Taiming Of The Shrew Characters Essays - The Taming Of The Shrew

Taiming Of The Shrew Characters Katherine: She is called the shrew, even by her father. She is always put second in her fathers eyes, next to her sister. She alters dramatically from an ill mannered shrew to a obedient and happy wife when she discovers her husband cares enough to try to change her for her own good, as well as his own. The shrew is not a shrew at all beneath the surface. Petruchio: he is Katherine's husband but he only marries her for her fathers money. During and after the wedding. His behavior seems very unreasonable, for example, he is late for the wedding, he carries his wife immediately afterwards, starves her, and keeps her from sleeping. But this all comes out in loving apparel. He is not exactly Gentle, but he is exactly what Katherine needs. Bianca: Apparently gentle in her behavior, she is a unkind sister and a disobedient wife. She has her fathers attitude of favoritism for herself and dislike for Katherine by playing the part of the victim. Ironically as it seams towards the end of the play, she is more of a shrew than her sister. Lucentio: Is Bianca's husband, devoted to her for obscure reasons. Both he and Bianca are selfish in their love, they are a typical pair of immature lovers, they think only of themselves and each considers their own wishes before their beloved. Baptista: He is the father of both Katherine and Bianca. He has much difficulty marrying both of them because of one being a notorious shrew. He ignores the question of his daughters' happiness in seeking mates for them. In the case of Bianca, to make a good bargain and attain the highest possible financial concessions from the suitors and, in Kate's case, simply to be rid of a problem child. He practically auctions off his favorite, offering her to whichever suitor will give the highest bid, without asking her. He will give Katherine to anyone who will take her off his hands. Vincentio: Is Lucentio's father, he is extremely fond of his son and is grief-stricken when he discovers his son may have come to harm.

Empathy Essays - Social Psychology, Emotions, Psychopathy

Empathy Essays - Social Psychology, Emotions, Psychopathy Empathy A.) In my view, no one person that I know takes pride in their work, a lot do. I believe that all artists and writers take the most pride in their work. They all work long hard hours, getting paid little or none, and once their masterpiece is completed, they are satisfied. They know that it doesn?t matter if they get paid anything (even though it would help) as long as they take pride in their work and are satisfied with their work. These people will only be happy with perfection and will work months and months if not years on a single piece of what expresses their feelings and pride best. This is the way I would like to grow up, happy with my success and my talent. Although I might not grow up being an artist, I feel that these are basic morals that every successful person should have. Some people are talented but do not take pride in their work and they never really become very successful. To me, these are the people who take the most pride in their work, the ! artists and writers. B.) People that I believe that show the most empathy for others are believe it or not, psychiatrists. It is part of their everyday job putting themselves in someone else?s shoes. They imagine how they would react and feel if they were experiencing how the people that they are counseling are feeling. They also imagine how they would react and what they feel would be the best solution to the problem. This characteristic that they display is a great example of empathy in my mind. It is easy enough to suggest a solution to one?s problem but it takes a hard thinking person to make their mindset the same as the person in need. As I grow up, I hope to acquire this trait. I believe that right now, I do not try to put myself in someone else?s shoes but it is something I am trying to work on. Some people may disagree, but I believe that these are the most empathetic people there are.

Build a Bear, Build a Memory

They also demonstrate the underlying need that people have to entertain themselves. Wants: Although Build-A-Bear clients need to find a way to self-express and entertain themselves, they want to â€Å"step into a (†¦ genuine fantasy world organized around a child-friendly assembly line comprised of clearly labeled work stations†, where they can choose unstuffed animals from a bin, stuff them, include voice boxes, stitch them, dress them, name them, and even receive a birth certificate for their creation. This example is aligned with the idea that wants are the form human needs take as shaped by culture and individual personality. Demands: Giving their wants and resources, Build-A-Bear customers demand specific products that add up to the most valuable and satisfaction. Among the most relevant examples we can mention are both new store locations and accessories. â€Å"Mini-scooters, Hello Kitty bears, mascot bears at professional sport venues, and sequined purses† are also specific ideas that were interpreted as customers? demands by the company. Implication of each (needs, wants, and demands) on Build-A- Bear actions Needs, wants and demands have huge implications on Build-A-Bear actions. Not only by walking where customers walk, periodically checking its stores and assessing its customer service, but also by employing a mix of low-tech and high tech communication methods to interact with customers, Build-A-Bear demonstrates it is a truly customer-centric organization. This allows the company to fulfill their customers? needs, wants, and demands through successful market offerings, orchestrating several products and services to create brand experiences for customers. In detail, describe all facets of Build-A-Bear? product. What is being exchanged in a Build-A-Bear transaction? In my opinion, Build-A-Bear? s product has two different facets. There is a main facet formed by the intangible â€Å"experience of participating in the creation of personalized entertainment† and there is also a second facet formed by a tangible bear that â€Å"children clutch as they leave the store†. The main facet begins when children step into a â€Å"cartoon land† and interact with the different stations of the â€Å"child-friendly assembly line†. The second one, in turn, has the distinctive sign of being unlike any they other object Build-A-Bear customers have ever bought or receive, â€Å"they have a product that they have created†. Identifying these two facets helps us determine what is being exchanged in a Build-A-Bear transaction. Base on the idea that an exchange is the act of obtaining a desired object from someone by offering something in return, we can say that Build-A-Bear presents both an experience and a tangible object to fulfill its customers? needs, wants, and demands. In return, the company receives an average of 25$ per built bear. However, it goes beyond simply attracting new customers and creating transactions. It truly builds and maintains desirable exchange relationships with its target audiences, retaining customers while growing their business. Which of the five marketing management concept best describes Build-A-Bear workshops? In my opinion, The Marketing Concept is the one that best describes Build-A-Bear workshops. By looking for innovative ways to interact with customers and using both low-tech and high-tech methods, Build-A-Bear? s demonstrate that knowing its customers? eeds, wants and demands and then delivering the desired satisfaction are key activities within the organization. As stated before, Build-A-Bear is a truly customer-centric organization. Discuss in detail the value that Build-A-Bear creates for its customers. Because customer-perceived value is the customer? s evaluation of the differences between all the benefits and all the costs of a marketing offer relative to those competing off ers, we will use the marketing offer of Vermont Teddy Bear Company to discuss the value that Build-A-Bear creates for its customers. On the one hand, Vermont Teddy Bear Company promotes its product as the only hand-made bear in America that is guaranteed for life. Thus, it is safe to assume that high quality is an important element of their market offer. On the other hand, Build-A-Bear value for customers comes not only from the tangible object, the bear, but also from â€Å"the experience of participating in the creation of personalized entertainment†, which led us to the following conclusion: Although bears are final outcomes for both companies, Build-A-Bear is giving more at a lower price. And that is why an average of 25$ for a customized product and for the experience of participating in the creation of personalized entertainment is perceived as a marketing offer that gives more value to the customer compared with to the 50$ to 100$ that customers of Vermont Teddy Bear Company have to pay for a high quality bear. Is Build-A-Bear likely to be successful in continuing to build customers relationships? Why or why not? In my opinion, Build-A-Bear is indeed likely to be successful in continuing to build customers relationships. Why? Because behind the actions the company? is taking to: (i) further expand the Build-A-Bear experience beyond the retail stores using its new website, and (ii) entering into new markets by opening at least 350 stores in the US, 120 stores in Europe, and 300 stores in other parts of the world, are two underlying efforts: build a personal connection with customers, and at the same time understand is clients needs, wants, and demands. Universidad L atinoamericana de Ciencia y Tecnologia San Jose, Costa Rica Facultad de Ciencias Empresariales January, 2010 Bilingual Business Administration Principles of Marketing Cesar Eduardo Gonzalez My needs, wants and demands. As the title suggests, the purpose of this paper is to set forth my needs, wants, and demands. Because a common conceptual framework is very useful in every analysis, the first thing I? m going to do is refer to a brief definition of those terms. I will then explain what my needs are, dividing them into three categories: Physical needs, individual needs, and social needs just to make it easy for my readers. Right after, I will take a look at my wants. And I will finish with my demands. Common conceptual framework: Throughout this paper, I will understand needs as â€Å"states of felt depravation† and stick to the idea that they are not â€Å"created by marketers† but â€Å"a basic part of the human make up†. Wants, in turn, will be treated as â€Å"the form human needs take as they are shaped by culture and individual personality†. They will also be described in terms of objects that will satisfy them, focusing only on those objects I can`t afford. I will do this to distinguish my wants from my demands. This means that I will understand demands as those wants that are actually backed by my purchasing power. My needs: Let? s start with the physical ones. Definitively, food and water are on the top of the list. As every human being, I need food to provide my body with the energy it will use each day. I need also to provide it with water to hydrate it properly. But there is a key point here. I? m just referring to limited portions of food and water or let`s say those that are essential for the human body to work. Thus, a 5. 000-calories-per-day diet seems either as a want or as a demand for average people but not as a need. Maybe not behind but next to food and water I would put air and sunlight. Definitively, those two are also among the essential physical needs every human has; and because I? m not the exception, I thought it was important to include them in my list of needs. I understand, though, that in the world not everyone is satisfying this need at a 100%-rate. Good examples of that can be found just by thinking of really air-polluted cities, such as Mexico DF, or thinking of those countries that receive little or no sunlight during several month every, such as Russia or Canada. But let`s thank we are not in any of those groups and move forward. After food, water, air, and sunlight, I would put cloth and shelter. As I mentioned before, I am just talking about basic stuff. Some examples could be a couple of pants, shirts, and sweaters to protect me from the weather and to cover the cloth section. A small house or flat, in turn, will be sufficient to cover the need of shelter. Thus, design cloth and luxury properties would be definitively in people? s wants or demand section, depending on his or her purchasing power. To finish with my physical-needs section, I would mention not only rest but movement and exercise. As every human being, I need to safe hours every day to sleep and rest. I understand the number of hours needed vary from one person to another, but in my case, 7 to 8 hours work perfectly well. Movement and exercise are important needs too. And although it seems that there are a lot of people out there that are not really aware of that, for me, 4 to 6 hours of exercise per week also work for me. Looking now at my individual needs, I would say that freedom and independence along with creativity and self expression are among the top of this list. As most human beings, I need to feel I can express my ideas and take my own decisions without having someone else telling me what to do or how. Here, I am not talking about homework or other duties at work; I am talking about more deep things, such as having someone telling you what to buy, sell, study, or work, where to live, with whom, or how. Sadly, if we look at political extremists, such as communist, not only in history but around us, we could find good examples of that. I consider that having the possibility of learning new things is also an important need, and as such, I included in my list. Here I am not talking about schools or universities, because, in my opinion, those would be wants or needs depending on everyone`s purchasing power. I am talking about learning in general terms. Last but not least, I would include having fun in my individual-need list. I think this is important in people`s life, and for me is not the exception either. I understand of course that for some people more than for others, this could be tough. But even under the worst circumstances people should try. Now, I will proceed with my social needs. In this category I would include affection, sense of belonging and friendship. For me and for every person I know all of them are very important needs that must be somehow satisfied. I would add to this point that satisfying them is not a matter of quantity of friends or people sharing your thoughts and ideas but a matter of quality and how strong are the bounds that you can create with others. Right after I would add respect. For me, this element plays a key role; and just as others, I need to be treated with respect. Acceptance, communication and understanding are also social need. My wants As everybody else, I have different wants. What interested me the most about them is that, apparently, they have no limits; or at least, that seems to be the consensus among most of the economist, especially when they give a look at the principles of the economic problem. Starting with food, and thinking about it not only in terms of tangible products but also in terms of services that would satisfy my wants, I would say that (at least for weekdays) a varied, healthy, home-style menu of food delivered right to my office would be great would probably satisfy my wants. For weekends in turn, I would say that Gourmet restaurants would also be on the list. In terms of cloth and shelter, my wants are also relatively big and considered as a group, they are also unaffordable, at least at this point. I can start by mentioning some tailored suits, long-sleeve shirts and a couple of pair of Italian shoes that match them would also be included. I would also add several ties, made of silk could be included to finish with the formal outfit. Then, for a more casual look, I would by tens of Hollyster Co. hirts. The reason why I want them is because they have a special fabric that makes it VERY easy to iron them, which safe me a lot of time. Some expensive, and durable black, beige, blue, and brown cotton pants, and jeans could be also on the list. This way I would leave Zara? s cloth behind, which is nice made to last just for a few months. Moving to the sport section, I would include special tennis for runners and several sport outfits. At this point Addidas o r new balance will be on the top of the list. Why? Again, is a matter of the perceived quality of fabrics, those brands (and of course others) have invested huge amounts of money to create high-tech cloth that regulate your internal temperature while you are performing any physical activity. Taking about shelter-related wants, I would put a 3 bedroom flat with a nice view, pool, and a tennis court. I can be here in Costa Rica or anywhere else, for example, at Vancouver, Toronto, London, Amsterdam, Rotterdam, etc. At the end it will depend on where job opportunities are. But now, a flat with this description will fit perfectly well with my wants because I would have a room for me and my girlfriend, a room to use as a private office/library, and finally a guest room for family living overseas. Talking about the possibility of learning new things, I want to start a master program in a European university, especially if it is located in the UK or in the Netherlands. Why? Because I really like those countries and their universities are ranked among the top of the list. I would also add many books to my wants list, and here I? talking about really expensive ones. And finally looking forward to satisfy my both social needs of communication and individual needs of creativity, I would definitively add a Mac book air to my list of wants. The reason I choose this product is because it will give me not only the built-in camera and microphone that I use to call them through the internet (because today almost every computer include this feature) but because it wi ll give me the mobility and flexibility I need due to its light weight. Carrying my laptop at the airports won’t be a nightmare. And finally I will be more efficient at one of my hobbies, which is creating graphic material using Macromedia `s programs, because I will not have to wait for my slow PC. My demands: Sticking here to the idea that demands are the type of needs backed to my purchasing power, I have to admit that my list of demands has been self-limited almost to the basics. This means I have voluntarily decreased my level of consumption because I am a point where the act savings became a necessary step to achieve some of the goals I have set. For example, I would definitively include access to sport facilities to train between 3 to 4 times per week (or even more in those weird cases that I have the time and the will) to my list of demands. A gym membership, for example, could work perfectly well. Products and services that give me more useful time and increase my efficiency are also on my demand list. Here I`m talking about a Smartphone and the Voice Data packages that are offered by the phone company, which gives me exactly what I? looking for: High-speed internet access, interconnected email accounts, access to overseas radio stations, maps, calendar, address book, alarms, cameras, videos, the etc. Even though it is absolutely not among my favorite demands, gas is also on this list. I understand that public transport represent an alternative. But sadly it is slow and time-consuming, so to my regret public transportation services do not work for me. I also demand ingredients to prepare easy-to-cook, home-style food. Let`s say, fruits, frozen vegetables, chicken breasts, meat, milk, cereal, bread, cheese, juice, etc. Thinking about my individual need of learning new things, I demand related products and services that help me to satisfy it. Among the products, books usually play a central role. When it comes about services, in turn, high-speed internet access and being enrolled in university studies are crucial for me. To finish with my demand list, I would include my apartment, which is rented, and all the related public services. Water, light, land phone, is what I? m talking about here. Build a Bear, Build a Memory They also demonstrate the underlying need that people have to entertain themselves. Wants: Although Build-A-Bear clients need to find a way to self-express and entertain themselves, they want to â€Å"step into a (†¦ genuine fantasy world organized around a child-friendly assembly line comprised of clearly labeled work stations†, where they can choose unstuffed animals from a bin, stuff them, include voice boxes, stitch them, dress them, name them, and even receive a birth certificate for their creation. This example is aligned with the idea that wants are the form human needs take as shaped by culture and individual personality. Demands: Giving their wants and resources, Build-A-Bear customers demand specific products that add up to the most valuable and satisfaction. Among the most relevant examples we can mention are both new store locations and accessories. â€Å"Mini-scooters, Hello Kitty bears, mascot bears at professional sport venues, and sequined purses† are also specific ideas that were interpreted as customers? demands by the company. Implication of each (needs, wants, and demands) on Build-A- Bear actions Needs, wants and demands have huge implications on Build-A-Bear actions. Not only by walking where customers walk, periodically checking its stores and assessing its customer service, but also by employing a mix of low-tech and high tech communication methods to interact with customers, Build-A-Bear demonstrates it is a truly customer-centric organization. This allows the company to fulfill their customers? needs, wants, and demands through successful market offerings, orchestrating several products and services to create brand experiences for customers. In detail, describe all facets of Build-A-Bear? product. What is being exchanged in a Build-A-Bear transaction? In my opinion, Build-A-Bear? s product has two different facets. There is a main facet formed by the intangible â€Å"experience of participating in the creation of personalized entertainment† and there is also a second facet formed by a tangible bear that â€Å"children clutch as they leave the store†. The main facet begins when children step into a â€Å"cartoon land† and interact with the different stations of the â€Å"child-friendly assembly line†. The second one, in turn, has the distinctive sign of being unlike any they other object Build-A-Bear customers have ever bought or receive, â€Å"they have a product that they have created†. Identifying these two facets helps us determine what is being exchanged in a Build-A-Bear transaction. Base on the idea that an exchange is the act of obtaining a desired object from someone by offering something in return, we can say that Build-A-Bear presents both an experience and a tangible object to fulfill its customers? needs, wants, and demands. In return, the company receives an average of 25$ per built bear. However, it goes beyond simply attracting new customers and creating transactions. It truly builds and maintains desirable exchange relationships with its target audiences, retaining customers while growing their business. Which of the five marketing management concept best describes Build-A-Bear workshops? In my opinion, The Marketing Concept is the one that best describes Build-A-Bear workshops. By looking for innovative ways to interact with customers and using both low-tech and high-tech methods, Build-A-Bear? s demonstrate that knowing its customers? eeds, wants and demands and then delivering the desired satisfaction are key activities within the organization. As stated before, Build-A-Bear is a truly customer-centric organization. Discuss in detail the value that Build-A-Bear creates for its customers. Because customer-perceived value is the customer? s evaluation of the differences between all the benefits and all the costs of a marketing offer relative to those competing off ers, we will use the marketing offer of Vermont Teddy Bear Company to discuss the value that Build-A-Bear creates for its customers. On the one hand, Vermont Teddy Bear Company promotes its product as the only hand-made bear in America that is guaranteed for life. Thus, it is safe to assume that high quality is an important element of their market offer. On the other hand, Build-A-Bear value for customers comes not only from the tangible object, the bear, but also from â€Å"the experience of participating in the creation of personalized entertainment†, which led us to the following conclusion: Although bears are final outcomes for both companies, Build-A-Bear is giving more at a lower price. And that is why an average of 25$ for a customized product and for the experience of participating in the creation of personalized entertainment is perceived as a marketing offer that gives more value to the customer compared with to the 50$ to 100$ that customers of Vermont Teddy Bear Company have to pay for a high quality bear. Is Build-A-Bear likely to be successful in continuing to build customers relationships? Why or why not? In my opinion, Build-A-Bear is indeed likely to be successful in continuing to build customers relationships. Why? Because behind the actions the company? is taking to: (i) further expand the Build-A-Bear experience beyond the retail stores using its new website, and (ii) entering into new markets by opening at least 350 stores in the US, 120 stores in Europe, and 300 stores in other parts of the world, are two underlying efforts: build a personal connection with customers, and at the same time understand is clients needs, wants, and demands. Universidad L atinoamericana de Ciencia y Tecnologia San Jose, Costa Rica Facultad de Ciencias Empresariales January, 2010 Bilingual Business Administration Principles of Marketing Cesar Eduardo Gonzalez My needs, wants and demands. As the title suggests, the purpose of this paper is to set forth my needs, wants, and demands. Because a common conceptual framework is very useful in every analysis, the first thing I? m going to do is refer to a brief definition of those terms. I will then explain what my needs are, dividing them into three categories: Physical needs, individual needs, and social needs just to make it easy for my readers. Right after, I will take a look at my wants. And I will finish with my demands. Common conceptual framework: Throughout this paper, I will understand needs as â€Å"states of felt depravation† and stick to the idea that they are not â€Å"created by marketers† but â€Å"a basic part of the human make up†. Wants, in turn, will be treated as â€Å"the form human needs take as they are shaped by culture and individual personality†. They will also be described in terms of objects that will satisfy them, focusing only on those objects I can`t afford. I will do this to distinguish my wants from my demands. This means that I will understand demands as those wants that are actually backed by my purchasing power. My needs: Let? s start with the physical ones. Definitively, food and water are on the top of the list. As every human being, I need food to provide my body with the energy it will use each day. I need also to provide it with water to hydrate it properly. But there is a key point here. I? m just referring to limited portions of food and water or let`s say those that are essential for the human body to work. Thus, a 5. 000-calories-per-day diet seems either as a want or as a demand for average people but not as a need. Maybe not behind but next to food and water I would put air and sunlight. Definitively, those two are also among the essential physical needs every human has; and because I? m not the exception, I thought it was important to include them in my list of needs. I understand, though, that in the world not everyone is satisfying this need at a 100%-rate. Good examples of that can be found just by thinking of really air-polluted cities, such as Mexico DF, or thinking of those countries that receive little or no sunlight during several month every, such as Russia or Canada. But let`s thank we are not in any of those groups and move forward. After food, water, air, and sunlight, I would put cloth and shelter. As I mentioned before, I am just talking about basic stuff. Some examples could be a couple of pants, shirts, and sweaters to protect me from the weather and to cover the cloth section. A small house or flat, in turn, will be sufficient to cover the need of shelter. Thus, design cloth and luxury properties would be definitively in people? s wants or demand section, depending on his or her purchasing power. To finish with my physical-needs section, I would mention not only rest but movement and exercise. As every human being, I need to safe hours every day to sleep and rest. I understand the number of hours needed vary from one person to another, but in my case, 7 to 8 hours work perfectly well. Movement and exercise are important needs too. And although it seems that there are a lot of people out there that are not really aware of that, for me, 4 to 6 hours of exercise per week also work for me. Looking now at my individual needs, I would say that freedom and independence along with creativity and self expression are among the top of this list. As most human beings, I need to feel I can express my ideas and take my own decisions without having someone else telling me what to do or how. Here, I am not talking about homework or other duties at work; I am talking about more deep things, such as having someone telling you what to buy, sell, study, or work, where to live, with whom, or how. Sadly, if we look at political extremists, such as communist, not only in history but around us, we could find good examples of that. I consider that having the possibility of learning new things is also an important need, and as such, I included in my list. Here I am not talking about schools or universities, because, in my opinion, those would be wants or needs depending on everyone`s purchasing power. I am talking about learning in general terms. Last but not least, I would include having fun in my individual-need list. I think this is important in people`s life, and for me is not the exception either. I understand of course that for some people more than for others, this could be tough. But even under the worst circumstances people should try. Now, I will proceed with my social needs. In this category I would include affection, sense of belonging and friendship. For me and for every person I know all of them are very important needs that must be somehow satisfied. I would add to this point that satisfying them is not a matter of quantity of friends or people sharing your thoughts and ideas but a matter of quality and how strong are the bounds that you can create with others. Right after I would add respect. For me, this element plays a key role; and just as others, I need to be treated with respect. Acceptance, communication and understanding are also social need. My wants As everybody else, I have different wants. What interested me the most about them is that, apparently, they have no limits; or at least, that seems to be the consensus among most of the economist, especially when they give a look at the principles of the economic problem. Starting with food, and thinking about it not only in terms of tangible products but also in terms of services that would satisfy my wants, I would say that (at least for weekdays) a varied, healthy, home-style menu of food delivered right to my office would be great would probably satisfy my wants. For weekends in turn, I would say that Gourmet restaurants would also be on the list. In terms of cloth and shelter, my wants are also relatively big and considered as a group, they are also unaffordable, at least at this point. I can start by mentioning some tailored suits, long-sleeve shirts and a couple of pair of Italian shoes that match them would also be included. I would also add several ties, made of silk could be included to finish with the formal outfit. Then, for a more casual look, I would by tens of Hollyster Co. hirts. The reason why I want them is because they have a special fabric that makes it VERY easy to iron them, which safe me a lot of time. Some expensive, and durable black, beige, blue, and brown cotton pants, and jeans could be also on the list. This way I would leave Zara? s cloth behind, which is nice made to last just for a few months. Moving to the sport section, I would include special tennis for runners and several sport outfits. At this point Addidas o r new balance will be on the top of the list. Why? Again, is a matter of the perceived quality of fabrics, those brands (and of course others) have invested huge amounts of money to create high-tech cloth that regulate your internal temperature while you are performing any physical activity. Taking about shelter-related wants, I would put a 3 bedroom flat with a nice view, pool, and a tennis court. I can be here in Costa Rica or anywhere else, for example, at Vancouver, Toronto, London, Amsterdam, Rotterdam, etc. At the end it will depend on where job opportunities are. But now, a flat with this description will fit perfectly well with my wants because I would have a room for me and my girlfriend, a room to use as a private office/library, and finally a guest room for family living overseas. Talking about the possibility of learning new things, I want to start a master program in a European university, especially if it is located in the UK or in the Netherlands. Why? Because I really like those countries and their universities are ranked among the top of the list. I would also add many books to my wants list, and here I? talking about really expensive ones. And finally looking forward to satisfy my both social needs of communication and individual needs of creativity, I would definitively add a Mac book air to my list of wants. The reason I choose this product is because it will give me not only the built-in camera and microphone that I use to call them through the internet (because today almost every computer include this feature) but because it wi ll give me the mobility and flexibility I need due to its light weight. Carrying my laptop at the airports won’t be a nightmare. And finally I will be more efficient at one of my hobbies, which is creating graphic material using Macromedia `s programs, because I will not have to wait for my slow PC. My demands: Sticking here to the idea that demands are the type of needs backed to my purchasing power, I have to admit that my list of demands has been self-limited almost to the basics. This means I have voluntarily decreased my level of consumption because I am a point where the act savings became a necessary step to achieve some of the goals I have set. For example, I would definitively include access to sport facilities to train between 3 to 4 times per week (or even more in those weird cases that I have the time and the will) to my list of demands. A gym membership, for example, could work perfectly well. Products and services that give me more useful time and increase my efficiency are also on my demand list. Here I`m talking about a Smartphone and the Voice Data packages that are offered by the phone company, which gives me exactly what I? looking for: High-speed internet access, interconnected email accounts, access to overseas radio stations, maps, calendar, address book, alarms, cameras, videos, the etc. Even though it is absolutely not among my favorite demands, gas is also on this list. I understand that public transport represent an alternative. But sadly it is slow and time-consuming, so to my regret public transportation services do not work for me. I also demand ingredients to prepare easy-to-cook, home-style food. Let`s say, fruits, frozen vegetables, chicken breasts, meat, milk, cereal, bread, cheese, juice, etc. Thinking about my individual need of learning new things, I demand related products and services that help me to satisfy it. Among the products, books usually play a central role. When it comes about services, in turn, high-speed internet access and being enrolled in university studies are crucial for me. To finish with my demand list, I would include my apartment, which is rented, and all the related public services. Water, light, land phone, is what I? m talking about here.

Technological progress is responsible for the rise of Essay

Technological progress is responsible for the rise of post-bureaucratic forms of organizations - Essay Example In other words, cross cultural business started to increase rapidly from 1980 onwards. Until 1980, most of the organizations operated with the help of Weber’s bureaucratic structure. Moreover, bureaucracy was dictating the organizational world during this period. However, the introduction of globalization and the rapid growth of technology helped the organizational world to operate more democratically from 1980 onwards. According to Josserand et al (2006) pointed out that â€Å"More than a simple exercise in reinvention, the post-bureaucratic era is characterized by hybridity. Far from being the end of bureaucracy, the post-modern area is that of its refurbishment† (p.54). In post bureaucratic organizations, the decisions are taken based on dialogue and consensus rather than authority and command. Organizations started to function as a network rather than hierarchy, because of the development of technology and scientific business management principles. Josserand et al ( 2006) cited many difficulties that involved in the transition of organizational world from bureaucratic to post bureaucratic. ... he organizational world from bureaucratic to post-bureaucratic, some people argue that technological progress is the major factor behind the development of post-bureaucratic forms of organizations. However, many others are of the view that along with technological advancements, plenty of other factors such as the evolutions of scientific management principles, concepts such as corporate social responsibility and sustainable development, contributed to the progress of post-bureaucratic organizations. This paper critically analyses these arguments. Technology & Post-Bureaucratic Organizations Role of Information communication technology or ICT The introduction of computers and internet have revolutionised the functioning of the organizational world. Many of the traditional organizational principles have given way for modern principles. For example, Bureaucratic organizations encourage individual work more whereas Post-Bureaucratic organizations encourage teamwork more. In other words, collectivism is prevalent in Post-Bureaucratic organizations whereas individualism is prevalent in Bureaucratic organizations. These changes in the organizational world were stimulated by the advancements in technologies. For example, in most of the IT companies, projects are executed with the help of project management teams. In other words, teams are responsible for the success and failures of a project rather than individuals. The above change helped individual employees to relax more and their job stress has come down drastically. It should be noted that the introduction of computers and internet helped the development of the concept of teamwork. â€Å"In recent years it has been argued that the widespread adoption of new information and communication technologies (ICTs) presages the

Discourses on Latina femininity Essay Example | Topics and Well Written Essays - 750 words

Discourses on Latina femininity - Essay Example Hence, Latino masculinity against the images of Latina beauty seems to be well shuttered. Traditionally, it is indicative of the Latino community that a woman is totally subject to a man. Here is the line of conflict. To say more, Latina representations in the field of contemporary showbiz affect Latino masculinity regarding hookups of Latina girls with the representatives of other ethnical identities. In this respect the figure of Jennifer Lopez is at the core of the discussion due to her relationships with black men which seemed affectionate or comfortable for her (Mendible 160). This is why the way Latina beauty goes today affects the apprehension among Latino men. Third, Latinas are subjugated by the Western culture and the US dominance in Hollywood and filmmaking industry. As was aforementioned, it is all about the values each nation promotes for the cultural turnaround worldwide. In other words, the competition between Latinas in the US is too high due to the fact that all of t hem are still considered the second class of people living in the country (Mendible 15). Overrepresented in the low (or even lowest) niche of the social life, the percentage of Latina beauties in Hollywood is to small to provide some radical change. Once again, due to the economic disparities among Hispanic and non-Hispanic white layers of the American society, there is plenty to talk on the â€Å"otherness† of Latina/o people according to the mainstreams cultural and showbiz standards and flows currently accepted in the US. Mendible points out in her study that this â€Å"gap† makes Latinas subjugated by popular media representations: Clearly, a complex... As was aforementioned, it is all about the values each nation promotes for the cultural turnaround worldwide. In other words, the competition between Latinas in the US is too high due to the fact that all of them are still considered the second class of people living in the country (Mendible 15). Overrepresented in the low (or even lowest) niche of the social life, the percentage of Latina beauties in Hollywood is to small to provide some radical change. Once again, due to the economic disparities among Hispanic and non-Hispanic white layers of the American society, there is plenty to talk on the â€Å"otherness† of Latina/o people according to the mainstreams cultural and showbiz standards and flows currently accepted in the US. Mendible points out in her study that this â€Å"gap† makes Latinas subjugated by popular media representations: Clearly, a complex array of competing interests and discursive forces produced the idea of â€Å"the Latin woman,† and it will take the collective efforts of Latino/a scholars, independent filmmakers, feminist writers, activists, and embodied others to slowly strip the myth of its power to bind and denigrate (15-16). To conclude, the issue of Latina sexuality and gender disparity within the Latino community is well established as a second-class way of entertainment for full-of-themselves Western consumers in the media sphere. Notably, it is all about buying or selling beauty in order to get rid of the burdens of life in the array of lower niche of existence.

Stop smoking Essay Example for Free

Stop smoking Essay Whether you’re a teen smoker or a lifetime pack-a-day smoker, quitting can be tough. But the more you learn about your options and prepare for quitting, the easier the process will be. With the right game plan tailored to your needs, you can break the addiction, manage your cravings, and join the millions of people who have kicked the habit for good.Smoking tobacco is both a physical addiction and a psychological habit. The nicotine from cigarettes provides a temporary, and addictive, high. Eliminating that regular fix of nicotine will cause your body to experience physical withdrawal symptoms and cravings. Because of nicotine’s â€Å"feel good† effect on the brain, you may also have become accustomed to smoking as a way of coping with stress, depression, anxiety, or even boredom. At the same time, the act of smoking is ingrained as a daily ritual. It may be an automatic response for you to smoke a cigarette with your morning coffee, while taking a break from work or school, or during your commute home at the end of a long day. Perhaps friends, family members, and colleagues smoke, and it has become part of the way you relate with them. To successfully quit smoking, you’ll need to address both the addiction and the habits and routines that go along with it.While some smokers successfully quit by going cold turkey, most people do better with a plan to keep themselves on track. A good plan addresses both the short-term challenge of quitting smoking and the long-term challenge of preventing relapse. It should also be tailored to your specific needs and smoking habits.

Feminism Essay -- essays research papers

I have been exposed to many forms of feminism. Many different ideas, concepts, and situations have been brought to my attention, enabling me to formulate my own loose definition of feminism, and to take those concepts with me to utilize in my life as a woman in order to obtain the life I deserve. To first understand feminism, one must be aware of the factors and forces that made—and still make—the fight for women’s rights such a relevant necessity. For example, women are mistreated and undervalued in athletics. Sharon Lennon, author of What is Mine, was taught this lesson young, as an excellent female softball player on a male team. After asking to play catcher in a game, the coach responded, â€Å"All right†¦but you’ll have to wear a cup† (Lennon, 215). This continues through less attention and money allotted to female teams, as well as fewer and lower-valued scholarships for female athletes. In academics, women also suffer from sexism at the hands of sexist males in higher positions. In her essay High School Lowdown Miranda J. Van Gelder recounts numerous clear cut instances of such sexist acts as male teachers asking female students to lift up their skirts, making comments referring to the girls taking their ‘rightful place in the kitchen,’ and referring to girls by demeaning pet names (Van Gelder, 305). According to Myra and David Sadker’s â€Å"Failing at Fairness,† boys receive more challenging questions, more attention from the teacher, and more helpful feedback. From elementary through college, girls receive less and lower quantity instruction, fewer scholarships, and suffer economic penalties after college: ‘female’ jobs are poorly, while women in ‘male’ jobs are still paid less then men in the exact same jobs (Sadker, 90). Inequality is clearly and painfully evident in the workforce. Twelve million women work full time in jobs which pay below the minimum wage. White women received only 71.2% of a white man’s earnings as of 1995, while Hispanic and black women only made between approximately 53% and 64% of a white man’s salary (Wage Gap, 86). While women comprise up to 50% of professional employees, they hold less than 5% of the upper level and senior management positions. As Mary Mattis found out, â€Å"60% of human resource managers who participated in [her] study reported that putting women in line jobs was perceived as risky† (Lopez, 82). it can only be â€Å"pe... ...efforts, seeing more suffering than benefits, knowing the benefit will grace their posterity. These amendments and revolutions must also be in the benefit of a diverse group of women, embracing them all; otherwise, feminism could not be called a fight for women’s rights if it left any women unaccounted for and uncared for. women are separated when diversity is mishandled and ignored. Not all women’s experience are going to be the same, and just because they are not the same does not mean that one is not just as valid as the next. From this class and my comprehension of its content, I have seen my own compliance to patriarchal enforced ideals and I have begun to challenge that. My speech, thought processes, and confidence have already been effected and are reflecting the evidence of my new knowledge. I will push for what is withheld from me but that I deserve as a woman. I am holding me head higher, knowing that I am worthy of better treatment than I receive. I will stop visualizing myself as I appear to others when I walk into a room, analyzing my every move myself! I deserve to be respected, not treated as an object, either by strangers†¦.or myself.   Ã‚  Ã‚  Ã‚  Ã‚  

Management Control in Mnc’s

Control and organizational learning in MNCs: an analysis through the subsidiaries Abstract : For any large complex organization the problem of ensuring its constituent activity in accordance with overall policy and, at the same time adapt to its environment, is a central and continuing concern. Thus, the fundamental question which must be answered is ‘what control mechanism can facilitate the adaptation process in the local market? ’ In multinational corporations (MNCs), the control mechanism, imposed by headquarters, has an objective to integrate the subsidiaries’ activities to the global strategy. However, the presents on the local market necessitates the adaptation to the local environment characteristics. The objective of this paper is to contribute solving the dilemma between control and learning in an MNC. The interaction between control and learning process will be analyzed. The literature study leads us to develop a typology based on two factors: the stage of the learning process (knowledge production and mobilization) and its locus (local or global). The combination of these two factors provides four configurations. The control system produces knowledge, both locally and globally, which can be mobilized by the local or global units. A proposition to resolve our main problem is formulated. The combinations of these four configurations make it possible for an MNC to resolve the dilemma between control and learning. An application of this typology has been carried out by analyzing case studies of MNCs operating in Indonesia. Keywords: control, organizational learning, multinational corporations, local / global 1 Introduction For many companies the process of internationalization strategy leads them to operate in many countries spread over whole continents; they are then confronted with the increasing risks related to uncertainty which rapidly developing countries present (e. g. Argentina in 2001 or Asia in 1997). The MNCs must thus deal with a great number of local heterogeneous situations, fast growth in one, crisis elsewhere, which require local adaptive apacities, but at the same time require the implementation of coordination mechanisms or effective control systems, which do not paralyse initiative and innovation. In order to define the issue of globalization, the question of integration and differentiation can be asked, as was initially developed by Lawrence and Lorsch (1967). The new element which emerges is that of the scale, that of planetary organizations. It is thus a question of answering the centralization / decentralization dilemma which is also described as a local / global dilemma. Beyond the terminologies, this traditionally structural issue has developed in a context where differentiation is at a maximum: national cultures, logistic structures, regulation, local industrial structures and, more generally, multiplicity of specificities. One of them seems worthy of interest to us, the case of a local situation which is characterized by a fundamental crisis. These situations are of particular interest for the researcher: adaptation to major upsets and the decisions taken to respond to these random upsets within a time and space period. This question can also be found in the design of the control mechanisms. Whereas the definition of Anthony (1988) lets us believe that the only purpose of management control is to implement strategy, but the reality is more complex with an explicit role of questioning that strategy (Simons, 1995). Control appears thus not only one factor of order and integration, which fights against entropy and inefficiencies, but also like a vector for learning intended to restore the effectiveness of inadapted local or global strategies. This aspect is even more relevant when the environment is strongly heterogeneous, even more so when it is changing a lot. While taking into consideration that â€Å"the suitability of the control systems to forms of learning which are sought after within the framework of the strategy ensures a certain organizational performance†, we will try to reformulate the traditional integration / differentiation dilemma in terms of control / learning interactions. This movement, this rotation, has the advantage of representing a traditional problem in a more dynamic way. After all, the question of adaptation is not so much a problem of structure as a problem of process. After having specified the subject of our analysis, the MNC, and having outlined the meanings selected of control and organizational learning, we will then describe their possible interactions in order to define an analysis grid. This grid will be tested on French companies located in Indonesia. Control / learning interactions in MNCs The denomination of an MNC covers various realities which all raise such varied problems, in particular as regards integration and differentiation. Between the global specialist which provides a more or less universal model in all the countries of the world and the transnational organization which locates its global processes according to the comparative advantage; there are major differences in terms of goals as well as means. After having assessed the various forms of organization involved in international activities and specified their dynamics, we will develop a framework of analysis of the control / learning interactions in order to propose an analysis grid. The structure of the MNC and its dynamics The diversity of MNCs has led to the proposal of various typologies. The most frequently quoted are those of Bartlett and Ghoshal (1989) which distinguish global, multidomestic and transnational firms, and Heenan and Perlmutter (1979) which identify the ethnocentric, polycentric, geocentric and regiocentric models. These two typologies have some common points, for example, the ethnocentric can be associated with the global firm. The typology of Bartlett and Ghoshal (1989) will be used in preference to that of Heenan and Perlmutter (1979) which is more focused on the personal element. This factor remains the first lever of control but we wanted to focus on the way in which operations are organized, which will induce, inter alia, choices in the field of human resources. The configurations described by Bartlett and Ghoshal are ideal types which are seldom observed (Harzing, 2000). Organizational type Configuration of assets and competences Every MNC is faced with the integration / differentiation issue for two main reasons: †¢ organizations always show differences in relation to the standard described ideals, which lets us believe that differentiation and / or integration processes are still on going; †¢ the adoption of heterogeneous organizations according to function maintains tension between integration and differentiation. There are strong differentiating and integrating tensions within the MNC; they are sometimes reformulated in the form of a centralization / decentralization dilemma. These same tensions are observed in the divisional company; they are at the origin of the appearance of a particular coordination mechanism, management control. The basis of this coordination mechanism is on the one hand the decentralization of responsibility and on the other hand the centralization of information. This observation indicates to us a particularly relevant analysis approach. Whereas the differentiation forces introduce into the organization a form of entropy which requires an additional control effort, the integration forces, initially motivated by the search for economies of scale, pose problems of local adaptation. Therefore, the increased learning capacities are essential in order to benefit from these economies. The idealtypic model of a transnational organization would thus be that of a company which is able to strongly centralize information, but at the same time able to inspire considerable learning faculties within its subsidiaries. An other way to appreciate the differentiation integration link is to analyse the relationship between learning and control. The need for the latter must nourish the former. A larger meaning of control Since its emergence in the 1920s at General Motors and its first definition as suggested by Anthony (1965), management control has always proved delicate to define. Nevertheless, there is a certain consensus around the second definition of Anthony (1988), who stated management control â€Å"as the process by which managers influence other members of the organization to implement the organisation’s strategies†. Analytical vision Synthetic vision The analytical vision leads us to consider control systems as a whole set of control tools or means. The synthetic vision provides varied analysis grids in terms of dimensions, goals or configurations. Whatever the approach adopted, the field of management control appears in the end to be particularly wide: there is a divergence between the organizational practices and the meaning outlined by the majority of the researchers. This is why it appears preferable to use the expressions â€Å"control† or â€Å"organizational control† which cover management control but largely exceed it. By retaining such a definition, it is not a question of defending a hegemonic vision of control but simply of underlining the need for developing a whole set of systems with coherent objectives. This coherence is necessary in order to reach its strategic objectives, which is the main aim of control, but also to induce the essential learning in order to reinforce or to question the strategy. The definition of organizational learning is quite as difficult as that of control. Organizational learning and associated concepts The literature reviews devoted to organizational learning are numerous (Koenig, 1994; Huber, 1991;Levitt and March, 1988; Fiol and Lyles, 1985). Each one proposes an individual analysis of the phenomenon. For Levitt and March (1988), â€Å"organizations learn when they code in routines, which guide the practices, of the lesson of their history†. The definition suggested by Argyris and Schon (1978) is complementary: â€Å"we learn when we detect an error and correct it. An error corresponds to a difference between what we await from an action and what occurs indeed, once the committed action. An error, it is the difference between the intention and the result obtained. We also learn when we obtain for the first time an agreement between the intention and the result†. Although Levitt and March (1988) emphasize the organizational dimension whereas Argyris and Schon insist on the individual dimension, the two reflexions indirectly agree about the recognition of distinct levels of learning. For Levitt and March (1988) referring to the work of Cyert and March (1963, pp. 123-125) and Nelson and Winter (1982, pp. 96-136), the two main categories of routine must be distinguished. In order to characterize these two categories of routines, they can be qualified as static and the dynamic ones. The static routines consist of the simple repetition of former practices whereas the dynamic routines are continually directed towards new learning. This second category is a risky process made of trial and error; these routines enable innovation and thus allow organizations to change. These two categories can be put in parallel with the two levels of learning as described by Argyris and Schon (1978): the single and the double loop learning. The first process, when a dysfunction is noted, aims at correcting it by rehabilitating the practices (single loop). The second process requires the principles which underlie the practices to be reformed in order to correct the noted dysfunction (double loop). Based on the work of Argyris and Schon (1978), Sinkula (1994) proposes a more detailed analysis by retaining seven hierarchical levels ranging from encyclopaedic knowledge (declaratory) to the deutero learning (way of producing new knowledge). Management control, in its most traditional and restrictive meaning, plays a privileged role in the learning process: its aim is to identify the deviances, the variations and to explain them in order to undertake corrective action. But is it a question here of individual or organisational learning? The question is of utmost importance even if the individual learning is the basis of the organizational learning. Learning is thus the production process of knowledge. Having defined the concepts of control and learning, their interactions can now be analyzed. Control / learning interactions The link between control and learning is frequently made (Simons, 1995; Macintosh, 1994) even if systematic analysis are still rare. This is one of the research avenues as identified by Bouquin (1999) which are all the more promising as the reporting system activities are the principal sources of knowledge (Huber 1991). Only Kloot (1997) has thoroughly investigated this interaction, even if particular consideration has to be given to the context of the empirical investigations: two Australian districts. Kloot (1997) associates control systems with phases of the learning process but she concentrates mainly on illustrating the role of control systems in generative learning, which is the only way of facing the changing environment. Control systems as varied as appropriate accounting information, performance evaluation systems or a quality improvement program all appear to enable generative learning. These observations confirm those of Simons (1995): that organizations, in general, have an interactive control system which, through debate and dialogue, must enable the emergence of new ideas and new strategies. Simons (1995, p. 106) evokes double loop learning for the interactive systems whereas the diagnosis control systems do not generate single loop learning. Nevertheless, there is a contradiction between the two approaches. Kloot (1997) identifies within the two districts, multiple control systems which enable a higher level whereas learning according to Simons (1995 ), organizations should only have one interactive system. One can envisage two explanations which are more complementary than exclusive: either the identified learning is not of a higher level, or the districts observed are undergoing a crisis period so that they use all their diagnostic control systems in an interactive way. However, the learning process can not only be limited to the sole acquisition of knowledge. Thus, Huber (1991) described this process through the following phases: acquisition of knowledge, distribution of information, interpretation of information and organisational memory. The interest of this division lies in the variety of locus of these phases. Acquisition can be dispersed or on the contrary concentrated in specific services, distribution can be spontaneous or planned, interpretation specialized or generalized and the memory can be distributed or centralized, thus producing a great number of possible configurations. Without exploring all of them one is able to notice that a control can be carried out with each phase. It thus channels the knowledge production process and in return also mobilizes it. knowledge and control: If control is described as a vector of learning (knowledge production), it should also be noted that, in order to have a global vision of the interactions, control systems also mobilize knowledge. This last point will not be developed1 just like the influence of strategic orientations on the types knowledge produced. It is possible to think that the prospectors, such as they are defined by Miles and Snow (1978), will seek to induce more generative knowledge whereas the defenders will privilege more adaptive learning. According to the strategy, the control systems process different types of data. The control mechanisms thus appear as a privileged means of organisational learning, in particular from the point of view where organisational learning is considered as the transformation of individual knowledge into organisational knowledge. The vision of organisational learning as a process which was developed by Crossan et al. 1999) break the learning up into four phases (intuition, interpretation, integration and institutionalization) and associate them to three observation levels. This enables the transformation conditions to be specified. It is first of all advisable to outline that Crossan et al. are interested in strategic change whereas we are interested in all types of learning or knowledge, fro m the most factual to the most elaborate . To resume again with the terminology suitable for international management, institutionalization can be local as well as global. Incremental learning can also lead to local and global change; the same is true for radical learning. It is in the phases of interpretation and integration that the control systems play a major part in the transformation of individual learning into organisational learning. We will not talk about the intuition phase which is basically individual, or the institutionalization phase which consists of using produced knowledge2. During the interpretation phase, the individual, through language, names things and starts to explain what was only feelings, foreboding or sensations. When interpretation moves from the individual to the group, it becomes integration. It is through the permanent exchanges between the members of a community and through shared practices that shared interpretations or the collective conscience develop. The financial indicators illustrate this process. The operations managers generally start by interpreting only the consequences of his actions (intuition followed interpretation). Analysis grid proposal The analysis of control/organisational learning interactions reveals two phases of the same process: knowledge production and mobilization. Vis-a-vis the great diversity of knowledge produced, as illustrated by the typology of Sinkula (1994), it is essential to specify the range the learning. In the case of the MNC, the characterisation of the scope of the learning can be made by analysing the learning locus. Does it relate to a local or global scale? Does it occur in an operational unit or in a central body? By associating the process phase (production / mobilization) and its localization (local / global), four cases thus appear. They correspond to four major types of interaction, which bring out four forms of learning induced by the control tools. The terminology adopted in this typology is more than metaphorical: Knowledge mobilization Global Box 1: The media model ERP, CRM and SCM The integration of information systems enables global knowledge to be produced and circulated, erasing any local specificities, which will be mobilized in the same way. Knowledge is mediatized by technology. Box 2: The initiatory model Studies carried out by head office Studies carried out by head office (global production) are circulated to all the subsidiaries. Each one interprets them to its own local situation. Global knowledge is adapted. Knowledge production by the control system Local Box 3: The evangelist model Identification of best practices The development process of a product used by a subsidiary (local production) is used by all subsidiaries (global mobilization). The best practice, once identified, will be the good word spread through out the organization. Box 4: The epidemic model Benchmarking Exchanges between subsidiary managers, within a benchmarking process, could mean that a locally eveloped practice could be used elsewhere, but always in a local context. Contagious circulation could be more or less widespread. Analysis grid for control/ learning interactions Let us describe these four situations by means of some examples. During a monthly meeting between a manager and his subordinates, a performance follow-up system makes it possible to identify an interesting management practice (local production). This knowledge can be mobilized locally through interpersonal exchanges (box 4, benchmarking being another illustration) or globally if the practice is formalized and circulated throughout the organization (box 3, the ideas box is another example). By processing information from databases, an analyst based at head office will be able to identify a good practice (global production). If these conclusions lead to the formalization of a new management process, the mobilization will be global (box 1, example of a new procedure). If its conclusions are merely available, only the interested people will interpret them and use them freely; the mobilization will be local (box 2). To emphasize the link between the place where the knowledge is produced and that of its mobilization gives the control systems a logistical viewpoint, how then does the control reach its targets? Learning in general, is not limited to the production of knowledge; it is also a way of transmitting that knowledge. The substance of our typology can be found in this dual observation. The â€Å"controlled learning† can thus be defined as the effort made when applying the resulting knowledge and therefore intended to make organisational control effective. The four highlighted forms address this problem very precisely. The media model is also that of the mass media (corporate communication) as well as that of individualized media. It is also that of propaganda, of Utopia which makes us think that a small group can produce a single mental framework, circulated by means of communication technology, thus mediatizing the message. The initiatory model is characterized by two attributes: it can be secret but more often discrete and specific to the person addressed. Discretion guarantees its specificity. In this model, the head office which produces knowledge circulates in a general and ritualized way, by adapting its application to local situations. The main aim of ritualization is to obtain commitment from the receiver. The evangelist model is based on the gospel truth, which solves the problem of circulating a general message by a minority or marginal employee of a message with universal vocation. In extreme cases, one could speak about prophecy. At the heart of the evangelist model one can find the problem of conversion. Finally the epidemiologic model corresponds to a kind of organized anarchy, a network model, without any center or aim, is built through a dynamic of individuals and thoughts. Is there an ideal type? Are some types more adapted than others to certain situations? At this stage of the analysis it is still difficult to decide. It is probably the combination of these four types of mechanism which increases the chances of succeeding internationally by exceeding the local/global or integration/differentiation dilemma. The purpose of empirical study is to further appreciate the relevance of this analysis grid by seeing it in action. Methodology The complexity of the phenomena studied as well as the exploratory character of this research justify the choice of a qualitative method. One must defend the right level of analysis. By asking the classical question concerning the link between differentiation and integration or, in a more dynamic way, the interactions between control systems and learning process, the favoured observation point is the subsidiary. From a strategic point of view, the question is not so much that of choosing a structure than that of the capacity of managing in a way which is adapted to each local unit. These factors are enough to justify the level of analysis but do not take into account the interest of the case which we are studying with the precise aim of testing our analysis grid. It was necessary to find a critical situation in which the need for adaptation was increased by the specific nature and dramatization of local conditions. Indonesia was very recently one of those environments which best met our methodological requirements. The contingencies enabled a multiple yet quite informed examination. These contingencies have their limits, they bare subjectivity. We will have controlled them through different circuits. The managers of six subsidiaries of the largest French groups setup in Indonesia were met by the members of a bicultural research team made up of two Indonesian and two French researchers. In all cases one of the team members spoke the mother tongue of the managers. We met other local members of staff who provided us which additional information. The interviews lasted between 2 to 4 hours. In five cases out of six, more than two interviews were carried out. An information retrieval made it possible for us to prepare and complete the information collected. In all cases, the interviews took place on site, and were accompanied by site visits. They were supplemented by other meetings at the Franco-Indonesian Chamber of Commerce and Industry, within the economic development department and from among other Indonesian colleagues and specialists. Indonesia is the fourth most populated country in the world with 220 million inhabitants. The country began to climb out of the 1997 crisis which affected the all of South-East Asia. Although it is very rich in natural resources (oil, natural gas, tin†¦ ) and very vast (1. 8 million square kilometres), in 2002 the primary sector only represented 17% of the GDP as compared with 44% the secondary sector and 39% for the tertiary sector. The year 2002 is the period of study, i. e. during the period immediately after the fall of Suharto, after the social, political and economic shock. This was a period during which the companies interviewed had no clear general direction. The interviews carried out were general. They concerned three main topics: the description of the Indonesian subsidiary, the manager experience and the relations with the group. During these meetings, we gave greater importance to the facts while being very conscious of the limits of such an approach: the crisis situation encouraged the managers to rethink the facts or modify their interpretation in order find some sort of coherence. We sought to identify the actions and the reasons which caused them. The actions seemed to us to be more important than the mental framework. The limits of this test lie in the difficulty of separating the actions from their intentions. Complex coordination mechanisms Given the impact of the strategic orientations on the types of learning, the six cases were split into three groups which are characterized by the combination of two criteria: the degree of the firm’s involvement in Indonesia, and the level of centralized or decentralized control. The degree of involvement is characterized by the level of the investment and assets; the centralized nature can be evaluated by the number of expatriates, the share of the capital controlled and the reporting characteristics. This classification is more down to the researchers than the application of strict criteria. It outlines an analysis in terms of strategic groups, from the nature of the criteria used, but also in the way they describe of homogeneous configurations. This aspect will not be developed. This split only has a methodological aim: to compare control and learning systems by partially controlling the data through the strategies which generate them. The first two companies which correspond to the first group, are characterized by (1) minimal involvement, the following two (2) through a relative immersion in the culture and the economy of the country linked to a large-scale involvement and by the autonomy given to the local unit, and (3) global piloting is the last involvement strategy identified, as it implies a large-scale investment, but with global piloting. Let us remember that all the companies observed are in a similar situation: they are confronted by a country with an attractive market but whose political uncertainties induce risks which strongly influence the entry strategies. Minimal involvement The potential of the Indonesian market is arousing a lot of interest. The first to enter this market could take a decisive lead. Any lost time could only be made up for by paying the full price later on; the preemption market strategy is thus a reasonable one. However, all the companies do not have the necessary financial resources to tap the market or wish to reduce the risk; they thus minimize their investments, while ensuring a presence on the market. Two cases corresponding to this situation were studied. The way in which involvement is minimized is very different in both cases: an alliance in the first case and a commercial presence in the second case. The common point between these two cases is that the local entity is used as place for learning, for experimentation and for observation. One could wonder whether the law rate of involvement does not simply reflect the intention to learn. Giving up immediate profits is the corollary of the hope of substantial profits in the medium/long term. EXAMPLE: PT Bank BNP Paribas Indonesia began its operations in Indonesia in November 1989 under the name of PT Bank BNP Lippo Indonesia. This was a joint venture between the BNP group and the Lippo Indonesia group, one of largest Indonesian conglomerates. Up until February 2000, the distribution of the capital was split between the BNP group with 70% and Indonesian partner with 30%. In October 2000, following the merger between BNP and Paribas, this joint venture became Pt. BNP Paribas Indonesia. For the Lippo Group, the co-operation with BNP Paribas was the result of its strategic development plan in the financial business through an alliance with an organization of worldwide reputation. However, the drop in business after the 1997 crisis led BNP Paribas to increase its share to 100%. PT BNP Paribas Indonesia provides corporate banking services for large Indonesia companies and MNCs. That means that BNP Paribas does not have a retail activity on the Indonesian market, which would be very heavy in terms of investment. The presence of BNP Paribas in Indonesia can be justified by its will to accompany its traditional clients, the MNCs, on the majority of their markets. It is also a question of eing present on a market which could experience strong growth. Thus, BNP Paribas is preceding its clients when they decide to enter the Indonesian market. The weak presence of the competition frequently puts BNP Paribas in a position of being the only key player, hich enables it to demonstrate its know-how and which can help it to grow on other markets. The interest of this strategy is further intensified by the fact that BNP Paribas represents other banks in Indonesia. The manager of the subsidiary carries out the daily management operations. The strategic decisions are taken after consultation with the regional office based in Singapore. Many operations are carried out using the regional SOP (standard operation procedure) or logistics platforms. As with every corporate bank, PT. BNP Paribas Indonesia uses strict procedures in terms of credit granting. For these decisions, the senior banker who is located in Paris or New York plays a determining role; he ensures the follow-up of major worldwide account portfolio. In other words, the manager of the Indonesian subsidiary is the nterface with the client (large Indonesian companies or MNC subsidiaries) but also with the market to make the regional office aware of business opportunities. Immersion Whereas the two preceding case is characterized by a will to minimize investment in Indonesia, the following case can be distinguished by the amount of heavy investment. From these two cases, it is articularly hard to generalize, but the local managers appeared to us to be very receptive to the local culture. The two managers interviewed have few contacts with the French expatriate community This situation is also the result of the plant location of these groups which are not present in the center of the Indonesian capital, but rather symbolic located on industrial parks in the suburbs of this large city. Another common point, lies in the large amount of autonomy in decision making and action taking at the subsidiary. The control mechanisms which have been developed are particularly complex; they illustrate perfectly the local / global dilemma. 4 Case n °3 : Aqua, a subsidiary of Danone This agro-food company has invested heavily in Indonesia by taking a majority share in a family company with more than 7. 000 employees. The family was unable to finance its large industrial investment projects. However, the transition was carried out carefully, over several years, with the objective of completely taking over the Indonesian company. The local manager shows the group culture: after 4 months of presence, he speaks to its teams in ndonesian. The manager is the only expatriate; the other managers are Indonesian and mainly trained in the United States or in Australia. The company also benefits from support functions in finance, marketing and human resources, called â€Å"task forces†, all based in Singapore. Every month, one of these teams plays a consulting role. As concerns technology, the local managers are kept directly informed; indeed, the law wage costs bring about very different problems from those encountered elsewhere. Generally speaking, there are few procedures. The group values are internalised, except communication which has to meet the group’s standards. Besides the geographic mobility of the few foreign managers, training is one of the main vehicles for spreading culture. This is only â€Å"in-house training† according to their specificity, which is organized in Asia or in Paris. One is tempted to conclude that control is based on values, ways of thinking, enabling the company to adapt locally with complete freedom. It can be noted that the Singapore regional coordination ensures the group’s presence even if it is only temporary, minimal and specific. The subsidiary is responsible for its financial performance, but the group influences the marketing methods, technologies and finance through a close but discrete piloting. Global piloting The last two subsidiaries studied have one main feature: they both â€Å"undergo† strict control from their head offices. The difference being from the two previous cases is that these companies are based in the Jakarta business district, completely immersed in a cosmopolitan culture. They are characterized by the large presence of expatriates and various and numerous contacts with the Parisian headquarters. Case synthesis and discussion The observations carried out reveal three recurring factors: the presence of French expatriates, the existence of an intermediary level between the parent company and the Indonesian subsidiary and the misuse of the joint venture. The French expatriate manager often represents the first lever of control. This observation must however be balanced: there are other mechanisms highlighted in the case presentations and there is also bias in the case selection. The French expatriate manager is happy to share his experience which, for the researcher, facilitates the exchanges a lot. It is a means for them to break with a certain form of nsulation. However, when reading the directory of French companies located in Indonesia, one can see that usually the manager is French. The proposed theoretical framework was based on the local / global distinction whereas the reality appears to be more complex with the existence of a quasi-systematic regional direction. A buffer seems necessary either to apply decisions or to support local initiatives. The Asian office is often located in ingapore or Bangkok but sometimes in Paris. The office generally has few means; it is a country manager who frequently carries out this coordination role. The analysis of the role of this level would in itself be a research subject. Finally, the joint venture is often presented as a privileged way to enter an unknown market. This type of governance would make it possible to spread the risk and take advantage of the local partner’s market knowledge. This is what we observed for only one of our six cases. In the other cases, the co-operation is only an administrative constraint which should imperatively be respected in order to obtain authorization to invest in Indonesia. One of the limits of this type of organization is that it makes us believe that development opportunities can only be seized with a minimum of involvement hereas a strong implication is essential to overcome the real cultural barriers. For example, how can one imagine working with a partner who always says â€Å"yes† or more precisely never dares to say â€Å"no†? Having raised these recurrent facts, it is now interesting to present a synthesis of the control mechanisms observed by classifying them according to the proposed a nalysis grid A first striking fact is the difficulty to observe mechanisms enabling the global circulation of local learning, except in the case global piloting strategies (case 5 and 6, L’Oreal and Total). The fact that these mechanisms are not emphasized does not mean that they do not exist. The two cases are in particular engineers who go back to France presumably with bags of local knowledge thus contributing without doubt to the constitution of a more global knowledge. In the other case, his type of knowledge is circulated through interaction between the local manager and his international business manager in Paris. In both cases, one can witness the role of a local information agent. The similarity between the two cases is to be found in the media learning models which move from the center to the periphery and which make up a form of group culture, including sophisticated reporting systems, as well as a specialized structure for international business. The tools which make it possible to produce and mobilize global knowledge (box 1), in accordance with the global corporate model, are mainly not that suprising: it concerns information systems and communication strategy. When products need to be adapted to a market, apart from communication, R&D centralization is a powerful control lever. An original tool has been identified with the case of the senior banker who can make us think of operational form of matrix structure. For the two global piloting cases (L’Oreal and Total) one can see the emergence of a configuration which is based on linking a media learning model (where the center lights up intensely the whole of its empire) and of an evangelist model, limited in range, which would seem to balance the other model. At this stage of the research, one could formulate the idea of a relation between these two models: the first would arouse the second, the latter being finally the control of the control. If the amount of investment justifies uniform knowledge, the weaknesses of the imperial model could be corrected by inoculation in the center of the organization coming from the periphery and brought about by the channel of conviction and personal experience from among the expatriate executives who were then repatriated. One observed the tools enabling organizations to capitalize from learning which is only produced and mobilized locally (box 4, the epidemic model). That mainly concerns cases 1 and 2 (Sanofi and BNP Paribas). It can be explained by the careful strategies of these firms and their limited involvement. The subsidiaries would be laboratories where one tries to adapt and control the local conditions for a possible expansion on a regional level. There is therefore a balance between the epidemic model and the media model which takes on the form of centralizing some knowledge which is mainly related to the technology of the product or service. This learning configuration thus enable a certain acclimatization, if possible, of a core competence and letting local learning processes adapt them. It has been noted that some tools producing global knowledge which will be differently mobilized from one country to an other: training, international experts and tasks forces (which only have an advisory role and distinguishing them from the senior banker). At first sight, we could have thought that these tools would not be widespread; that is not the case. Some of the tools observed are used in different ways. This is the case with corporate culture (box 1 or 2) or expatriates (box 1 or 4). A strong culture can lead to homogeneous behaviour at a global level (Total). However, when the respect for and the adaptation to local cultures are key values (Danone and Air Liquide), the culture brings about different behaviour according to the context. These two last cases are characterized by an initiatory learning model which is based on important information, expertise and training, but leaves the subsidiaries with a strong amount of autonomy. These companies core competences (technology, brand, markets knowledge†¦) could be circulated gently and unintentionally with support from the regional offices as concerns the cultural implications. This is backed up by a second occurrence: the need to adapt locally leads to the organization of learning around a central point made up of a local manager and his regional alter ego. Let us note that it is in these two cases that one observes the lowest number of expatriates and in some cases totally absent. These few cases not only illustrate the different types of control mechanisms used but also the variety of their uses. Two main results emerge. The first one is the identification of three learning configurations linked to the control systems. The first includes two flows, one based on the media model which is balanced by an other flow from an evangelist model. The second one is also based around a media model and uses local support through an epidemic mode. The third one which is also based on a media model which guarantees the group values, is organized around tension between an epidemic and an initiatory model. The first one ensures a certain homogeneity of initiatives and the second one the adaptation and the suitability. Conclusion The proposed analysis grid concerning the interactions control / learning which are based on the phases of the learning process (production and knowledge mobilization) and its locus (local / global) has been developed to study parent company / subsidiary relations. Numerous control tools which can be used in different ways have been observed; tools enabling the control / innovation or integration / differentiation dilemma to be overcome, to broaden its dynamic perspective and to provide deeper analysis of the adaptive process. This grid which was used during the observation period, even though superficial, has finally provided positive results. It reveals learning structures and takes into account their internal and external coherences. It appears to be relevant. One needs, of course, through further in-depth case studies, to test the validity of those three configurations which have been identified. Finally, since we are limited to examine the learning produced by the control system, it would be suitable to examine the relevance of this grid in relation to other sources of knowledge (i. . : dealings with the suppliers and customers, market research†¦ ). These results will necessarily be confirmed through further investigations. The perception of headquarters would be very enriching. One could also contemplate making some comparisons with the practices of American, British, Japanese or German companies. The interviewees have often underlined the differences that exist in practices between their group and their main competitors. It would appear that in terms of international management there exists a French exception. As far as the expert are concerned, the analysis grid represents a diagnostic tool which enables control system weaknesses or further action levers to be identified, to understand further the general configuration of relations between the parent company/ subsidiary and also the general coherence of adaptive mechanisms. It is finally possible to envisage using this grid to analyze other control situations. If we have chosen to work from the specific point of an international management problem, the suggested model could also be applied to other issues, provided that we take are taking into account a question of suitability between local and global learning and that there is a central link between this two points. We should also consider that organizational control systems play a key role in the acquisition, circulation, memorization and use of organizational knowledge.

Literature During the Early Period (1900-1930) Essay

The twentieth century ushered in the development of Filipino literature in English. Weeks after the capitulation of Manila, the U.S. Military Government was set up and, almost seven schools were re-opened as a necessary strategy to promote the pacification of the Philippines and the dissemination of common culture. English was first taught merely as a subject because the Spanish system of education then existing in the Philippines was allowed to continue. In April 1900, by virtue of President McKinley’s directives of the Philippine Commission, English became the official medium of instruction in the public schools. In order to accelerate the pacification drive, schools were established in all parts of the Philippines. The early teachers were taken in directly from the army. To augment the small number of American teachers, the Philippine Normal School, now Philippine Normal University, was founded in 1902 to train Filipinos in the art of teaching and eventually take charge of elementary education. In the same year, the Army transport, Thomas, brought six hundred American teachers to the Philippines who replaced the soldiers as teachers. They introduced to the Filipinos English and American literature in the form of works written by Irving, Chaucer, Milton, Donne, Shakespeare, Emerson, Hawthorn, Poe, Longfellow, Bryant, Keats, Shelley, Coleridge, Lamb, Joyce, Tennyson, Macaulay, and other famous writers. These were the writers w ho became the models of the early Filipino writers in English. At first, Filipino writing in English was quite formal and imitative, thus, the common reference to this period was known as Apprentice period. Influences from the Spanish language could be seen in the use of Spanish expressions and in ornate style. Grammatical expression were at times awkward and there was difficulty in the use of prepositions and pronouns. The first thirty years of Philippine literature in English produced little in the fields of drama and novel. Drama was hardly written, because vernacular plays and zarzuela still dominated the stage. The plays produced  were highly emotional, not intellectual experiences. The short stories produced during this period were either romantic tales of the past with legendary figures or were imitations of plots or themes taken from American and other sources. The most significant short story produced during the period was â€Å"Dead Stars† by Paz Marquez Benitez. Poetry was dominated by naà ¯ve sentimental love lyrics written in a loose rhetoric without much intellectual significance and overblown to achieve intensity. Verbal exuberance made the poems bombastic, artificial and insincere. The essay took a form similar to that utilized by British and American writers, but because the essay is a free form of composition, it soon developed its own personality. The Philippine essay in English is less inhibited by requirements inherent in other literary genres. It matured earlier in the favourable milieu and successfully projected Philippine customs and traditions. However, most critics agree that the early literary output in English can be considered definitely commendable. It can be favourably compared to the Colonial Period of American Literature in relation to English literature of those times. Footnote to Youth Jose Garcia Villa Dodong, who is 17 years old wanted to marry Teang. He wanted to go home so that he could tell his father and ask for his permission. At first, he was hesitant of saying it, but he wanted him to know. For Dodong, he is a well-grown man and can handle things like marriage. When he told his father about it, a long silence surrounded the house. His father asked him if he must marry because he was still young. But Dodong resented his father’s question, and finally was being permitted to get married. After 9 months, Teang gave birth to their first son named Blas. All of a sudden, Dodong felt guilty and ashamed to his mother because of becoming a father at a very young age. But when he saw his child, he could not control the happiness in him. Dodong did not want any more children, but he could not help them from coming. For six consecutive years, a new child came along. There were seven children in all. Teang did not complain even though she secretly regretted being married at an early age. She was very thin and shapeless now because of bearing many children and the hard work of taking care of them as well as the household. Sometimes, she wondered if she would have the same life if Lucio, her other suitor who was nine years older than Dodong, was the one she married. But she loved Dodong. Lucio got married after Teang’s marriage to Dodong, but he was childless until now. When Blas turns 18, he told his father, Dodong, that he wants to marry Tona. Dodong did not want his son to marry yet because he was young and Dodong already knew what comes next to it. Dodong did not object, but tried to make his son think twice before rushing to marriage. He does not want Blas to end up like him.

Free Essays on My First Semester Of College

My First Semester of College The first semester of college for a young man or women can be a monumental step in their life. In my case it was. It was the first time that I had been away from my home in Ft. Walton Beach, Florida. I was not necessarily scared to be away, but I was a little worried about the transition from the skate free ways of high school that I was very used to. The schoolwork was not the only thing that was on my mind as I made my way into the college atmosphere; I was also thinking about doing things on my own and budgeting my time completely by myself. When the first week of classes started I was still worried, somewhat, of the step I was going to have to make in regards to the quality of work that I was going to have to do in order to pass with decent grades. In high school I had made procrastination an immense part of my life; however, it did not affect me too much. I noticed very quickly that the habit I had developed in high school was going to have to stop immediately or I would find myself back in Ft. Walton in no time at all. Consequently my noticing did not help out too well because I continued to procrastinate throughout the semester and found myself in deep voids that were extremely stressful. English paper after English paper I would be up the night before until three in the morning trying to finish it. If I only had started it a day or two earlier instead of putting it off I would have saved myself a lot of stress. Not only did the schoolwork affect my life, but my personal life was affected as well. My girlfriend and I had been dating for almost a year before I made my way to college. Although it was only an hour difference between us, my girlfriend and I had a lot of trouble adjusting to the time apart. Before I had left her and I had only spent very little time apart from each other. Besides schoolwork taking up a big portion of my time, the... Free Essays on My First Semester Of College Free Essays on My First Semester Of College My First Semester of College The first semester of college for a young man or women can be a monumental step in their life. In my case it was. It was the first time that I had been away from my home in Ft. Walton Beach, Florida. I was not necessarily scared to be away, but I was a little worried about the transition from the skate free ways of high school that I was very used to. The schoolwork was not the only thing that was on my mind as I made my way into the college atmosphere; I was also thinking about doing things on my own and budgeting my time completely by myself. When the first week of classes started I was still worried, somewhat, of the step I was going to have to make in regards to the quality of work that I was going to have to do in order to pass with decent grades. In high school I had made procrastination an immense part of my life; however, it did not affect me too much. I noticed very quickly that the habit I had developed in high school was going to have to stop immediately or I would find myself back in Ft. Walton in no time at all. Consequently my noticing did not help out too well because I continued to procrastinate throughout the semester and found myself in deep voids that were extremely stressful. English paper after English paper I would be up the night before until three in the morning trying to finish it. If I only had started it a day or two earlier instead of putting it off I would have saved myself a lot of stress. Not only did the schoolwork affect my life, but my personal life was affected as well. My girlfriend and I had been dating for almost a year before I made my way to college. Although it was only an hour difference between us, my girlfriend and I had a lot of trouble adjusting to the time apart. Before I had left her and I had only spent very little time apart from each other. Besides schoolwork taking up a big portion of my time, the...