces. In individualistic business environments as in the US, new employees are being hired on the basis of their personal records. In the collectivistic business culture of Japan, recommendations from elite universities or from family members who already work for the company play a vital role. The following key managerial functions have been analyzed in research paper: Reward allocation and employee motivation; employee participation and managerial communication; executive development. 1. Reward Allocation and Employee Motivation: The proper allocation of rewards is the driving force of the individualistic US business environment: Rewards are expected to be equity based, i.e. based upon an individuals contribution to corporate success. Rewards are supposed to be equal for equal performance: Rewards have to based upon the specific needs of a position (Riley 2007). In the more equality and group oriented Japanese business culture, rewards are being allocated on a group basis. These research findings did prove that the application of inappropriate reward systems caused feelings of de-motivation and injustice (Buttery 2000) 2. Employee Participation and Managerial Communication: To get employees to participate in goal setting in a US company is daily business, as in this way it increases the employees involvement in how his work environment is being shaped. Given the individualistic US business culture team effectiveness rises if team members are personally accountable for their personal contribution, which can be measured i.e. management by objectives (Javidan 2006). In the more socially oriented Japanese Business culture, employee participation is more socially oriented and the employees display lower levels of power distance between organizational levels (Hofstede 1980) 3. Executive Development: In an American business environment, qualified staff is classified into high potential groups for future executive positions at a much earlier stage of their career and at a much younger age as compared to the Japanese business culture. This encompasses a mix of specialist type of work assignments combined with near executive project assignments, to give them an early feeling of how an executive ticks (Yamazaki 2008). Japanese companies tend to focus on generalist type of assignments with intensive functional and geographic job rotation at almost the same hierarchical levels. Promotion is by seniority criteria mostly (Saee 2010). In consequence this implies: Executive development in US companies is based upon the potential benefits seen in a junior executive, whereas the Japanese approach is more oriented towards rewards for the past performance (Raimo 2009). Proposed Roadmap for a strategic cross-cultural Management Style The following Figure 3 gives a strategic roadmap for a cross-culturally based management style which facilities quick and efficient adaptation to cross-culturally different work environment. Figure 3: A cross-cultural Roadmap for a strategic Approach to Drivers of cross-cultural Management Styles:Management Style Development Common Management Skills Deficiencies: Negative Impacts of missing cross-cultural Management Skills: Lack of employee motivation In-adequate communication style De-motivating reward system Slow pace of promotion system Lack of managerial skills training Performance is not recognized/rewarded Work objectives unclear=de-motivating Individual motivation not released Resistance to innovations Necessary changes do not take place Risks involved: Mix of management skills not suited for work environment High potentials are not identified and promoted High staff turnover; slow pace of innovation and change management Key Changes needed: HRD concept oriented towards cross cultural sensitivity Top management involvement in management skills profile development Cross-culturally oriented career development system Conclusions: An innovative HRD approach is needed Designed by managers with local management experience HRD skills Resulting Roadmap towards a cross-cultural oriented Management Style: Managerial Skills that need to be improved: Management Skills requiring Attention: Expected Benefits better Management Styles: Reward systems motivation tools Keep staff and attract talents Career development system for talents Quick promotion for high potentials Innovative pay system Increased motivation to innovate Clear set of managerial objectives Rewards are measurable and objective Internal PR for new management style More credibility for management styles Top managers have to practice this style Extra motivation to manage/risk changes Strategic Management Skills Implementation Roadmap: Overall Strategic Management Skill Development Objectives: Analyze requirements for necessary cross-cultural management skills Incorporate necessary changes into overall management philosophy and corporate mission Document and promote concept at all managerial levels Planning Elements for chosen Management Skill Development Strategy: Assess time and research requirements properly; involve superiors where needed Involve top management team properly and show their support in public statements/info releases Managerial Support required to implement new Management Skill Development Strategy: Develop a strategy paper involving top management and clarify roles and inputs and state resource requirements as compared to potential gains from these improved management skills Introduction to cross-cultural Negotiation Styles Cultural Diversity is one of the most critical issues in international negotiations. A key requirement for successful international negotiation is the extent to which the negotiating parties are capable of understanding the negotiating habits and thoughts of their counterparts who come from another culture (Brett 2000). When entering into an international negotiation process, the full awareness and understanding of the cultural differences, such as cultural background, national character, emotional aspects, rules and regulations of other countries, decision making styles, ways of discussing, meeting and negotiating is of vital importance in order to make the negotiation successful. The difficulty the negotiators are facing have to do with dealing on the basis of different sets of values, attitudes, behaviors and communication styles of the other party participating in the negotiation process. The proper planning and preparation for negotiations, and participating in the negotiation p rocess must take into consideration all these factors. This will avoid setbacks, surprises and shock so often faced in cross-cultural negotiations. A. Basic Research Findings linking Negotiation and Culture A nations culture in itself consists of interrelated patterns or dimensions which come together to form a unique social identity shared by a minimum of two or more people It is the unique character of a social group and the values and norms common to its members that set it apart from other social groups (Brett, 2001;). Consequently for this reason, because of the different values and norms, people from different cultures negotiate differently (Brett, 2001;). Many authors talk of a set of cultural values associated with each cultural group which actually is the determining force for the culture (Tinsley, 2001, Brett, 2001;). The knowledge of these values and norms provides insight into the choices made and influences these very negotiators cognitions, emotions, motivations and strategy. Research shows a clear differentiation: Whilst values refer to what a person considers important (more on cognitive side), norms refer to what is considered appropriate behavior (behavioral aspects) i n a specific culture. Consequently, because of these different values and norms, people from different cultures tend to negotiate differently (Brett 2001). These cultural values and norms shape implicit theories invoked in negotiations (Gelfand and Dyer 2000) and may influence a negotiators response to strategically displayed emotions. In Japanese companies, the emphasis of a group being the core nucleus for negotiations communicates these values to its members and rewards conformity. In this way a members values become thoroughly culturally constituted. Thus, culture creates an overall environment for Japanese companies and their negotiators which in many ways directly or indirectly compels the constituent members to be guided by their cultural value sets while negotiating. B. Research Findings concerning the strategic Framework of cross-cultural Negotiations According to the book The Global Negotiator: Making, Managing, and Mending Deals around the World in the twenty-First Century (Salacuse 2005) there are a total ten particular elements consistently complicating intercultural negotiations. 1) Negotiating goal: Contract or relationship? 2) Negotiating attitude: Win-Lose or Win-Win? 3) Personal style: Informal or formal? 4) Communication: Direct or indirect? 5) Sensitivity to time: High or low? 6) Emotionalism: High or low? 7) Form of agreement: General or specific? 8) Building an agreement: Bottom up or top down? 9) Team organization: One leader or group consensus? 10) Risk taking: High or low? Research shows that for a Japanese manager negotiation is also about being sensitive to the personal/emotional factors and hence may sometimes be indirect, informal, and general with less sensitivity to time whereas. On the other side for a negotiator from USA, any negotiation is to the point, direct, formal, with high consideration for time and less care for personal or emotional factors. B. Research Findings concerning Diversity Factors and Strategies in Cross -Cultural Negotiations In countries such as in the US and much of northern Europe, strong, direct eye contact conveys confidence and sincerity while in Japan, prolonged eye contact is considered rude and is generally avoided. In Japan they always prefer personal space during business dealings. With regard to the Japanese, Salacuse shows that 100 percent of the Japanese respondents claimed that they approached negotiations as a win-win process. Communication itself constitutes a basic component of negotiation framework. Diversity in this communication aspect is also very obvious and pertinent. In a culture that emphasizes directness, such as the American one, you can expect to receive a clear and definite response to the proposals and questions. In SE Asian cultures such as the Japanese reaction to proposals made to them may be gained by interpreting seemingly vague comments, gestures, and other signs. Concerning the cultural sensitivity to time, Salacuse in his study quotes Japanese tend to negotiate slowly, and Americans are quick to make a deal. Contrary to this perception of time, for Americans the objective is a signed contract and as for them time is money, they want to close a deal quickly. Americans therefore try to reduce time invested in formalities to a minimum and get down to business quickly. Japanese and other Asians, whose objective is to create a relationship rather than simply sign a contract, need to invest time in the negotiating process so that the parties can get to know one another well and determine whether they wish to embark on a long-term relationship Another crucial aspect in cross-cultural negotiations is risk taking ability. The Japanese tend to be highly risk averse in negotiations, and this tendency was affirmed by the survey conducted by Salacuse, which found Japanese respondents to be the most risk averse of the twelve cultures. Americans in this survey, by comparison, considered themselves to be risk takers. C. Research Factors concerning the Management of Conflict in cross-cultural Negotiations Research findings with regard to managing conflict in cross culture negotiation show that different cultures focus on different aspects. Tinsley (1998), revealed that when managing conflict American managers preferred to focus on interests, while Japanese managers concentrated on status power. The differences could be explained by the American value for poly- chronicity (or multitasking) and the Japanese occupation with hierarchy (or unequal social structures. It is obvious though, that awareness of emotions is vital to negotiation and it plays a key role when it comes to cross-culture negotiation conflicts. In the Japanese business culture, status and power also play an important role in conflict management where parties try to manage conflict by using differences in authority, status and power. To them it is normal that high status parties try to enforce their ideas for resolution on lower status parties. If this is not possible, Japanese negotiation parties try to enhance their st atus by co-opting people of higher status. D. Research Findings concerning cross-cultural Decision-Making styles during Negotiations Decision-making styles vary a lot between Americans and Japanese. When it comes to team based versus individual way of taking decisions one extreme is the American negotiating team with a supreme leader who has complete authority to decide all matters. The Japanese business culture stresses team negotiation and consensus-based decision making. American managers usually tend to make decisions by themselves, while Japanese managers tend to make decisions by consensus. Furthermore, Americans treasure the value of flexibility, whereas once a Japanese manager has reached a decision, may believe it is shameful to change it. Decisions can be taken either through a deductive process or through an inductive process. In his research, (Salacuse 2005) found that Americans do view deal making as a top down (deductive process); while the Japanese tend to see it as a bottom up (i.e. inductive) process. E. Research Findings concerning the Interests Strategy in cross-cultural Negotiations The process of aligning and integrating the best interests of both parties works as a catalyst for successful negotiation. This interests-based strategy promotes the resolution of dilemmas through cognitive problem solving. Research shows is essential to shift focus from position to interest. Several authors suggest that as both parties want to gain their individual interest therefore they always want to implement the negotiation. From their perspective, individual interests of parties are always more important than collective group interests. A cross-cultural Roadmap for a strategic Approach to Negotiation Styles The following Figure 4 shows a roadmap for the development of efficient cross-cultural negotiation styles. Figure 4: A cross-cultural Roadmap for a strategic Approach to Negotiation Drivers of cross-cultural Negotiations: Common Negotiation Difficulties: Negative Impacts on Negotiations:

OSHA :: essays research papers

The OSH Act gave OSHA the authority to come into work places and inspect facilities for health and safety risks. Due to shortages in personnel, OSHA inspects accidents and safety complaints that are filed, and those facilities that have a high volume of accident rates. If an individual state has an approved safety and health enforcement plan, than they may be exempt from yearly inspections by OSHA and have their own state personnel conduct the inspections. The Act sets a maximum penalty for safety and health violations, but OSHA has the authority to calculate fines. If an industry objects to the citation or fines, they can go before the Occupational Safety and Health Review Commission. OSHA has been criticized on both ends, by industries for being too strict, and by unions for not being strict enough. In the 1980s, OSHA had instituted a policy that would exempt some workplaces from a complete inspection if they had a lower than average injury rate. However, that policy was abandoned when an employee died from a workplace that OSHA had not fully inspected. OSHA has implemented new procedures that have set higher penalties and increased the maximum fine for all types of infractions.   Ã‚  Ã‚  Ã‚  Ã‚  OSHA may inspect a workplace at anytime. It can be a programmed inspection that was scheduled in advance, or an unprogrammed inspection that was unplanned which resulted from a workplace may be in violation of standards. Unprogrammed inspections usually have priority over scheduled ones. Programmed inspections are usually conducted at high-hazard workplaces, those that have a history of OSHA citations for serious health violations.   Ã‚  Ã‚  Ã‚  Ã‚  Congress did provide for special exemptions from programmed OSHA inspections. These exemptions apply to small business that felt they were being subjected to many undue inspections. This provision does not completely exempt them from OSHA visiting the workplace to investigate complaints, injuries, or provide assistance. Some workplaces that have a lower than average accident rates can fall under the voluntary protection program. They are still subject to OSHA inspections if complaints are received or if an incident occurs.   Ã‚  Ã‚  Ã‚  Ã‚  OSHA usually does not notify a workplace that they will be inspecting.

Fast PLants :: essays research papers

How Tall can Your Fast Plant Grow? Procedure: During the fast plant life cycle many things were taken into account. The plants all started out as a seed. Data was collected every Tuesday and Thursday after class. The kind of quantitative data that was collected was the height of each plant on the days that we would go in and check them. The qualitative data that was collected was our drawings of the plants. We were able to add details to the pictures. The purpose of this experiment was to be able to view the complete life cycle of an organism. All of the plants that we used in the experiments were F2’s . Analysis: The germination took place within the first 3 days of planting the seeds. It was noticed that in the time frame of the 3rd and 5th day the cotyledons became visible. The first true leaves made their appearance right around the 10th day. The days surrounding the 13th day lead to flower buds actually forming and showing up. The plants were starting to get flimsy so on day 17 we added stakes to support the young plants. Our first flowers started to bloom around the 27th day. They were yellow and petite. Pollination took place a day later. We cut the wings and heads off of the bee and glued it to a toothpick. We then gently brushed the bee over the flowers to help the pollination procedure. After all of the pollination was done, seed pods started to develop 30 days after the initial planting. The plants stayed healthy for a couple more days after this. It was around day 36 that the plants started drying up and dying. It was time for the plants to be harvested for their seeds th ey had produced. While working with our plant it was exciting to look around and see how other plants were coming along. I like to think that our plants were in the top percentile of successful plants. They grew up fast and tall while others seem to take a while to get the same height. Weekly growth seemed to be exceptional. It seemed like every Tuesday that I came in to check my plants they had grown so much over the weekend. Some occasions the plants would grow as much as 4 centimeters just over the weekend. Of the four plants that we had remaining at the end of the experiment, two were hairy.

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Theory of Knowledge Divided line (Republic Book VI) What are the 2 worlds? What are the 4 divisions? The Greek terms The specific examples Allegory of the cave (Republic Book W) What is the story? Plato's method Socratic dialogue/method Socratic irony Why does Socrates never give the answer? 2 reasons: what are they? Socratic dialogue + Socratic irony = TRUTH Plato's trilogy of works on the end of Socrates' life Apology: Socrates' defense 2 charges against him: what are they? Crito: Socrates in Jail, discussing JusticePhaedo: the death of Socrates Philosophers Unpaid speakers Quest for knowledge Never claim they have knowledge Have a duty to enlighten other people even if the other people don't want it Believe in guiding others to the answer, not giving it directly Always searching for the TRUTH Socrates, Plato, Aristotle Sophists Paid speakers Taught nobility, honor, and excellence Uses rhetoric (eloquent, fancy language) to manipulate and deceive other people into thinking like the y do, into accepting their values They pretend to have the answers to ll questions, but they don't They teach in order to gain wealth and power Do not seek the truth Will spoon-feed the answer to their teachers Politicians, businessmen, etc.Gorgias, Meno, Protagoras Horse and gadfly example Socrates is the fly, Athens is the horse The horse is fat and lazy, and the fly is trying to annoy the horse to get it to move Athens is ignorant and lazy, and Socrates is trying to push the people to learn It is not easy, because one man's power is not enough to move the entire nation; all Socrates can do is keep trying Plato's Meno The question: what is virtue? The examples Socrates and Meno use to try and answer the question: Bee Shape Color Health & strength What is the problem with Meno's answers? Opinion vs. Knowledge (doxa vs. episteme) July 1st, 2nd, and 3rd notes What are the similarities?

Is Green House Gases And Global Warming A Real Threat? Essay

Human beings are about to encounter the worst catastrophe apart from the bubonic plague which characterized the middle ages. This threat is the global warming. So many people are still on the debate on whether global warming is taking place and also on the potential effects it has on the environment. However, most scientists and researchers are in agreement that, global warming is already taking place and it is going to increase uncontrollably in future. The world leaders have an option to view it as a real threat to the existence of man or decide to ignore it to the detrimental of the human race (Phil, par 1). Though some have doubted the existence of green house gases and global warming, this essay shows that they are indeed are reality. Lately, the world has been characterized by so many debates on whether global warming is real or not, debate that does not exclude even the scientists. There are several facts that scientifically prove that global warming is real. These include several human activities that lead to emission of certain gases in the air, for example fuel burning. Burning of fuels such as coal and wood emit gases such as carbon dioxide and carbon monoxide (Phil, par 2-4). These are what are called green house gases. Research shows that the amount of these gases emitted in the air is increasing in the atmosphere. These gases absorb sun’s radiation and this means that the amount or radiation in the atmosphere is increasing, resulting to the increase of atmospheric temperatures. This increase of temperatures has been associated with natural disasters such as flooding, crops failing and ice ages. Since people now know that global warming is real, they may not know all its impacts but they are sure that these impacts are going to be detrimental to the existence of human race and thus people cannot assume that it is not happening (Phil, par 2-4). In addition, a new green house gas has been discovered and identified and it is said to be potent. Trifluoromethyl sulfur pentafluoride is said to worsen the global warming process since it is 18,000 times capable of trapping the sun’s heat in the atmosphere (BBC News, par 3). The scientists who discovered it went further to say that the gas has been in the atmosphere for the last 40 years but its molecules continue to increase in number at the rate of 6% every year. Although its level is still low, its effects are significant to global warming process (BBC News, par 4- 5). One thing that is really frightening is the effects and consequences of these gases and the global warming at large. First, the temperature in the world is staggeringly increasing and it will continue to rise up, resulting to climatic changes all over the world. This will definitely lead to increase in the amount of rainfall in some areas while other areas will be deprived of it hence farming will be negatively affected. Food growing seasons in some areas will shorten while in other areas will lengthen. This will make it too difficult to predict the changes in the climate (Phil, par. 3). Another consequence will be the melting of the polar ice caps and this will take place at a higher rate than expected, hence making the oceans to rise slowly. It may lead to another Tsunami and people living in the coastal cities will be forced to move or evacuate the areas to other areas on raised ground. No one can predict the height that the oceans will increase up to, but the fact is that more land meant for human habitation will decrease. Consequently, the land available for farming will reduce and this will affect the amount of food produced for the survival of man. To make the matters worse, already most people do not engage in farming activities. The moment the little land available for these activities reduces, man will definitely starve (Phil, par 4). In addition, the melting of polar ice will decrease the reflection of sunlight back to the space, causing the earth’s temperature to increase at a very high rate. Just beneath these receding caps, there is organic matter which if exposed to the air, will also emit these gases. This will definitely complement the human activities that lead to the same. The warming on the earth surface will lead to more polar ice melting and this will affect the oceans in two ways. First, the oceans will be diluted, this referring to the desalination of the waters (Phil, par 5-6). Secondly, the temperature of these ocean waters will go down due to the water that is coming from the ice. Consequently, the ocean currents will be affected and since the ecosystem in the world is known to be regulated by these currents, there is bound to be another ice age in the world. Global warming will lead to another ice age! This poses the question on whether man is equipped enough to survive years of ice age. No one knows for sure when this will occur but one thing is a fact; the agriculture that is being practiced right now cannot sustain man during that period of ice age. This threatens the existence of man since ice age is capable of causing his extinction (Phil, par 5-6). Research shows that naturally, ice age follows the cycle of increases in temperatures. However, this time the temperature increases are not natural but man-made. The green house gases that are released into the atmosphere are man-made. Due to this, the scientists believe that the expected ice age will occur unexpectedly sooner as compared to other times in history (Phil, par 7). Moreover, the Environment Protection Agency (EPA) carried out a research and the finding confirmed that, these green house gases are a real problem and a threat to the future generations. The administrator of the agency, Lisa Jackson, read the statement and said that the levels the gases have reached are very high compared to the past and this accounts for the recent droughts, flooding and storms that have been experienced in the world. This climate change worsens the problems that man is currently facing for example poverty, environmental degradation, conflicts due to water scarcity and generally, social tensions (Condon, par 3-8). In the 1986, scientists from eleven countries came out to warn the humanity over their increasing activities that result to global warming. These activities include; deforestation, burning of fossil fuels and automobile use. The activities intensify the effects of green house gases. Inter governmental panel on climate change (IPCC) predicted that the amount of Carbon emissions in the air will double by the year 2100, catapulting the temperature levels from 2 to 10 degrees centigrade (Enotes, par 1-5). This will account for the future’s heat waves, hurricanes, wildfires among other extreme weather conditions which result to more deaths, economic crisis and infectious diseases. Years 1990s can bear witness to these predictions since it was the hottest decade ever. For example, in the year 1998 in England, four million people were left without power due to ice storm that characterized the month of January. The same year, Brazil and Mexico reported fires in their rain forests for the first time; heat waves characterized Middle East and also Texas, and unexpected windstorm led to Europe to incur damages costing $4 billion in the following year (Enotes, par 1-5). A factual thing is that, man is not in control over the reality of global warming. So, in other words, he is left with the option of either to act or not to, to mitigate the effects of global warming. If man decides to act irrespective of whether global warming is real or not, he will definitely have 50% assurance of existence but if he decides not to act, the vice versa is also true (Phil, par 7). Conclusion In conclusion, the world may be divided over the reality of global warming and green house gases but the fact is that, global warming has been proven to take place and the world has started to feel its effects. The future has also promised the devastating consequences of this process if man does not act and hence it is a real threat to the future generations and the existence of man. Work Cited BBC. New Green House Gas Threat. BBC News. 27 July, 2000. Web. 6 July, 2010, . Condon, Stephanie. EPA Calls Green House Gases a Public Threat. CNET News. 17 April, 2009, . Enotes. Is Global warming a threat? Enotes, 2010. Web. 6 July, 2010, . Phil, B. Global Warming: Mankind’s Greatest Threat. Phil for Humanity. Guide for the Survival of Humankind and Improving the World, Society and Yourself, 2010. Web. 6 July, 2010, . Phil, B. Proving Global Warming. Phil for Humanity. Guide for the Survival of Humankind and Improving the World, Society And Yourself, 2010. Web. 6 July, 2010, . Phil, B. Why We Must Ac to Prevent Global Warming, 2010. Phil for Humanity. Guide for the Survival of Humankind and Improving the World, Society and Yourself, 2010. Web. 6 July, 2010, .