Theories and Treatment Programs for Delinquent and Adult Offenders Research Paper

Theories and Treatment Programs for Delinquent and Adult Offenders - Research Paper Example Some treatment programs for delinquents and adult offenders may be used for both populations. Substance abuse treatments are used for both delinquents and adult offenders. According to substance treatments for both sides, the philosophy they work upon is that substance abuse is one of the major reasons why the majority of the youth and delinquents are taking part in organized crime gangs, in turn ending up with extensive criminal records. According to Nelson (2007), adult offenders take part in criminal activities as a result of their being jobless and a need to make a living, therefore, the majority end up stealing while others may have been under the influence of drugs at the time of the crime. Educational programs for individuals who may be addicted to drugs or other substances is highly recommended within the rehabilitation process. Rehabilitation is the ultimate goal of current treatment programs. During probation, the drug addicts undergo rehabilitation programs that enlighten them on the dangers of drug abuse, with a focus on transforming the individuals into responsible and productive human beings within society. At the end of many rehabilitation programs, research shows that many of these individuals turn out to be responsible individuals. Improving an individual’s ego is one treatment program for delinquent offenders. This treatment program works on the belief that if the ego of the youthful or delinquent offender is boosted by increasing self-esteem, then these individuals are able to engage as positive role models in society; they are able to have a new life that conforms to society’s values. Since the direction and focus is to instill behavioral change in the individuals this method is also used toward reforming the adult offenders, as well. The hope is that the offenders may be given an opportunity to advance in life by introducing them to

The Crucible Essay Example for Free

The Crucible Essay The Crucible by Arthur Miller is a drama about a small group of teen girls in 1692 Salem, Massachusetts caught in an innocent conjuring of love potions to catch young men are forced to tell lies that Satan had invaded them and forced them to participate in the rites and are then forced to name those involved. Thrown into the mix are greedy preachers and other major landowners trying to steal others land and one young woman infatuated with a married man and determined to get rid of his innocent wife. Fueled by the lies and blasphemy in the town, they’re finally brought to a â€Å"melting point† where they buy into the deceit and start to charge witchcraft. The Crucible represents test, trail, ordeal, formation by fire, and vessel baked to resist heat. The title reflects the meaning of the work as a whole theme. First, John Proctor is a tested and formatted by fire character. In The Crucible he is tested by the court and the citizens in Salem. In the play Abigail Williams accuses John Proctors wife of witchery and is taken to trial but john proctor want to accuse Abigail of murder. He is trying to do anything possible to save his wife of being lynched. John Proctor was put through a severe test of faith in him and came through in the end by finding the good in him and refusing to cast away his name in signing a confession. John Proctor was confused on how he felt towards his relationship with Elizabeth he felt like he was a â€Å"not a good man† to her. Johns character is considered a formatted by fire character because of the way he has developed from the beginning to the end of the play. Next, Elizabeth Proctor represents trial and a vessel baked to resist heat character. Like many puritan women, Elizabeth Proctor is reserved, slow to complain, and dutiful. Yet, Elizabeth is pained by the fact that her husband was having an affair with their â€Å"strikingly beautiful† young servant. But Elizabeth doesn’t seem to care. Abigail Williams accused her of witchery to try to get John Proctor back. Throughout the play she struggles for her innocence’s and so does John. He manages to do anything possible for Elizabeth to be free, even if it meant to lie and accuse Abigail of murder. Elizabeth manages to escape lynching because she receives the news that she is expecting a child. Elizabeth is a vessel baked to resist heat character because she manages everything to not get involved in problems also she wasn’t guilty of any charges and managed to escape being lynched. To conclude, the drama The Crucible by Arthur Miller is a drama about a group of girls that are caught in an innocent conjuring of love potions to catch young men are forced to tell lies that Satan had invaded them and forced them to participate in the rites and are then forced to name those involved. But once they confess on whom they saw the say names of people they don’t like because they want revenge on all their enemies. The Crucible represents test, trail, ordeal, formation by fire, and vessel baked to resist heat. The title reflects the meaning of the work as a whole theme.

Heart Of Darkness :: essays research papers

Many authors utilize loaded language to try and convey another possible meaning behind the story. However, it is often neglected and the reader never comes to such a realization. But it is quite clear through Joseph Conrad’s choice of words, that there is a suggestion of an allusionary meaning, which is the determination of heaven, hell, and purgatory.   Ã‚  Ã‚  Ã‚  Ã‚  Part one gives a wealth of information to suggest and alternate meaning. The way that I chose to interpret the beginning was that of the story of creation-a new boat, a new voyage, and a new life-just as Adam and Eve had begun. Marlow was starting off sinless and without a fault. Then, Marlow comes across “a man who [hung] himself.'; (p. 12) According to Catholicism, suicide is considered a sin,   Ã‚  Ã‚  Ã‚  Ã‚  Through the use of loaded language, Conrad assumes a direct relationship between the story of Adam and Eve to the man who hung himself. As Marlow and his companions walked through the countryside, they eventually wound up in a different location, an “inhabited devastation'; where there are people, a place where sinners reside.   Ã‚  Ã‚  Ã‚  Ã‚  This is a large contrast from where Marlow started out, which was seemingly the Garden of Eden. Reading the section of the story that I did consider the Garden of Eden, I felt quite empty, as if it was a place where only Marlow and his companions were. Conrad used detail in this section which really made me pick up on this feeling of loneliness.   Ã‚  Ã‚  Ã‚  Ã‚  When we finally arrive to the “inhabited devastation,'; the feeling that Marlow along with his companions are the only people there, evaporate. Immediately, the mountainous scenery strikes me. The details that Conrad gives of this specific places, gives me a very cold feeling. All around, the reader receives a geometric description of the natives, who are a part of the inhabited devastation.   Ã‚  Ã‚  Ã‚  Ã‚  Just as Adam and Eve are out of place, the reader can assume the same of Marlow and his companions. However, we are not fully aware of one sin that Marlow has come across, the sin of suicide. It has to have played a part in their expulsion.

A Stakeholder View of Strategic Management in Chinese Firms

INTERNATIONAL JOURNAL OF BUSINESS STUDIES VOL 15, NO1, JUNE 2007: pages 1 of 13 A STAKEHOLDER VIEW OF STRATEGIC MANAGEMENT IN CHINESE FIRMS Dr Xueli Huang1 Dr Scott Gardner2 Despite the fact that China has emerged as a driving force of the world economy over the last decade, little research has been undertaken into how Chinese firms strategically manage their businesses. This paper develops a theoretical framework of strategic management in the Chinese firms through reviewing and synthesising five strategic perspectives that are relevant to the Chinese context: the Industry Structure View (ISV), Resources-Based View (RBV), Institutional View (IV), Relational View (RV), and Stakeholder View (SHV). We elaborate the relevance of the SHV in the Chinese context and its relationships with other strategic perspectives. Finally, we offer several managerial and research implications based on the theoretical framework developed. Key Words: strategic management, Chinese firms, stakeholder perspective I. INTRODUCTION One of the most significant developments in the global economy is the re-emergence of China as a major driving force of the world economy. Since the implementation of the open-door, market-oriented policies in 1979, China has quadrupled its GDP and sustained a significant average growth rate of over 9 per cent. The foreign direct investment (FDI) in China in 2004 amounted to US$ 60 billions, making China the biggest FDI destination country over three consecutive years from 2002. Chinese organisations now compete fiercely in domestic markets, and the international trade arena, with the value of China’s international trade accounting for over 70 percent of its GDP in 2004. The Chinese have also expanded their business operations to other countries as illustrated by the recent examples such as the Levono, China’s largest Personal Computer (PC) manufacturing company, acquiring IBM’s PC division, and the unsuccessful bid of China National Offshore Oil Corporation (CNOOC), China’s third largest oil company, for Unocal, the ninth largest oil company in the USA. Despite the important role played by the Chinese economy in general, and Chinese firms in particular, in the global economy, China has been considered as one of the most underresearched regions in the world (Tsui, Schoonhoven, Meyer, Lau, & Milkovich, 2004). Although interest from executives, academics and media on Chinese business matters has 1 Dr Xueli Huang is Senior Lecturer at the School of Management, Edith Cowan University. Email: x. [email  protected] edu. au 2 Dr Scott Gardner is Associate Professor at Murdoch University. Email: s. [email  protected] edu. au 1 A stakeholder view of strategic management in Chinese firms increased dramatically over the past several years, little research effort has been devoted to studying the strategic management of Chinese organisations. This paper investigates strategic management in Chinese organisations. In doing so, an attempt is made to integrate the current literature on strategic management, focusing on the two dominant perspectives of the past twenty years: the Industry Structure View (ISV) (Porter, 1979) and the Resource Based View (RBV) (Barney, 1997; Prahalad & Hamel, 1990; Wernerfelt, 1984). It also examines Post, Preston and Sachs’ (2002) conceptual schema of complementary perspectives for strategic analysis of 21st century corporate environments – the Stakeholder View (SHV). In attempting to make sense of increased strategic complexity and the central role of networks of human relationships in shaping economic activity in Eastern (notably Chinese) and Western markets, our analysis will call upon the ISV, RBV and SHV with additional reference to other contemporary strategic perspectives including the Relational View (RV)(Dyer & Singh, 1998), and the Institution-Based View (IBV) (Peng, 2002). By focusing these lenses on how business is conducted in the cultural context and commercial environment of China, this paper aims to: 1) enhance understanding of why and how the strategic behaviours of Chinese managers differ from those of Western managers? 2) explain why the SHV is relevant to Chinese management practice; and 3) develop an integrated theoretical framework that can be used for guiding future research into the unique characteristics of strategic management in Chinese organizations. II. LITERATURE REVIEW The Industry-Structure and Resource Based Views How firms behave and what determines a firm’s performance in international competition are two of four fundamental issues in strategic management (Rumelt, Schendel, & Teece, 1994). Searching for sources of competitive advantage has been a key theme for strategy researchers and business managers over the past five decades. Consequently, a number of strategic management views or thoughts have emerged that explain either sources of competitive advantage or how firms form strategy (Mintzberg, Ahlstrand, & Lampel, 1998). The ISV and RBV are two prominent views that have endured in the literature and in practice despite significant reconfiguration of global market boundaries and technologies over the decade to 2006. The fundamental assumption of ISV proposed by Porter (1979) is that a firm’s performance is primarily determined by the environment, including both macro environment and industry environment within which it operates. These two broad sets of environmental factors heavily influence the attractiveness of a position for a firm to occupy. As such, a firm uses its market power, or in Williamson’s (1991) terms, ‘ strategizing’, as a primary means to generating supernormal returns or achieving competitive advantage. The second prominent perspective of strategic management is the RBV proposed by Wernerfelt (1984) and subsequently developed by strategic scholars, most notably by Barney (1986; 1997), Rumelt (1984) and Teece and his colleagues (1997). The RBV 2 International Journal of Business Studies argues that a firm’s competitive advantage is primarily based on the heterogeneity of the key resources and capabilities it owns or controls, particularly those that are difficult to mobilise. It is the heterogeneity and immobility of these unique resources and core competence that earn a firm’s supernormal rents. In Williamston’s term, firms adopting this approach are ‘economizing’ (Williamson, 1991). Although the RBV has been widely used in strategic literature, its contribution to the theoretical development has been recently challenged (Priem & Butler, 2001). The Relational and Institution-Based Views Although these two schools of strategic management mentioned above have contributed significantly to understanding of the firms’ strategic management practices and behaviours, the quest continues. Recent effort devoted to this area has resulted in several promising and interesting developments over the past decade which are relevant to the study of strategic management in Chinese organisations, including the Complex Response Process View (CRPV), (Stacey, 2003), Relational View (RV) (Dyer & Singh, 1998), Institution-Based View (IBV) (Peng, 2002) and, more recently, the Stakeholder View (SHV) by Post, Preston and Sachs (2002b). There are considerable overlaps across these views that attempt to balance the long standing use of high level and rational industry analysis to explain firms’ strategic behaviours, within a defined marketplace, with a more dynamic, processual, and ultimately political view of strategy. This is focused on human motives and interactions within inter-connected, local, national and global networks or constituencies. The Relational View (RV) (Dyer & Singh, 1998) proposes that firms can achieve abovenormal returns through profiling and actively managing their network of relationships with other business organisations, particularly with suppliers and users. Dyer and Singh (1998) also outline four mechanisms through which these inter-organizational relationships can generate competitive advantage. They are: 1) investing in relationspecific assets to gain productivity in the value chain; 2) substantial knowledge exchange, or sharing between participating organisations to enhance inter–firm organisational learning; 3) leveraging the complementary resources and capability of alliance partners to develop new products and services; and 4) using effective governance to reduce transaction costs. As Dyer and Singh (1998) argue, one of the major benefits of this view is that it extends the unit of analysis for sustainable competitive advantage from a single firm (RBV) or single industry (ISV) to a network of inter-organizational relationships. The RV can be regarded as a middle range theory as it only focuses on a limited number of concepts (Neuman, 2003). Another recently developed view that is relevant to the studies of strategic management in Chinese organizations is the institution-based view (IBV) (North 1990; Peng, 2002). This view attempts to explain why the strategic decisions of apparently similar firms in different countries vary, and considers institutions as a new set of independent factors, besides a firm’s resources and its industry structure, that influence its strategic choices. According to North (1990), institutions are â€Å"the rules of the game in the society†. More specifically, Scott (1995) refers to institutions as â€Å"cognitive, normative, and regulative 3 A stakeholder view of strategic management in Chinese firms structures and activities that provide stability and meaning to social behaviour†. Thus, institutions help identify what strategic choices are acceptable and supportable, reduce uncertainty, and provide consistency to firms. Based on this view, therefore, institutional factors constrain the choices a firm can make, and are often considered in the strategy literature as part of the environment under which organisations operate. Organisations in different countries behave differently because the political and legal systems, social norms and values vary from one country to another, and these are important elements which influence strategic decisions. In other words, the institutional framework, as defined by Davis and North (1970) as â€Å"the set of fundamental political, social and legal ground rules†, in different countries influences firms’ strategy and consequently their performance. The IBV has shed much light on our understanding of strategic behaviour of firms in different countries, and could be good platform for developing new theoretical perspectives that are pertinent to the emerging business culture of China. (Peng, 2005). The Stakeholder View A more recent development in strategic thinking is the stakeholder-based view (SHV) (Post, Preston, & Sachs, 2002b). In line with the institution-based view, the SHV recognizes the important role played by political and social arenas shaping organisational decision making and performance. Post, Preston and Sachs (2002) build on this broad position, arguing that organisations, and particularly powerful multinational corporations, need to actively develop, maintain and manage relationships with their key stakeholders, including governments and communities. This proactive cultivation and long term management of strategic relationships contrast to the IBV, which suggests passive conformance to the rules. It is however quite consistent with management as understood and practiced in Chinese business networks. It therefore deserves more detailed discussion and elaboration in this paper. According to Post, Preston and Sachs (2002) the stakeholder view holds that â€Å"the capability of a business enterprise to generate sustainable wealth, and hence long-term value, is determined by its relationships with critical stakeholders† (p. 1). There are two primary, but implicit, assumptions on which the SHV is based. First, a firms’ sustainable and long-term value is determined by three broad types of factors: industry structure, resource base, and social and political setting. It combines the external and internal environments of the firm, and human relationships within its immediate sphere of operations and broader constituency as lo ci for analysis. Second, within this broad constituency there are critical stakeholders whose relationships with the focal firm influence its performance either positively or negatively, (See Figure 1). Thus, the authors (Post, Preston, & Sachs, 2002a) argue that the SHV both integrates the industrystructure view and RBV into a broader analytical framework for understanding strategic decisions and actions, and complements them through a broader understanding of how the industry position, resources and firm performance are affected by social and political factors. International Journal of Business Studies Figure 1 The stakeholder view of the corporation (Post, Preston, & Sachs, 2002, p. 55) The theoretical foundation of the SHV can be traced back to the stakeholder theory popularised by Freeman’s seminal work on stakeholder management and its ethical implications (Freeman, 1984). Since then, the stakeholder concept as a significant element in strategic management theory and practice has been widely used in varied settings, including the public sector and not-for-profit organizations in the USA and various European contexts. Following Freeman’s discussion of the purpose and ethical considerations of stakeholder management, Donaldson and Preston (1995) proposed three types of stakeholder theory: descriptive, instrumental and normative. Descriptive stakeholder theory attempts to describe and explain specific characteristics and behaviours of business organisations, instrumental theory is used to identify the connections between stakeholder management and organizational performance often where profit motive or advantage over rivals are dominant considerations, whilst normative theory focuses on the interpretation of corporate functioning, including moral and philosophical guidelines for operations and management (Donaldson & Preston, 1995). Based on this typology of stakeholder theory, instrumental motives and the quest for competitive advantage through stakeholder management appear to have dominated in the literature over the past fifteen years. However this has been offset to a certain extent in recent years by an increased focus in the literature on the role of stakeholders and stakeholder management in the practice and adoption of corporate social responsibility by US and European multinationals (Laszlo, 2003; Sirgy, 2002; Vogel, 2005). In common with other major US based stakeholder theorists, Post, Preston and Sachs (2002) widely disseminated notion of the SHV has been developed primarily from observations of the characteristic management behaviours within a small number of large US and European based multinational corporations, which they refer to as â€Å"large, complex enterprises† (p. 9), citing examples such as Motorola, Shell, and Cummins Engine Co. The reasons for adopting this particular case-based research method is that it 5 A stakeholder view of strategic management in Chinese firms equires an in-depth and comprehensive understanding of the organisations under study, and that the development of the relationships with its critical stakeholders is often evolutionary and path-dependent. Summarising the strategy perspectives discussed above, an integrative framework can be proposed as shown in Figure 2. Figure 2. An integrative model of strategic management in the Chinese organisation Is the SHV pers pective appropriate for understanding and explaining strategic management in Chinese organisations? Whilst the SHV ocuses on the relationships with key stakeholders and its impact on the long-term organisational wealth, many have observed that unique business relationships, or Guanxi, have been based on characteristic behaviour of Chinese managers. Thus, there is a coincidence between the SHV theory and Guanxi practice in China. Using the distinction provided by Argyris and Schon (1978) between theory and practice, one could wonder if the SHV is a theory espoused and consciously enacted by Western managers in recent years, but imbued in Chinese business practices for many centuries. As stated by Donaldson and Preston (1995), how stakeholder theory is understood varies from country to country, even in the highly developed market capitalist economies, of the USA, Europe, and Japan. The current Chinese context, in an economic, and more so, social and political sense, is vastly different from those of Western countries. Therefore, it is helpful at both a conceptual and practical level to examine how and why stakeholder management is practiced by Chinese firms. In the following section, we attempt to explain strategic behaviours of Chinese business practitioners, particularly the relationships between stakeholder management and other 6 International Journal of Business Studies dominant strategic views through examining the Chinese business settings and making use of the theoretical insights offered by the SHV. III. THE RELATIONSHIPS BETWEEN STAKEHOLDER MANAGEMENT AND OTHER STRATEGIC VIEWS IN THE CHINESE CONTEXT Although the five strategic views mentioned above have been largely developed independently, a close examination of these views reveals that overlaps exist between some of them. In the following subsections, we focus our discussion primarily on the relationship between the SHV and other views. Stakeholder management and resource-based view in the Chinese business setting Based on the RBV, an organisation can generate supernormal rents through the identification, acquisition, and use of its resources that are valuable, rare, difficult to imitate and non-substitutable (Barney, 1991). Although human resources have been considered as one of the four major categories of resources within the firm, RBV has not looked beyond the properties of these resources. The focus of this view is primarily internal with little attention who, outside the firm, can influence the processes of resource access, acquisition and use. The relationship between organisational performance and external resources has been convincingly elaborated by the resource-dependence theory developed by Pfeffer (1978). According to the resource-dependence theory, the organisation relies heavily on its external stakeholders for key resource inputs to survive and prosper. For Chinese organizations, there is considerable dependence on external stakeholders for resource acquisition and use. Typically these external bodies or parties would be partly those with authority for either allocating resources, such as governments and banks, or influencing resource acquisition and use, such as taxation departments, or Bureau’s of Industrial and Commercial Administration, which can exercise considerable discretion within the broader legal and regulatory framework impacting Chinese business contexts. One particular point in case is the role of the Chinese government. Historically Chinese governments have controlled much of the national wealth and resources, and been heavily involved in making economic decisions. For example, most of major investment decisions in the state-owned enterprises have been directly influenced by the Chinese governments. Moreover, anecdotal evidence, either from public media or the word of mouth conventional wisdom in China, suggests that cultivation of relationships with Chinese banks, other business entities and their employees, are important to support financing, timely information sharing and sourcing critical materials for business enterprises. Stakeholder management and the market-based view Establishing a strong market position in China is very difficult because Chinese markets, even market segments, are usually big due to its large regional population bases. The well-established, and usually large, state-owned enterprises also make it harder to operate competitively for new comers in the Chinese markets. Although many new business 7 A stakeholder view of strategic management in Chinese firms opportunities are continuously emerging, most of them are still heavily regulated by the Chinese governments. The governments can help and/or deter market position building through licensing (e. g. , taxi industry, iron ore importing), investment approvals (e. g. , steel mills), and issuing permits for key capital intensive activities such a commercial building and large scale infrastructure projects, whilst similar practices of these can also be observed in Western countries, the licensing and approval processes in China are often opaque and leave much room for discretion by government officials. Stakeholder management and institutional view As discussed above, the legal and political settings in China have profound influence on the strategies pursued by Chinese organisation. The legal systems in China have traditionally been loosely configured and left much room for interpretation. Chinese laws are usually not well codified and difficult to reinforce (Ahlstrorm & Bruton, 2001). Moreover jurisdictional boundaries between the governmental departments at the same level or governments at different levels often overlap. Therefore, favourable relationships with Chinese regulatory authorities can have a positive impact on the organisation’s performance. With regards to the political setting in China, the long history of feudalism in China from 221BC to 1912 has consistently shown a close link between political power and economic wealth. With the prevailing feudal system, political power was centrally controlled by the emperor and his royal family with business enterprises in China relying heavily on their government (emperor and royal families) for survival or prosperity. Coupled with the loose legal systems, favourable relationships with the Chinese government or royal family have traditionally been considered extremely important for business organisations to maintain their survival and growth. Modern Chinese history shows similar patterns of a close link between the government and business entities. Even after the Chinese communist party took over the power in 1949, the Chinese government controlled most of the country’s wealth. Many Chinese large enterprises are still state-owned. Therefore Chinese governments have been heavily involved in economic activities at both industry and firm levels over the past five decades. Developing a favourable relationship with various government departments and doing business under their authority or with their help, is still considered one of the most profitable courses for Chinese businesses to adopt in today’s global economy. It is good relationships with the government that help business organisations to grow and occupy a strong position in specific industries with provincial, national and international market penetration. This relational perspective on business and strategy has many historical and cultural precedents in China. Stakeholder management and relational view in the Chinese cultural setting Since the time of the Qin Dynasties Chinese culture has been dominated by Confucianism that stresses the importance of human relationships and harmony within a society. This requires that interpersonal relationships be appropriately arranged. The friendship (yi), which emphasized the mutually beneficial relationships between one and other, has been 8 International Journal of Business Studies egarded as one of the four characteristics of the fundamental tenet of Confucianism is humanity (ren). The central significance of these principles of friendship or egalitarianism has not waned in the Chinese recent history. In contrast, the Chinese Communist Party reinforced these ideas during the 1950s to 1960s, and more recently from the mid 1990’s to the present day, as a desirable social norm or virtue. At the business level, the Chinese governments have facilitated cooperation and collaboration among the state-owned enterprises in many business areas, such as new product development (Huang, Schroder, & Steffens, 1999). Frequent gatherings amongst businesses either through political meetings or economic activity among managers in China has also served to facilitate this collaboration and cooperation processes. Such institutional and cultural settings in China manifest in different behaviours including information sharing and informal governance, two of the four mechanisms suggested by Dyer and Singh (1998) which can be used by organisations to enhance their competitive advantage. It suggests that the strong cultural and institutional foundation that exists in Chinese business for developing reciprocal relationships. This can help improve organisation’s performance – a central principle for the Relational View. IV. THE STAKEHOLDER VIEW AND MANAGERIAL IMPLICATIONS FOR CHINESE MANAGERS AND RESEARCHERS This paper explored the relational basis on which the Chinese organisations compete in their domestic markets drawing comparisons with recent Western views of strategic behaviour. These were framed in a broader historical context of doing business in China. It is contended that the recent stakeholder view proposed by Post, Preston and Sachs (2002) provides much promise in terms of both theoretical and practical insights into how and why strategic management is practiced in Chinese organisations. However, clear differences in Chinese and Western social and political systems, and the stage of capitalist evolution need to be considered in applying the SHV to the Chinese settings. As stated by Donaldson and Preston (2005), how stakeholder theory is understood varies even in the market capitalist economies. This is more evident in the contemporary Chinese context, where social and political settings are vastly different from those of Western countries. A number of managerial and research implications are proposed from this paper. First, we have presented an integrated framework of strategic management that indicates the mechanisms linking relationships with key stakeholders and organisational performance. It is proposed that whilst developing and maintaining these relationships has been traditionally valued by Chinese as part of their culture, contemporary Western strategic management thinking would seek to equate effort spent on this area with measurable performance outcomes and long term competitive advantage. With this in view, the integrated framework presented could be used to provide Chinese managers with a more holistic and formalised view of strategic management to support the development clearly articulated objectives and productive long term interactions with key stakeholders. A stakeholder view of strategic management in Chinese firms Secondly, it is clear from the framework presented that the stakeholder view is only one of the approaches for creating organisational wealth. Several types of organisations are competing in the Chinese markets and each could be competing on different basis. Multinational corporations compete on their market position and resources, whilst stat eowned enterprises compete on the basis of being institutionalised within political and cultural settings, providing strong market influence and ready access to resources. Most local private firms may compete on the cultural settings, flexibility and speed of decisionmaking. As the Chinese governments gradually level the playing field for all business players, the political settings in China will be changed. Therefore, managers of Chinese organisations, particularly state-owned enterprises, need to develop relationships with other types of new era capitalist stakeholders who can help build strong market position and/or gain access to key resources. Thirdly, relationships with the stakeholders need to be considered as strategic (intangible) assets for business organisations in Western markets and as a powerful means to compete in China. As in the West, these relationships are located within a broader social and transactional knowledge networks (Kaplan & Norton, 2004; Nahapiet & Ghoshal, 1998), containing untapped strategic value for Chinese companies operating locally, regionally, and globally. Currently many Chinese managers spend much effort practicing a stakeholder theory in a fragmented way at a one – on – one, individual level. Whilst the compounding effect of the aggregation of these individual relationships is not clear, there is an argument with respect to the SHV to support a more strategically aligned, and systematic integration of these routinised interactions at the organisational level. This is one of the most challenging issues in implementing stakeholder theory in the Chinese organisations, as most of the relationships with key stakeholders are based on the trust between individuals, rather than between organizations. Looking to the future merging of Chinese and Western business practices organisational structure also needs to be redesigned to manage the relationships with key stakeholders. This is crucial. Although stakeholder orientation can be built into organisational culture, people need to be assigned to facilitate the ongoing integration and implementation of stakeholder management. There is no doubt that stakeholder management is both a science and an art. It requires intuition and human skills – more art than a science. However, it also requires systematic, rational, and analytical techniques. A number of stakeholder management techniques have been developed over the past decade, which may support the integration of stakeholder management into mainstream in to the strategy processes of Chinese businesses- most notably stakeholder mapping (Johnson, Scholes, & Whittington, 2005), and cognitive mapping (Eden & Ackermann, 1998) which help to tap into the social capital and relationships embedded in broader business networks. Finally, from a methodological point of view, the SHV points out the importance of a more holistic and integrated approach in understanding strategic management in Chinese organisations. So far, most of studies on Chinese management have used existing Western management theories to explain the Chinese business phenomena. In other 10 International Journal of Business Studies words, they exploit the existing theories, rather than exploring the Chinese management practice or behaviours to develop new theories from a Chinese perspective. Veteran researchers have called for a better balance between exploration and exploitation in conducting business research in China (Tsui et al. , 2004). Given that the stakeholder view is still in the developmental stage in the US and European corporate domain, empirical studies, including rigorously researched case studies, are urgently needed to empirically test the approach, and by extension, its potential application to strategic management theory building and practice in a Chinese context. REFERENCES Ahlstrorm, D. , & Bruton, G. D. (2001). Learning from successful local private firms in China: Establishing legitimacy. The Academy of Management Executive, 15(4), 72-83. Argyris, C. , & Schon, D. A. (1978). Organizational learning: A theory of action perspective. Reading, MA: Addison-Wesley. Barney, J. (1986). Organizational culture: can it be a source of sustained competitive advantage? Journal of Academy of Management Review, 11(3), 656-665. Barney, J. B. (1991). Firm resources and sustained competitive advantages. Journal of Management, 7, 49-64. Barney, J. B. (1997). Gaining and sustaining competitive advantage. Sydney: AddisonWesley Publishing Company. Davis, L. , & North, D. (1970). Institutional change and American economic growth. Cambridge: Cambridge University Press. Donaldson, T. , & Preston, L. E. 1995). The stakeholder theory of the corporation: concepts, evidence, and implications. Academy of Management Review, 20(1), 65-91. Dyer, J. H. , & Singh, H. (1998). The relational view: cooperative strategy and sources of interorganizational competitive advantage. The Academy of Management Review, 23(4), 660-679. Eden, C. , & Ackermann, F. (1998). Making strategy. London: SAGE Pub lications. Freeman, R. E. (1984). Strategic management: A stakeholder approach. Boston: Pitman. Huang, X. , Schroder, B. , & Steffens, P. (1999). The Chinese Steel Industry in Transition: Industry Perspective on Innovation Policy. R Management, 29(1), 17-25. Johnson, G. , Scholes, K. , & Whittington, R. (2005). Exploring corporate strategy (7th ed. ). Sydney: Prentice Hall. 11 A stakeholder view of strategic management in Chinese firms Kaplan, R. S. , & Norton, D. P. (2004). Strategy Maps: Converting Intangible Assets into Tangible Outcomes. Boston: Harvard Business School Press. Laszlo, C. (2003). The sustainable company: How to create lasting value through social and environmental performance. Washington: Island press. Mintzberg, H. , Ahlstrand, B. , & Lampel, J. (1998). Strategy Safari. Sydney: Prentice Hall. Nahapiet, J. , & Ghoshal, S. (1998). Social Capital, Intellectual Capital, and the Organizational Advantage. The Academy of Management Review, 23(2), 242-246. Neuman, W. L. (2003). 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Potential Communication Barries Essay

Mental distraction which results to taking a lot of time between when you hear something and when you speak emotional distraction   makes someone overreact to what is spoken which makes him divert attention   far away from whoever is communicating which results to the person who is addressed not getting the information. When both speaker and listener have shared knowledge, there is barrier because both of them use same vocabulary and the listener fails to take what is communicated seriously. Physical distraction for example noise that make people not understand each other properly, when the room is too warm, people occupying it may be uncomfortable and loose concentration of what is being communicated. When judgment is done by those communicated to by appearance or knowledge or making judgment without facts to support it, communication is broken down because of the listener judging the communicator by what he can see but not by what he can offer. This will make the communicated be taken lightly and what he says will not be taken seriously. Lack of interest in what is communicated and having negative attitude towards the presenter will create barrier to effective communication because even the message delivered will be of little use to the listener. HOW TO OVERCOME COMMUNICATION BARRIERS You should stop talking and concentrate on listening in order to get all what is communicated and respond accordingly. Pay attention so that the parties concerned can be actively involved in the discussion and they can understand each other as they talk. Non verbal language should be paid attention to by keeping eye contact between both parties and getting the facial expression of the communicator. Always make sure that you question the speaker to ensure that your understanding is accurate so that you can get everything that is communicated to you. Resist any destruction by shuffling papers that can make your attention to be diverted away from what is being communicated. Do not draw while you listen because your concentration will be affected all the time. When upset by what the speaker is saying, do not interrupt until the speaker finishes whatever he is saying. Open your mind and try to look at the situation from the speakers point of view befo9re you can go ahead to make any judgment to the situation in question. If you have your own view about what the speaker is saying, you can use it to mirror what you heard from the speaker. IMPACT OF NON VERBAL COMMUNICATION WHILE INTERACTING WITH OTHER OFFICERS, WITNESSES AND POSSIBLE SUSPECTS Bouncing leg indicates that you have no interest in whatever is said and a sign of impatience because you are getting tired and you wand the speaker to finish whatever he is saying as quickly as possible. Nodding of head is a sign of approving what has been said. It shows the listener is encouraged by what has been said and also he understands what the speaker is tying to communicate. When an eyebrow is raised, this shows lack of believing what is said and questions the speaker’s message and also a sign of being surprised by whatever has been said. When the listeners remain silent, they understand everything that is being said. The topic is interesting to that and they want to continuer hearing more about it and they respect the speaker and can not make any noise while he is speaking. Slouching shoulders is a sign of tiredness because the speaker might have taken too long communicating without giving the listeners break to relax before he continues with his speech. It can also be a sign of discouragement and loss of hope. Looking away means that you are impatient and cannot wait any longer for the speaker to finish what he is saying. This is also a sign of lack of interest in what is being said. HOW TO GO ABOUT SPEAKING WITH THE FOLLOWING: The hearing impaired man Make sure the hearing aid is in the ear and if it is turned, adjust it to the right position to ensure that it is functioning properly and make sure the battery is working and replace it with a new one if it is not functioning well. Stand directly in front of the person so that he can see you clearly and be able to get individual attention from him when you are close enough to him before you begin to talk. When you approach the person, make sure he sees you to avoid making him startled. He should always know that there is some one near him not to be caught by surprise. Make the speech easier to understand by him by not chewing, eating or smoking while you talk to him. Hand should be kept away from face so that you can be seen clearly and learn any face expression which communicates a lot about your feelings. The background noise that interferes with proper hearing should be avoided to ensure total concentration of the listener and the speaker. Enough time should be allowed for meaningful conversation without running out of time. if messages are necessary, write them down so that the hearing impaired man can be able to read them.   When speaking, do not shout so that whatever you are saying can come out clearly and can be understood very well. Different ways can be used to make the message be properly understood. Speaking to the child The language ability level should be should be identified to know how to communicate to the child in a language that he can be able to understand. Know the physical capability of the child and emotional capability and communicate in a passionate manner and do not include any judgment to the child so that he can be encouraged to continue talking. Make sure the child is comfortable and help him understand the purpose of the interview. The language should be adjusted to help the child understand all the questions and a simple and well explained manner. The gang The gang should be reliable, look for what is positive and of material to the gang. Be yourself and real. Make the promises that you can always keep to ensure that you develop trust in the gang. be a good role model whom the gang can look at and admire all the time and help them mould their character. You should be aware of the experiences that other people have as you continue dealing with the gang and do not ignore their experience. Take care of the body language especially the movement of hands to avoid threatening the gang. Understand the gangs’ language so that you can ensure there is effective communication. Things should not be taken at personal level and help those who are in need of your help. Visually shaken Describe to them the room layout as you enter and inform him when you want to leave. If the person needs your guidance, allow him to take your arm for guidance. Increase lighting in the room and ask him if he needs your help and offer to help him. If you want to touch the person, first call him by name so that he can be aware that there is someone who is near him. Allow the person touch you if he needs to do so. Treat him like a sighted person and do not show him that you sympathize with his situation for him to know that he is still worthy despite his situation because disability is not inability. Explain to them what you are doing so that they may not be suspicious of what you are doing. Where possible, encourage independence and leave things where they are unless you are asked to move them to another place. Technology used throughout investigation and in the court room The law is enforced so that it can be followed by all the affected parties. the witnesses are interrogated for them to give evidence of the case in question that will assist the court in making judgment. The person who is guilty of the offence is arrested and waits for the day of trial. The days for the judge to listen to the case are booked at a given time in future. The suspects are held from the day they are caught until when their case will be heard which is the same day when citizens bring their claims to be heard by the judge. Ethical issues to consider There is training of judges on how to handle cases and how to judge the criminals depending on the evidence given concerning the committed crime. The sensitivity of the case is very important to ensure that judgment is done fairly without favorism or discrimination of either of the parties. There should be awareness of the rules and regulations set by the government on how all the citizen should behave and the disciplinary action taken against anybody who disobeys the law. The issue of equitable treatment to all citizens is important where they are all treated as equals and no one is taken as more important or special than the others. CONFLICT RESOLUTION Parties involved achieve success without leaving either party devoid of dignity or respect. It results in win solution by both parties getting something in return for considering the other. Success approach to conflict resolution is establishing relationship with disputing parties, have strategy for mediation, collect information, design plan, build trust, define the issues, uncover interests that are hidden, get settlement means and have a bargaining to achieve the settlement. SUBSEQUENT INTERROGATION The people present at the time the suspect takes a hostage are questioned and they give out the circumstances surrounding the ability of the suspect to take hostage. The police writes a report which is analyzed and helps to know where the suspect might have gone to take refuge so that he can be caught. If it was a plot for him to escape, the officers concerned faces disciplinary action and can be suspended from their duties till further notice. ASSOCIATED LEGAL ISSUES The suspect is caught again and will have two cases to answer in court. The murder case and taking a hostage. The judge will listen to both cases and gives judgment for both of them as two separate cases. If he is found guilty, he will be arrested and faces a jail sentence. WRITING PRESS RELEASE There was a suspect of murder who took a hostage from court after he was arrested in court. He is tall, medium sized and dressed in black trouser and white shirt. Anybody who has any information concerning him can report to the nearest police station and will receive a reward of one thousand dollars in cash. Thank you. From criminal investigation department The key participants in this trial are The eye witnesses who witnessed the shooting as it occurred for example, the child who was playing outside, the person who was impaired in hearing, the shaken visually who was pumping gas and the young gang members. The credibility issues are that when these eye witnesses were interrogated at different times, they gave the same information concerning the suspect. A gun was recovered from the pocket of suspect and he had put on more than one trouser so that when he commits crime he can be able to remove the trouser on top to hide his identity. The role l would play in the trial is that, I would guide the court on who to use to give evidence because, I was able to see who was on the spot immediately the shooting occurred and nobody else should give the evidence apart from the ones who were present. REFERENCES Albert Mehrabian; Nonverbial Communication; Transaction Pub,2007 Mc Mains, M.J, and Mullins, W.C, Crisis Negotiations in Law enforcement and corrections. Cincinnati, OH; Anderson Pub,2001 Edmund Husserl, Dermot Moran; Logical Investigations; Routledge,2001   

Gordon Allport essays

Gordon Allport essays Born in Montezuma, Indiana, in 1897, Gordon Allport, was the youngest of four brothers. He had a shy and serious personality, and was teased due to which he lived rather an isolated childhood. His father, who was a country doctor, wanted Gordon to grow up with his father's patients and nurses and all the belongings of a miniature hospital. However, his early life was quite pleasant and ordinary (Valerie, 2000). When writing about Allport, one of his stories is always mentioned: At the age of 22, he went to Vienna and met with Sigmund Freud. When he arrived in Freud's office, Freud just waited for Gordon to begin. After a while, as Gordon was not able to hold on to the silence, he exclaimed an observation he had made while on his way to meet him. He revealed that he saw a little boy on the bus who was extremely upset at having to sit where previously a dirty old man was sitting (Valerie, 2000). According to Gordon's observation, he has learned this attribute from his mother, whom must be a very neat and seemed to be rather dominant kind. Freud didn't take this observation as merely an observation, but instead he took it as an expression of some profound, inborn process in Gordon's mind, and stated "And was that little boy you'" Through this experience he realized that in-depth psychology sometimes digs too deeply, just the way he realized earlier that behaviorism usually doesn't dig to that much extent (Valerie, 2000). In 1922, Allport received his Ph.D. in Psychology from Harvard, following footsteps of his brother Floyd. Much of his career was spent in developing theories and exploring social issues like prejudice, and later develop personality tests (Valerie, 2000). In 1967, he died in Cambridge Massachusetts. The center of his work was in the theory of Personality. His books on personality include Personality: A Psychological Inter ...

Latter, not Ladder

Latter, not Ladder Latter, not Ladder Latter, not Ladder By Maeve Maddox Andrew Chatwin asks: Latter and Ladder, how are they different? One difference is that of pronunciation: latter [lÄÆ'tÉ™r] ladder[lÄÆ'dÉ™r] In ordinary speech, however, the difference between the t and d sounds is often difficult to discern. Apparently other speakers are puzzled by the word latter. Heres a question asked and answered at Yahoo Answers: Why do people use the phrase I choose the ladder after comparing two decisions or choices? And heres the best answer as chosen by voters: Oh most people who say that are social climbers and they want to get to the top. In the expression that refers to making a choice between two options, the word is latter, not ladder. The first option is called the former: Father gave us our choice of the blue Mustang or the red Corvette. I chose the former and Charlie chose the latter. The word latter comes from the comparative form of Old English laet: laetra, and meant slower. It took on the meaning of second of two in the 1550s. Modern later came, well, later. (It also comes from OE laet.) The most usual use of latter is to refer to the second of two mentioned things: He was offered the part of either Othello or Iago: he chose the latter. Mormons call their church the Church of Jesus Christ of Latter Day Saints because they see themselves as later followers of Jesus Christ; the former day saints were the first century Christians. The latter days is an eschatological phrase used by some Christian sects to refer to the days preceding the second coming of Christ. One can also refer to a persons latter years, i.e., old age. Here are some examples of latter used to mean the later part of life: Men living longer but spend latter years sick Staying in Shape in Your Latter Years Ladder, as a noun, usually means a portable device with rungs or steps that enables one to climb up or down. The word ladder can also refer to a tear or a breach in fabric that resembles a ladder, having straight sides and crosspieces: Once the critical bond at the crack tip has broken, the peak stress concentration is transferred to the next bond, and so on, like a ladder in a silk stocking. Figuratively, ladder is used to refer to the steps of getting ahead socially or professionally: A steady rise up the legal ladder took him into the commercial law field †¦ He sits, unhappy and proud, on the ladder of social promotion having lost the hold on one type of life, but failing to reach the one to which he aspires. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Misused Words category, check our popular posts, or choose a related post below:100 Mostly Small But Expressive InterjectionsUsed To vs. Use ToEspecially vs. Specially

How To Say Let in Spanish

How To Say Let in Spanish Let is one of those English words that can be translated numerous ways in Spanish, because let itself has numerous meanings. Take the example of translating Let me write that down to Spanish. One possibility say, Quiero apuntar eso, which has a literal meaning of I want to write that down. If you wish a more precise translation and indeed are seeking permission to take notes, use Dà ©jame apuntar eso or Dà ©jeme apuntar eso, depending on whether you are speaking in the familiar or formal second person, respectively. Dejar is the most common verb meaning to allow, so what youre saying is allow me to write that down. What is important when translating from one language to another is to look for the meaning of what you want to say and translate that rather than attempting to translate words. You simply cannot translate let the same way all the time. And if what you mean by let is I want to, then just say the equivalent of that - its much simpler! Choices for Translating ‘Let’ A few of the verbs you can use to translate let or phrases that use let include liberar (to let go), alquilar (to rent out), avisar (to let someone know), soltar (to let go), fallar (to let down or disappoint), perdonar (to let somebody off, to excuse) and cesar (to let up). It all depends on the meaning of what youre trying to say. And, of course, in English we use let to form first-person plural commands, as in lets leave or lets sing. In Spanish, that meaning is expressed in a special verb form (the same as the first-person plural subjunctive), as in salgamos and cantemos, respectively. Finally, Spanish sometimes uses que followed by a verb in the subjunctive to form an indirect command that can be translated using let, depending on the context. Example: Que vaya à ©l a la oficina. (Have him go to the office, or let him go to the office.) Sample Sentences Here are sentences illustrating possible translations for let: El gobierno cubano liberà ³ al empresario. (The Cuban government let the entrepreneur go.)Dà ©jele hablar sin interrupcià ³n. (Let him speak without interruption.)Te comunicaremos si algo ha cambiado. (Well let you know if anything has changed.)Los captores soltaron a los rehenes a las cuatro de la madrugada. (The captors let the hostages free at 4 a.m.)Me fallaba muchà ­simo. (He let me down a lot.)Vive y dejar vive. (Live and let live.)A mi no me decepciona nadie porque no espero nada de nadie. Nobody lets me down because I dont expect anything from anybody.Mis padres alquilaron un piso en 2013 por 400 euros por semana. (My parents let out a floor in 2013 for 400 euros weekly.) ¡Me deja en paz! (Let me be alone!)Avà ­same si no puedes hacerlo. (Let me know if you cant do it.)Por fin aflojà ³ la ira de la tormenta. (The fury of the storm finally let up.)Hay ciertos amigos a los que no quiero dejar entrar en mi casa. (There are some friends I dont want to let into my house.)D esde entonces, se desmejorà ³ y crecià ³ su abatimiento fà ­sico y moral. (Since then, he let himself go and sank deeper physically and morally.)

Research Methods in Criminal Justice Essay Example | Topics and Well Written Essays - 250 words - 1

Research Methods in Criminal Justice - Essay Example The researchers can utilize the same time, resources, and energy to collect detailed information from the six precincts, so that a better understanding of the prevailing crime situation can be developed. The disadvantage of such critical case sampling is mainly that it introduces bias in the research since data collection sources were strategically chosen. In addition to that, study of just six police precincts is too less when compared with the total number of precincts distributed across the five boroughs in the New York City, i.e. 76. Although the researchers would be able to collect detailed information from the six precincts, yet a whole range of factors contributing towards the spread of crime in the rest of the boroughs would be missed out. As a result of this, the reliability of research would be lowered as somebody else collecting information from the left out precincts might reach different results for the same city. Alternative sampling methods could be selection of precincts that would at least be equal to the sample size generated from the 76 precincts. A questionnaire-based survey from all precincts would be more convenient and reliable, yet the researchers would not b e able to have a detailed insight that they can have by selecting just six

Construction Marketing Essay Example | Topics and Well Written Essays - 4500 words

Construction Marketing - Essay Example This research will begin with the statement that some of the similarities between the marketing processes used by construction companies and companies selling consumer goods would be the structured process of strategic marketing followed, the approach to branding, profits and pricing strategies used, segmentation and differentiation of customers and understanding customer needs. Understanding customer needs and experiences would be related to marketing orientation and both the construction companies and consumer goods companies would be focused on providing the best services to the customer. Within the construction marketing framework and the consumer marketing framework, there is a need for delineating company vision, customer segmentation, and focus, benchmarking and identifying distribution channels. The construction and consumer goods companies also go through the process of external audit or market research and market analysis along with competitor analysis as well to understand the marketing processes and dynamics of business. Construction and consumer goods are marketed in accordance with an analysis of processes, profit margins, organizations, product life cycles, as well as strategic plans such as branding and market re-engineering. All these processes of strategic marketing, market orientation, customer focus, benchmarking, distribution and following company vision seem to be the similarities identified between construction marketing and consumer goods marketing. Strict monitoring and control, quality and customer services improvement are also some of the similar marketing objectives. This would bring us to the differences in marketing between the two types of products and the related companies. The construction companies will have to specifically focus on the economic conditions, market orientation, and business cycles as for such companies, business seems to follow a pattern. The staff recruitment and retention strategies, relationship marketing, an d budgeting methods would differ from that of companies selling consumer products. Thus even if the basic approach to marketing does not change between the two types, the elements of marketing seem to differ between construction marketing and consumer goods marketing. This is exemplified by a study in which the influence of marketing policies is seen on corporate performance. Bennett studied 119 businesses in the UK construction industry and suggested that firms that adopted a long-term approach to marketing management tended to attain superior performance. Although short-term approaches are more common. The study showed that the construction industry responds in a certain way to the market conditions. Unlike most consumer goods companies, marketing in this case is long-term whereas for consumer goods, marketing approaches are based on short-term goals and targets. Instead of mission and long-term vision followed by construction companies, consumer goods companies are focused on sho rt-term goals and objectives. Construction marketing is more directly based on the concept of relationship marketing than consumer goods marketing as building trust with long-term customers would be the primary tool for success in any construction endeavor. It has been found that the level of marketing orientation is rather low in the construction industry and in this industry, unlike the consumer goods industry, marketing strategies are developed and followed with only superficial knowledge of the marketing process. The consumer goods industry seems to be more well versed on the dynamics of marketing strategies used than the construction industry.

Ethics Essay Example | Topics and Well Written Essays - 3000 words - 3

Ethics - Essay Example That said, the main aim of this paper should be to investigate and discuss the ways that an organization can manage ethical behavior within its structure and pertinent to the larger body of stakeholders. There are types of methods or means of managing ethical behavior within an organization and its stakeholder circles. Categorized as formal and informal means, these form the mainstay of a manager’s, or management teams’ effort at introducing and managing ethical behavior within the organization (Phillips & Margolis 1999). The first or formal means of managing ethical behavior in an organization entails the results of years of research and widespread trials in the industry. These include; the core value statement, the mission statement, the code of ethics, compliance manuals, and ethics standards and indices. The second or informal means of managing ethical behavior in the organization and its wider stakeholders setting are more or less the result of years of experience in the industry and a distillate of the vast pool of experience in optimizing organizational performance through ethics. These means are; manager concern/role-modeling, candid ethical communication, et hics as a topic of employee conversation, reward and penalty systems, and communication of stories (Schnebel & Bienert 2004). In addition to the means of managing ethical behavior, the paper shall venture into other issues that are relevant to this topic. Since management ethics is a wide topic, the process might venture into issues such as codes of conduct and codes of ethics, workplace ethics theories, training and its role in the management of workplace ethics, the impact of new technology on ethical behavior, and corporate social responsibility (Solomon 2004). Formal methods of managing ethical behavior pertain to the methods individuals or organizational teams strive to improve their employees’

Leadership management Research Paper Example | Topics and Well Written Essays - 3000 words

Leadership management - Research Paper Example The research is aimed at evaluating and understanding the leadership management practices in a selected organization which is the Tige Restaurant located in Wellington. The research is introduced by identifying the scopes of the research work with a consideration of the literary works done on similar topics till date. This is followed by the formulation of the research questions and research objectives. Suitable research methodologies which would be used to collect, analyse and interpret data are identified and explained wherein the importance of qualitative data collection through the use of questionnaire and sampling is identified to be relevant to the study. The collected data are analysed and interpreted and the findings are documented to reach to a suitable conclusion for the study. The report is concluded with the provision of relevant recommendations which can be used by the management of the chosen organization. The research paper is prepared on the topic of leadership management and leadership communication of Tige restaurant. The restaurant is a well-known Chinese restaurant situated in Wellington. The research is conducted with the aim of evaluating the leadership styles, leadership communication leadership practices and the overall leadership management in the Tige restaurant. The research is likely to be an important asset in the literary works of leadership management and leadership communication. Leadership communication and management has evolved as critical factors for the success of business organizations across the globe. As such, the study on this topic is expected to add value to the research works done in this field. The main objectives of the research are to evaluate the existing leadership principles and leadership management practices as followed in the chosen company which is the Tige restaurant. The research would take into consideration the aspects of leadership management, leadership styles, leadership

Intellectual Heritage Essay Example | Topics and Well Written Essays - 1000 words

Intellectual Heritage - Essay Example The three major religions of the World, Bible, Quran, and the Baghavat Gita, have a similar notion about the relationship between God and Man. They observe Human Beings in terms of men and women created by God with an intentional duty on earth. Bible says God created human beings form his breath and the dust form earth. The trees in the garden called paradise reveal the relationship between God and man. The command given by God to the first man shows the relationship between God and human, that human is God’s attendant given to the earth to fulfil the purpose of God. In the sense, God is the dictator and man need to obey in order to keep the earth always a paradise. This sounds almost similar with that of Bhagavat Gita, in which Lord Krishna exemplifies the supreme Goal of God in terms of Yogas such as Raja Yoga , Bhakthi Yoga, Karma Yoga and Janana Yoga representing the meditation, devotion, selfless action and accumulation of knowledge respectively. Brahma is considered as the foremost God of creations. The supreme soul or paramatma is said to be found in the hearts of all human beings. If Brahma is the impersonal energy ruling the Universe, The paramatma form of God living in every body’s heart takes the transcendental form of God. As far as Good living is concerned man should follow Dharma or honesty, this is what Quran and Bible also insist. It man’s individuality ad true self could be realised by understanding the purpose governed by God to man [in Bible and Quran],then according to Bhagavat Gita the same is achieved in terms of self realisation which in turn reached by understanding the supreme existence of paramatma in every body. Freedom is looked upon in different aspect. Bible talks of freedom given to man with a certain restriction imposed by God. When God allows human beings to look after the Garden, He also makes a restriction that they should not touch the fruit of Knowledge. Quran, emphasises on man’s duty to

Leadership management Research Paper Example | Topics and Well Written Essays - 3000 words

Leadership management - Research Paper Example The research is aimed at evaluating and understanding the leadership management practices in a selected organization which is the Tige Restaurant located in Wellington. The research is introduced by identifying the scopes of the research work with a consideration of the literary works done on similar topics till date. This is followed by the formulation of the research questions and research objectives. Suitable research methodologies which would be used to collect, analyse and interpret data are identified and explained wherein the importance of qualitative data collection through the use of questionnaire and sampling is identified to be relevant to the study. The collected data are analysed and interpreted and the findings are documented to reach to a suitable conclusion for the study. The report is concluded with the provision of relevant recommendations which can be used by the management of the chosen organization. The research paper is prepared on the topic of leadership management and leadership communication of Tige restaurant. The restaurant is a well-known Chinese restaurant situated in Wellington. The research is conducted with the aim of evaluating the leadership styles, leadership communication leadership practices and the overall leadership management in the Tige restaurant. The research is likely to be an important asset in the literary works of leadership management and leadership communication. Leadership communication and management has evolved as critical factors for the success of business organizations across the globe. As such, the study on this topic is expected to add value to the research works done in this field. The main objectives of the research are to evaluate the existing leadership principles and leadership management practices as followed in the chosen company which is the Tige restaurant. The research would take into consideration the aspects of leadership management, leadership styles, leadership

Three basic concepts Research Paper Example | Topics and Well Written Essays - 750 words

Three basic concepts - Research Paper Example Here comes the option of outsourcing either the whole manufacturing unit or certain major business activities while would help BlueJay in increasing its output. Now in this context there are two things that need to be considered; first, what portions of the manufacturing unit should be outsourced, and second is the amount of capital investment that BlueJay has to make for this new outsourcing plan. This study aim at discussing the basic concepts of the cost of ownership understanding single or multiple options of outsourcing business operational activities of the company. A relationship between cost estimation and financial statements would be explained to validate the basic concepts. For understanding the nuances of the supply chain management in the company, cost of ownership plays an important role. The different elements associated with the cost of ownership involve purchasing price, salvage value or resale value and other expenses which lead to acquisition, disposal and conversi on. These further includes the cost associated with purchase of orders, delivery charges, search costs, handling and storage cost, maintenance cost, repair, etc, and disposal. Cost of ownership when incorporated for analysis of the financial benefit presents cost base for the determination of the economic value of investments. For example internal rate of return, return on investment. The cost of ownership analysis includes operating cost and total cost for acquisition. It is also used to measure the viability of the capital investment. Enterprise may utilize it to as a comparison tool (Zachariassen, & Arlbjorn, 2009, p. 5-8). The three concepts which closely align the cost of ownership are the life-cycle costing, zero based costing and cost-based evaluation of supplier’s performance. All of these concepts are developed to monitor the performance of the suppliers based on the expectations of the firm. The objective is to focus more on the maintenance of long-term relationship with the suppliers, but at the same time calculate the cost associated with supply chain management and manufacturing. In this case the outsourcing cost can be estimated. In order to calculate the cost of ownership BlueJay has to follow an eight step process: a) Analyze the present scenario of the company, b) Map the activities and the processes in the company, c) Identification of the cost drivers, d) Collect the data on activity usage, e) Identification of the potential solution/solutions, f) Estimation of the cost drivers associated with the improvements, g) Calculation of the cost of ownership for different scenarios (before and after), and f) Presenting the results (Woodside, Gibbert, & Golfetto, 2008, p. 207-209). Cost estimates are nothing but approximation of the project cost, which is important for avoiding the problems associated with cost overrun. In case of BlueJay the manufacturing cost would have to be estimated, which can be segregated into three categories; manufact uring overhead, labor cost, and direct material costs. The cost estimates are utilized to conduct a cost-volume-profit analysis to project a revenue figure of the company with respect to its volume of production and the cost incurred by the company for it. Another reason for evaluating the cost-volume profit is to identify the breakeven point of the company’s revenue generation. The estimation of the cost of the manufacturing unit is documented in the cost sheet of a company, which in turn is

Environmental Analysis and Long-term objectives Essay Example for Free

Environmental Analysis and Long-term objectives Essay The organization selected for this paper to discuss the environmental analysis and long-term objectives is Dunkin Donuts. The main focus will be on the forces and trends operating in the environment which have a considerable effect on the running of the organization. The paper will first discuss these forces and trends in detail and then provide an insight to how these forces effect the organization and align themselves with the vision and values of the organization. The trends selected are: 1. Social responsibility 2. Environment 3. Fuel Social Responsibility One of the environmental trends is social responsibility which adds to the credibility of an organization. Social responsibility basically refers to the responsibility or the duties of an organization, government or even an individual towards the society in which it functions. Every organization has a responsibility to keep their actions and practices in the best interests of the people living in the society so that it does not endanger them in any way. Instead organizations should work to provide comfort and help to the society as a whole. This is a part of their corporate social responsibility. The company can also be involved in eradication of unethical practices and behavior taking place in the society so that the lives of the people could be made easier. For example, some companies take initiative in planting trees or constructing gardens in an area which serve a place for community people to come together and meet each other (Kotler and Lee, 2004). Social responsibility at Dunkin Donuts has actually helped the organization in a considerable manner. The restaurant holds a respectable position in the society due to its charity and community involvement programs. The company as well as their employees contributes for the community service organization in order to make the lives of the people better. Moreover, they are extremely committed to the environmental responsibility. The restaurant follows the environment regulations and promotes cleanliness. The restaurant itself is very clean and tidy with a proper system to discard the garbage. The company supports charitable programs and takes initiatives for supporting and participating in the welfare of the community people. They even sponsor educational programs in local community schools and provide funds for different events like Special Olympics, AYSO soccer teams etc. Recently Dunkin’ Donuts has entered into a relationship with a non-profit organization ‘Coffee Kids’ for supporting families in the coffee-producing regions of Mexico and Central America. On 22 May, 2008, the company went ‘green’ by initiating its first LEED (Leadership in energy and environmental design) restaurant which is a part of their corporate social responsibility commitment. This way the company hopes to improve the quality of life of the community people by making the area clean and green (Kotler and Lee, 2004). The trend operating in the environment must be aligned with the mission, vision and values of the organization for it to work in the best possible way. At Dunkin’ Donuts, there are seven core values and one of them is responsibility towards the environment and the community in which they are functioning. They are committed for improving the people’s quality of live. The first LEED being built up by the company is an effort towards promoting a healthy life for the people and improving their quality of life. The social responsibility practices of the company reinforce their mission, vision and values which are focused on making the ‘world a better place live and work’ (David, 2006). Environment The second force the paper talks about is the physical environment in which the organization is functioning. The trends in the environment have a much larger impact on the organization; here we are discussing the physical environment. Changes happen in the physical environment without any notice which might result in shock or disaster or even opportunities. Organizations need to have a contingency plan to deal with such contingencies resulting from the physical environment (Shaffer, 2000). In the physical environment outside the Dunkin’ Donuts Company and restaurant, variable changes can take place which can sometimes help the organization or hinder its processes at some other instances. The environment can provide opportunities as well as threats to the company. Since Dunkin’ Donuts has now essentially become a beverages company so it can specialize in different kinds of beverages and become a market leader. Moreover, the increasing number of suppliers in the industry can also result in new opportunities. Threat comes mainly from the substitutes and the new entrants. The company faces tough competition from Starbucks and their success becomes a threat for the company plus the industry doesn’t offers high barriers for the new entrants so more beverages company can be set up thus giving rise to the competition. Apart from this, the physical environment also includes the threat from natural disasters which can cause huge losses to the company so the company needs to have contingency plans for dealing with them. Thus, the physical environment can both help and hinder Dunkin’ Donuts depending on the situation (Reeve, 2002). The organization strives to accommodate any changes emerging in the physical environment in its strategy. The company was essentially based on donuts first but now it has developed into a beverages company. This was because it saw greater opportunities for itself in serving the beverages market. It saw the changing taste of people towards coffee and decided to establish a strategy based on a coffee company. Today Dunkin’ Donuts is known as the no. 1 retailer in hot and ice regular coffee. Thus, this shows the organization’s strategic adaptability towards the changing forces resulting in the environment (David, 2006). Rising Fuel Costs The burning issue facing the organizations today in their environment is the rising fuel prices. Companies have to face rising costs due to this shooting up in fuel prices which have almost doubled this year. As the costs are increasing so the companies have to raise the prices of their products and services which decreases their sales. This way many companies are facing problems due rising fuel costs which in turn decreases their average sales. Therefore, the third issue is of fuel which this paper will examine (Reeve, 2002). The rising cost of fuel is a trend in the environment which hinders the company by raising the costs of doing business and thus, decreasing the sales and profits. Since electricity is produced through fuel so increase in fuel costs also increases the electricity cost. At Dunkin’ Donuts restaurants, the food including the donuts and beverages is prepared to sophisticated machines which run on electricity. They have to pay higher for electricity which increases the cost of inputs and simultaneously, the cost of doing business. The company has raised the prices of its products worldwide recently but that has caused the sales to decrease and thus, it earns lower profits. This way fuel is actually a hindrance towards high profits for the company and simultaneously, its long-term objectives. Since rising fuel costs are hindering the company’s sales and profits, Dunkin’ Donuts is trying to find out ways of producing the products efficiently so that they involve low costs and the profits of the company could be increased. The company tries to specialize in certain beverages which can be produced with hands so that machine use could be limited thus, saving up the electricity. The company tried to adjust for these rising costs so that it can acquire an increasing number of customers to boost up its sales as well as profits (Shaffer, 2000). Conclusion The paper has discussed in detail the environmental analysis pertaining to social responsibility, environment and fuel. It first discussed what these forces actually mean and then identified their relevance with the organization and how organization adapts to these forces operating in the environment. Social responsibility at Dunkin’ Donuts is aimed at winning the hearts of the masses through charity and community involvement activities. The mission of the company is to improve the quality of life and this is effectively done through their social involvement programs. The company also takes immediate action to the changing environment which may involve rising incomes or changing tastes of the people and tries to accommodate the change in its strategy as it did from shifting to beverages industry from donuts industry. Finally, the company is also trying to cope up with the rising costs of fuel through cost efficient methods and increasing the prices since the income of a common man has also increased. All these forces or trends help or hinder the organization and its strategy in their own way. Thus, it can be said the Dunkin’ Donuts is a very capable organization who has effectively dealt with difficult times and has become the no. 1 retailer in coffee throughout United States (David, 2006). References David, F. R. (2006). Strategic Management: Concepts and Cases. Prentice Hall. Kotler, P. , Lee, N. (2004). Corporate Social Responsibility: Doing the Most Good for Your Company and Your Cause . Wiley. Reeve, R. N. (2002). Introduction to Environmental Analysis. Wiley. Shaffer, J. (2000). The Leadership Solution. New York: McGraw-Hill

Cultural sensitivity is a crucial factor to success

Cultural sensitivity is a crucial factor to success Due to progress in communication, transformation and technologies which have performed in development of worlds economy, people from different nations, cultures, languages and backgrounds are now communicating, meeting and doing business with each other more than ever. As there is increase in business activities between people from different nations, cultures, languages and backgrounds, companies who are operating internationally or which are going to be a global they have to concentrate on many factors to be a successful in international market. One of the significant factors among them is a culture. For the success of any business in variety of countries or regions it requires to have understanding of how cultural differences across and within nations can affect the way business is practiced. The main determinants of culture are religion, political philosophy, economical philosophy, education, language, social structure etc. Businesses have to understand and match with all this cul tural determinants, as cultural sensitivity is a crucial factor in a companys international business success. Cultural sensitivity means being aware that cultural differences and similarities exist and have an effect on values, learning and behaviour (Stafford et el. 1997). Culture is defined by many authors as collective programming of the minds that distinguishes the members of one group of people from another (international marketing page 181). It is in various forms which cover the areas such as politics, history, faith, mentality, behaviour and lifestyle. To be a successful in international markets any business must have to determine the specific role culture plays in the companys product markets. Culture may influence business success by consumer culture and business culture. In international business the situation is more difficult due to differences in culture between stakeholders and customers which may lead to different views and behaviour of people even in similar products markets. Therefore even in similar product markets across the countries it is crucial for the international marketers to understand the cultural differences and similarities exist to be a successful. CONSUMER CULTURE: Consumer culture deals with the factors determining consumer decision making and behaviour therefore to be a successful international businesses are required to understand such determinants. Social learning: Social learning is one of the important factors determining consumer decision. People may take decisions on base of what they thinks, feels and what they have learnt. Most of the learning takes place in groups of people such as family, occupational group, religious groups etc. Such learning is a result of shared knowledge and views of people from a particular group. For example generally people behave in a way of what they think and what they have learnt which may be from family or from groups of people of the same age, sex, occupation, interests, religion etc. Subcultures: Every culture has different subcultures such as religions, regions, racial groups etc. Group of people with similar values, views, habits, consumption preferences formulate subcultures. It is very important for the businesses to understand each subculture as it helps them to make the products or services according to needs of specific group. For example, In U.S., there are various subcultures depending on different ethnic, religious and regional groups. Each group in its own way influence the performance of business, consumer and buyers behaviour. For e.g., Campbells sells different flavours of tomato soup depending on region of the country. Tomato soup sold in Montana is not as spicy as that sold in Texas. Education: Education level is important for success of any business locally or internationally. From an international business perspective, education plays a vital role in determining the national competitive advantage. The main reason behind this is the availability of skilled and educated workforce is the main determinant of economic success of any country or business. International businesses can choose the location of doing business on the base of educational level of that region. For example, now a days India is a good choice of destination to outsource information technology jobs, which is result of Indian education system. International businesses can also design their marketing activities according to the level of education of particular country or region. Language: Language is one of the important characteristic of culture. It is a mean of communication which plays a crucial part in understanding the culture, values, perceptions, beliefs and attitudes of the particular region or country. Therefore language is considered as a key to establishing excellence business relationship. For example if German company is marketing their product in India, it is necessary for the company to understand or get knowledge of different Indian languages depending on regions, religious etc. and if the company fails to do that it would affect overall success of the company in that country. Religion: It is necessary for any international company to understand religious factors while doing business in any country because such factors plays a important role in determining consumer choice and view about that company. For example, In India there is a large amount of Hindus and Muslims. Therefore international company like McDonald would not be successful if they keep selling the foods containing beef and pork. To be accepted by the population of the particular region or country, it has to follow the culture in which country it is operating in. Political Philosophy: Political philosophy means system of government in particular country. Success of any international company in particular region is depends on how the political factors of that country facilitate or obstruct the business. For example: Due to the government laws some international country might be able to run the business in particular country but if the people of that country are might be encouraged to go for domestic substitutes, then it can affect the success of any international business. BUSINESS CULTURE: It deals with all cultural factors influencing business behaviour. Same as consumer culture which influence personal consumption pattern and buyer behaviour, business culture is equally important to determine accepted business behaviour. There is a significant effect of societys culture on the workplace of international business operations. Greet Hofstede has given five cultural dimensions as given below which gives better understanding about the intercultural differences within regions and between countries. Power distance: This focus on the equality or inequality between the people in society of particular country or in organisation. It indicates how society or organisation deals with the fact that people are unequal in physical and intellectual capabilities. Hofstede states that high power distance cultures were found at the places that let them grow overtime into inequalities of power and wealth whereas low power distance culture were found at places that tried to lower down such inequalities as much as possible and culture of low power distance is better for smooth running and overall success of any business. Individualism Vs Collectivism: This focus on relationship between individuals and their fellows. In individualistic societies ties between members are loose whereas in collectivism it is tight. For success of any business Collectivism culture is more preferable. Uncertainty avoidance: It deals with the societys tolerance for uncertainty. It measures the level to which different cultures socialize their member to tolerate uncertain situations. Members in high uncertainty avoidance cultures requires strict laws and rules to minimise the possibilities of such situations whereas in lower uncertainty avoidance cultures, members are ready to take risks and less emotional resistance to change. Required level of uncertainty avoidance is depends on types of business though, high Level of uncertainty avoidance is preferable up to certain limit as in such culture people resist change, which is sometime not preferable for well-being of the company. Masculinity: This focus on the relationship between gender and work roles. In masculine cultures organisation makes difference between sex roles while handover particular job or task whereas Feminine culture does very less difference between sex roles. Very little difference is made between men and women in the same job. Long-term Orientation (LTO): It focuses on the level to which the culture holds the long-term orientation. High LTO shows that the country or organisation imposes long term commitment and respect for the traditions whereas in low LTO its vice-a-versa. In low LTO, change can take place much faster as traditions and commitments dont turn into barriers to change. Thus any international businesses have to follow the business culture depending on the countries they are operating in. Ethnocentric: It is the view that ones own culture is better than others. Ethnocentrism can be seen in many aspects of culturemyths, folktales, proverbs, and even language. As per ethnocentric culture, home countrys culture is used to define the culture of the whole company i.e. such companies use their domestic culture in all the countries they are operating in. This may could be unaccepted for the people and management working in different countries due to their own beliefs, values and culture which might be totally different than companys culture which could affect the success of company in other countries. Polycentric: As per the polycentric, host country culture is dominant within the MNE i.e. international companies are likely to accept culture of the countries they are operating in. Management follows the traditions, values, styles and customs of local staff. That means there is no common culture in whole company which may create a gap in its operation in different countries. However more often such companies are more likely to be accepted in any countries as companies follow the traditions, values and customs of host country. Geocentric: It indicates that instead of following home country culture or host country culture, companies formulate a hybrid culture across the company. In geocentric companies management consider organisations overall goals and plans from a wider view rather than simply follow the culture or traditions of the company. The companies which implements geocentric approach can make best possible use of its available resources and achieve the highest possible overall performance. Companies are more likely to follow geocentric culture to be a successful internationally as well as to avoid internal and external conflicts related to its operations. Thus after understanding all above different point we can understand that the cultural sensitivity is crucial for companys international business success. It is the company who decide which kind cultural sensitivity i.e. ethnocentric, polycentric or geocentric is required to be a successful international company though geocentric approach is preferable for the companies to follow as it formulate the cross-culture instead of following host or home countys culture and simply gives importance to goals of the company. Due to such kind of approach employees familiarise with both countries culture which also helps to socialise them with each other which is necessary to avoid conflicts due to the cultural gaps between the employees of different countries. This results in smooth running of operations of the company and thereby it leads company towards success. Along with the cultural sensitivity it is also important for the international companies to understand the consumer culture and business culture of the country they are operating in. Consumer culture helps companies to understand demand of the consumers of the particular country depending on different factors such as language, religion, religious, beliefs, education etc. Whereas business culture helps companies to design their operations or activities based on business culture of the country they are operating in. For e.g. If Indian company operating in UK where power distance is much lower compared to India, it has to follow the culture of UK otherwise employees are unlikely to behave or perform well which can affect the overall success of the company. Therefore companies are also required to understand consumer and business culture as it plays a crucial role in overall success of international companies.