Cultural Identity Essay Example for Free

Cultural personal identity EssayStuart third house beings his discussion on Cultural Identity and Diaspora with a discussion on the emerging wise cinema in the Caribbean which is known as Third Cinema. This new form of cinema is considered as the opthalmic representation of the Afro-Caribbean subjects- blacks of the diasporas of the west- the new post colonial subjects. Using this discussion as a starting point Hall addresses the issues of identity, heathen practices, and cultural wareion.There is a new cinema emerging in the Caribbean known as the Third Cinema. It is considered as the visual representation of the Afro-Caribbean in the post colonial context. In this visual medium Blacks are represented as the new postcolonial subjects. In the context of cultural identity hall questions regarding the identity of this emerging new subjects. From where does he let the cat out of the bag? Very often identity is represented as a finished product. Hall argues that instead of c onsidering cultural identity as a finished product we should think of it a production which is never complete and is always in process.He discusses two ways of reflecting on cultural identity. Firstly, identity understood as a collective, shared history among individuals affiliated by race or ethnicity that is considered to be fixed or stable. According to this sympathy our cultural identity reflects the parking area historical experiences and shared cultural codes which provide us as iodin people. This is known as the oneness of cultural identity, beneath the shifting divisions and changes of our actual history. From the situation of the Caribbeans this would be the Caribbeanness of the black experience. This is the identity the Black diaspora must discover. This savvy did play a crucial role in the Negritude movements. It was a creative fashion of representing the true identity of the marginalised people. Indeed this act of rediscovery has played crucial role in the emergence of many of the important social movements of our time like feminist, ani-colonial and anti-racist.Stuart Hall also explores a second form of cultural identity that exist among the Caribbean, this is an identity understood as unstable, metamorphic, and even contradictory which signifies an identity marked by multiple points of similarities as well as differences. This cultural identity refers to what they really are, or rather what they have become. Without understanding this new identity one cannot speak of Caribbean identity as one identity or on experience. There are ruptures and discontinuities that constitute the Caribbeans uniqueness. Based on this second understanding of identity as an unstable Hall discusses Caribbean cultural identity as one of heterogeneous composites. It is this second notion of identity that offers a proper understanding of the traumatic character of the colonial experience of the Caribbean people.To explain the process of identity formation, Hall uses D erridas theory differance as support, and Hall sees the temporary positioning of identity as strategic and arbitrary. He then uses the three presencesAfrican, European, and Americanin the Caribbean to illustrate the idea of traces in our identity. A Caribbean experiences three kinds of cultural identities. Firstly, the cultural identity of the Africans which is considered as site of the repressed, secondly, the cultural identity of the Europeans which is the site of the colonialist, and thirdly, the cultural identity of the Americans which is a new world- a site of cultural confrontation. Thus the presence of these three cultural identities offers the possibility of creolization and points of new becoming. Finally, he defines the Caribbean identity as diaspora identity.

Organizations group jobs and work functions into groups Essay Example for Free

Organizations group jobs and work functions into groups Essay1. Chapter 7 addresses organizational bodily constructions (how organizations group jobs and work functions into groups). For example, a hospital may have hundreds or thousands of employees while a private physicians office may have just a few employees. For the organizations below, describe which organizational structure they would probable use and why A small physicians officeSmaller hospitals tend to have much simpler organizational structures. small art substructure use one of three primary organization structure options serviceable, partal or matrix. Essentially, the organizational structure creates a business hierarchy to increase the energy and effectiveness of the business operations. Different small businesses operate in different ways, so there is no one-size-fits-all solution both small business should guide for an organizational structure. You can, however, determine which of the most common str uctures works for your business.FunctionalWhen you establish a functional organizational structure, you be building a hierarchy ground on the job role of each employee. Functional organizational structure groups together employees who work toward a common goal. For example, all of your marketing employees would be in the same group. Even if you only have two or three employees who fulfill the marketing role of your small business, you would structure it so one person is in charge, such as the vice president of marketing. His team would consist of a marketing manager and a public relations manager. The functional structure provides centralize to the employees, because they know they are working toward a common goal. In this example, the common goal is marketing and promoting the business.DivisionalDivisional organizational structures decentralize the functionalorganizational structure because the roles of the employees are divided by product or region, rather than function, withi n your business. For example, you could divide the United States into four divisions north, east, s stunnedh and west. Each division would then have its own employees. This provides each region with specialist in each area for that region. If your business sells different products, you can as well separate roles by the product under a divisional organizational structure.MatrixMatrix organizational structures combine the characteristics of a functional and divisional organizational structure. The matrix organizational structure works more like a team. Instead of department heads, each team has a leader. Matrix organizational structures bring together employees who focus on a project, but fill different roles from across your business. The matrix organizational structure has the most decentralization, which means it can confuse employees about who is in charge. The matrix organizational structure is appropriate if your business operates on an international level, or serves different geographic regions.Trial and ErrorMany small business owners live off by structuring the business by trial and error, or in a haphazard manner. You could start the business with just you and an assistant until you checker more about the roles employees must fill within the organization.Changing StructuresWhen your business starts small and then grows, it is non uncommon to start with one organizational structure and then transition to an separate structure. For example, if your business starts out by only serving the local city where the business operates, but eventually serves the state, you might start with one structure and change to another one to better fit the call fors of your business and its customers. A hospital with one large facility in a cityLarge hospitals have complex organizational structuresThe organization structure of the HR department should comprise of the Director as head, HR manager, service Managers and a numberof HR executives looking after recruitment trainingsafety, security, general administration, labor, vigilance , government regulations and legal issues. The health dole out organizations also need to have a strong grievance redresal mechanism both for the staff and users of the facilities. This should be built inbuilt in the HR policy.Human Resource Management is the swear out of bringing people and organizations together sohe medical staff is a formally organized unit within the larger hospital organization.The president or foreland of staff is the liaison between the hospital administration and members of the medical staff. Typically, the medical staff consists primarily of medical physicians, but it also may include other doctoral-level professionals, such as dentists and psychologist that the goals of each are met. The nursing division usually comprises the single largest component of the hospitals organization. It is subdivided by the type of patient care delivered in the various medical specialties. These nursing un its are composed of a number of patient beds grouped within a certain area to hold centralization of the special facilities, supplies, equipment, and personnel pertinent to the needs of patients with particular conditions. A major, nationwide insurance companyThe right structure and leadership to drive success.They are fortunate to have strong and committed leaders to help us deliver on their priorities and achieve their long-term vision for success as one company serving the needs of the members and business partners. They can aid in decreasing the insurance coverage charges and support the person to figure out every single possible way to minimize premiums and increase protection. Most insurance businesses offer bundled deals where a person can merge more than 1 attractive of coverage collectively so as to receive a discounted quality volume.The advantages include a one insurance policy service provider to kick in contact with and pay, as well as an reasonably priced plan for a ll your needs. If a person isnt asking the questions they feel ought to be answered, then the person is not actually getting the aid they want. When working with an agent or broker, take the time to satisfy that the agent or broker is experienced in a variety of kinds of insurance. Most states need licensing examinations and continuing education forinsurance producers. Question about these accreditations, knowledge in the discipline and any other variables that are life-or-death to you.2. Chapter 17 addresses communication and information technology management. One of the common issues in any workplace is the quality and effectiveness of communications. Email is a form of personally addressed written communication that is common in nearly all work places. While people like using email, there are also drawbacks.Explain the pros and cons of using email messages.The pros of email areIt demands attention,which helps ensure that the receivers pay attention. Has enabled many workers an d managers to become telecommuters, people who are employed by organizations and work out of offices in their own homes. Able to reach large numbers of receivers.The cons of email areThe growing abuse of email. Employees sexually harras coworkers through email, and divorcing spouses who work together sometimes sign their spouses name to email and send insulting or derogatory messages to the spouses boss. Top managers also complain that sometimes their email is clogged with junk mail. Problems with email systems also happen alot.Unlikely feedback. Information overload.

Equality And Diversity Policy And Practices Business Essay

Equality And form Policy And Practices Business EssayABSTRACTRecently, there has been an enlarge in men transmutation and only organizations most especially the unmatcheds in the Western world strive to remain competitive in the labour trade by extending their operations to the developing world as a result of globalisation. This study aims to examine the inter interior(a) convert of global renewal policies and practices to local cathode-ray oscilloscope same(p) Nigeria.The findings demonst site the immenseness of flexible way practices for Multinational corporations in transportring their policies across borders. This study reveals some approaches to direction of a respective(a) and fit custody as well as its barriers.Keywords Global Diversity, par, Workforce Diversity, Nigeria, Culture.TABLE OF CONTENTSTABLE OF CONTENTS 5CHAPTER ONE 71.1 INTRODUCTION AND BACKGROUND OF THE engage 71.2 OBJECTIVES OF THE athletic field 81.4 SIGNIFICANCE OF THE STUDY 91.5 OUTLINE OF RESEARCH 10CHAPTER TWO LITERATURE REVIEW AND THEORETICAL FRAMEWORK 112.1 INTRODUCTION 112.2 WORKFORCE revolution 112.3 EQUALITY AND DIVERSITY IN THE Nigerian CONTEXT 142.4 GLOBAL DIVERSITY MANAGEMENT 162.5 BUSINESS CASE FOR MANAGING DIVERSITY 192.6 BARRIERS TO DIVERSITY MANAGEMENT 212.6.1 DISCRIMINATION 212.6.2 STEROTYPES AND PREJUDICE 212.6.3 HARRASSMENT 22CHAPTER THREE METHODOLOGY 243.1 THE PHILOSOPHICAL POSITION OF THIS RESEARCH 243.2 RESEARCH DESIGN 253.3 STUDY LOCATION 253.4 RESEARCH INSTRUMENTS 263.5 SAMPLING DESIGN 263.6 SAMPLE POPULATION AND SAMPLE SIZE 263.8 ETHICAL CONSIDERATION 27CHAPTER FOUR DATA ANALYSIS, INTERPRETATION AND DISCUSSION OF FINDINGS 284.1 INTRODUCTION 284.2 DIVERSITY STRUCTURE OF THE COMPANY 284.3 INTERNATIONAL TRANSFER OF DIVERSITY POLICIES TO A LOCAL CONTEXT 294.4 DIVERSITY AT WORK 324.5 PROGRAMMES AND INITIATIVE THAT MAKES THE TRANSFER OF GLOBAL POLICIES WORKS. 34CHAPTER FIVE SUMMARY OF FINDINGS, RECOMMENDATIONS AND destinationS 385.1 INTRODUCTION 385.2 SUMMARY OF FINDINGS 385.3 RECOMMENDATIONS 395.4 LIMITATIONS OF THE STUDY 395.5 CONCLUSION 4040BIBLIOGRAPHY 41APPENDICES..47CHAPTER ONE1.1 INTRODUCTION AND BACKGROUND OF THE STUDYThe management of mixed bag has become significant in recent years in the investigate area in order to certify the total involvement of women, ethnic minorities, disabled populate and former(a) slight privileged people (Lepaka and Shaw 2008 Nishii and Ozbilgin 2007). Diversity management came into existence in the late 1980s in the USA as a likely criterion for tackling the issues of in comparison and sort at piece of work and this has been adopted by so many a(prenominal) countries around the world (Kelly and Dobbin 1998).Comprehensively, explorees wee been carried out on the management of diversity locally (Verbeek, 2011 Ocholla, 2002), exclusively this is non enough to understand the interests of diversity management globally and the way their cross-national activities are managed and dir ected (Ozbilgin,2005). Cox (2001) delimit diversity as the existence of differences in complaisant and cultural identities with in employees operative together in an governance.An al-encompassing definition of diversity may consist of economic status, physique, educational undercoat, norms, culture, sexual orientation course, economic status, duration of measure spent with a firm and personality (Carr, 1993 Triandis 1994) Thus, accepting and appreciating the differences in people at workplace with the above features is what diverse men is. Recently, Companies across the globe fork up put alot more into diversity management programs so as to achieve results that include making the most use of talents, and giving the best they can reelect to demographically diverse customers (Horwitz, 2005). Organizations have recognized that the take aim to which these specific workforce alterations are successfully and proficiently controlled pass on influence organizational role and c ompetitiveness (Von Bergen et al 2005). There is no doubt in recent years, globalisation has brought and is still bringing about the amalgamation of the world grocery. The Multinational companies are beginning to ranch their tentacles wide and large across the globe and this has over the years brought about the need for organisations to be able to manage people coming from diametric cultures, background and also being able to adapt to such new environments from the lift fellowship. This research will be contributing to the very few researches that have been shake up on the management of diversity globally by examining some of the strategies used by the MNCs and how best they are able to adapt and transfer their diversity and equality practices across the different jurisdictions they operate especially in the African sub-region. The case study company is a MNC with subsidiaries around the world including Nigeria which has over 250 ethnic groups.1.2 OBJECTIVES OF THE STUDYThis study will look into the equality and diversity policy and practices in organisations and its basic objectives includesTo identify and examine how global diversity policies and practices works in local context.To examine the barriers that has inhibited the employment, development, retention and promotion of diverse workforce in the organisation.To examine some of the initiatives and programmes used in ensuring the success of international transfer of diversity policies to a local context.1.3 RESEARCH QUESTIONSThe main question of this research is how global equality and diversity policies are being translated and implemented in local contexts like Nigeria. Other research questions areWhat are the difficulties encountered in introducing and implementing global diversity policies locally?What are the barriers that have inhibited the employment, development, retention and promotion of diverse workforce in organisations?What are the major factors influencing diversity initiatives at wo rk?1.4 SIGNIFICANCE OF THE STUDYThis study is of great importance because, in as much as diversity and equality issues have been well researched in the western and essential countries, very limited work has been carried out in the African sub-region (Nyambegera, 2002). Hence, this study will contribute to further understanding in the topical area of equality and diversity management deep down the African context and why it is important for MNCs to make out the effects of local and contextual issues such as culture, beliefs, perceptions etc could have on the effectiveness of their global equality and diversity policies. As mentioned earlier, diversity management have been researched but most of the researches have not stickn into consideration global diversity management. Therefore, this project would make an important contribution to the few existing literatures in understanding the concepts of global diversity management and the international transfer of diversity policies to l ocal contexts. Nevertheless, given that Nigeria is a developing domain, this research would also help in understanding how MNCs operating in developing countries like Nigeria deal with and manage a diverse workforce.1.5 OUTLINE OF RESEARCHThis research is presented in five parts. Firstly, is the knowledgeability to the concept of the research topic. Secondly, the key literature of the research topic is discussed. The literature helped the research to think about significant issues to pay attention to when rounding up the pragmatic part of the research study. The third part shows and discussed the method of analysing and collecting data which includes the use of semi structured interviews. Having chosen to use qualitative research method is important because, it brings out some interesting and amazing findings which will be discussed in the fourth part of this research work. The findings of this research suggests that, the successful transfer of MNCs policies and practices is depen dent on how they are able to understand the beliefs, norms and culture of the any commonwealth they are planning to transfer their diversity policies to and make necessary amendments to suits the proposed accessory countrys way of life.CHAPTER TWO LITERATURE REVIEW AND THEORETICAL FRAMEWORK2.1 INTRODUCTIONThis chapter will review the past literatures on equality policy and practices and the international transfer of management of diversity policies in multinational corporations (MNCs). Thus, variant themes like gender inequality in Nigeria, the management of workforce diversity, equality and diversity policy, culture, global diversity management would be examined.2.2 WORKFORCE DIVERSITYBroadly, Diversity management is defined as the logical, methodical and strategic obligations and responsibilities by the companies to recruits retain and promote workers from different backgrounds, beliefs and norms (Ongori and Angolla, 2007). It is argued that companies that countenance workforc e diversity certainly will be successful within the international labour market (Jain and Verma, 1996). The importance attached to the management of diversity has been as a result of the increase in openness to national borders as well as the free movement of capital and labour across national borders which could result in companies having some of the most productive employees (Carrel et al, 2000). For an organisation to diversify, the work environment must be able to condone and allow employees to exhibit and make use of their potentials without been subdued by either nationality, gender, lam, personality, religion, economic class, culture and other elements that are extraneous to performance(Bryan, 1999 as cited in Ongori and Angolla, 2007).Triandis et al (1994) define diversity as any traits or elements which might or may possibly direct an individuals perception that another(prenominal) individual is distinct from them or what gives an individual the notion that the other indiv idual is different from him or her. This definition of diversity seems to portray a deeper insight to what diversity is and it can be described as what an individual thinks differentiates them from another individual. With present changes happening around the globe, the increase in globalisation and the management of workforce diversity as a center to expand organisational efficiency cannot be underestimated (Ongori and Angolla, 2007). gender can be described as what differentiates individuals sexually. Over the years, it has been seen that women are more disadvantaged in the labour market. Due to contradict stereotyping (Loden and Rosener, 1991).Disability on the other hand is defined as a physical or mental deficiency which has a significant and a lasting unfavourable have-to doe with on an individuals competency perform everyday undertakings unexceptionally(Disability Discrimination Act 1995).Most of the physically and mentally fit people have little or no well-educated inte raction and communication with the disabled people, then there is a possibility then for the non disabled individuals in their growing up to have little or no contact with disabled people which serves as an important barrier to equal employment opportunity for the disabled (French,1996 Reynolds et al, 2001).Further to this, age distinction has also been a major factor preventing the absolute majority of employees from accessing top managerial positions (Oswick and Rosenthal, 2001 Kirton and Greene, 2010).Many top managers have been removed one way or the other from top and high salaried positions in organisations as a result of their age as they are normally perceived to have less capabilities and skills to function well in such organisations (Kirton and Greene, 2010). For instance, the criteria employers use in their recruitment and promotional processes are normally discriminatory against either old employees or even the younger ones (Perry and Parlamis, 2006 Kirton and Greene, 2010).Further to this, the sexual orientation of employees could also be impedimentatic not only for management but also some employees as well. Many lesbian and Gay people present tend to hide their identity in order to avoid dissimilitude because companies are frequently harsh and unreceptive towards the lesbian and gay men (Oerton, 1996 Mills, 1989).Cockburn (1991), proposed the equality for lesbians and gay men as the most challenged and argued equality scheme and assignment as a result of the insufficiency of harmony over the ethical judge of the gay rights scheme. In addition, it is still popularly assumed that individuals can decide to choose to be heterosexual or lesbian or gay sequence one cannot choose in respect to gender, disability, age and ethnicity. prevail and Ethnicity heave also been an issue for managers of diversity. Taking the UK employment patterns as an examples, in 2006, the unemployment rate for smuggled minority ethnic men was 11% and that of the whi te was 5% which makes the rate of the black and minority ethnics group unemployment 2times higher than their white counterpart while the rate of unemployment for black and minority ethnic women was 9% and there counterpart was 4% which makes it 2times higher as well (ECO, 2006). Hence, the rate of womens unemployment generally in all the ethnic groups experience quite a low unemployment rates than the men. With the recent trend, it can be said that the rate of unemployment as a well as wage gap between men and women in labour market has reduced but absolutely not wiped out (Kirton and Greene, 2010).For employers both in globe and hugger-mugger companies to be able to manage a diverse workforce, it is of necessity to be able to understand, envisage and deal with the fascinating features of a diverse workforce. Although, many companies have adopted diversity, some others still regard it as only a matter of conforming to legal prerequisite.Effective diversity management has historica lly been used to provide a legally defensive position that is, a firm with a diverse workforce could argue that they were not guilty of discrimination because of the prima facie case based on their workforce demographics representing the demographics of the local community (Ongori and Angolla 2007 p, 73)Lederach (1995) defined culture as the shared knowledge and schemes created by a hang of people for perceiving, interpreting, expressing and responding to social realities around them. This definition of culture describes it as a general way by which people in an environment think or perceives things. Hence, culture has impacts on the way persons interconnect and act as it indicates a set of norms including thought patterns, motives, self-image impulsive reactions or feelings (Muir, 2007).2.3 EQUALITY AND DIVERSITY IN THE NIGERIAN CONTEXTNigeria is the single largest geographical unit in West Africa with several ethnic groups of about 250 with considerable differences in the norms a nd values of each major tribe. Gender is a significant part of diversity because, women make up half of the worlds population of which Nigeria is no excerption with half of its population being women even though the majority of these women in question live below the poverty margin and owns little or no education, capital base. (Izugbara and Ukwayi, 2002). There has been little or no research on equality and diversity in companies in Nigeria (Omair 2008, Jamali et al 2005). Nigeria has listed inspiring steps with sense to reducing gender-based violence, sexism and beautifying womens rights apart from many well-intentioned efforts to fill the lieu between female and male accomplishments in the area of education, economic activity and political participation. Indeed, Nigeria is still undergoing a difficult political and economic transition afterwards several years of military rule. The problems include pervasive poverty and widespread unemployment deterioration of government institut ions and inadequate capacity at all levels of government to bestow critical services effectively sporadic violence between ethnic groups a legacy of widespread corruption little growth in the non-oil private economy and limited self-empowerment among local communities. Yet, Nigeria remains a society rich in cultural linguistic, religious, ethnic and political diversity (Obayelu and Ogunlade 2006 p.2). Nigeria accounts for considerable gender inequalities in female labour market involvement, human capital, remuneration and health with pointers for women being profiled as significantly below those for men (Fajana, 2010) Women have the probability to be less buoyant than men and have lesser choices to riggle out of poverty (IMF,2004). Because women possess little formal education than the men they are likely to be inconsistently restrained to lower return and low output or efficiency employment in the informal economy. Subsequently, their capability to break away from poverty with em ployment is restricted as well. The table below gives an empirical evidence of the abundant sexual differences in employment status in Nigeria (Fajana, 2010).Figure 1 Gender Labour Force RateSource Compilation based on data from World Bank Development IndicatorsThis graph above shows the huge difference in gender employment in Nigeria between 1991 and 2008 which is obvious that, men in Nigeria are more employed than women. However, the main cause of the problem of inequality and a high rate of unemployment in the labour market is the inability of graduates and skilful individuals to secure decent jobs after studying. Thus, in a country like Nigeria where there exist huge inequalities in gender employment rate, it is a major factor which MNCs transferring their equality and diversity policies to Nigeria to be able to take a good look at and find ways which the situation of the countrys inequality rate would not affect their international standard in negative ways.2.4 GLOBAL DIVERSIT Y MANAGEMENTOver the past few years, the word managing diversity or diversity management has been a popular term and matters concerning management of diversity have also gained attention as a result of the diverse workforce and also the rise and increase in globalisation which has increase the mobility of the global workforce (Konrad, 2003). Such a global diverse workforce has culminated in the emergence of regulations and organisational wide policies to try and manage diversity in a way that will be beneficial to the organisations and the society as a whole (European Commission 2003).Seymen (2006) refers to diversity as a situation where differences exists in the background of various employees in an organisation irrespective of their demographic characteristics which includes, gender, age, sexual orientation, sex, ethnicity, educational background, and physique .Workforce diversity has no singular or a general definition, quite an still, it has been debated or contended to be a m ultifaceted and byzantine term that is conceding a notion , idea and belief which conjure diverse views and opinions in various companies and culture (Omanovic 2002, Cassell, 2001).Ozbilgin and Tatli(2008) defined global diversity management as the setting up, organising, managing and putting into practice of management strategies, procedures and development programs for the purpose of accepting varied sets of working in multinational corporations. The definition above may be described as putting together and management of HR policies and practices as well as initiatives that is acceptable across the Headquarter of MNCs and its subsidiaries. Global diversity management has to do with the management of the transfer of employment practices from a parent company to her subsidiaries overseas. Historically, the transfer of management practices from the developed to the developing countries is the mode of operation of the MNCs (Azolukwam and Perkins, 2009).However, the increase in globali sation and also the concerns of growing demographic diversity have enhanced the need for understanding heterogeneousness in organisations. Diversity management is a rebranded name given to one time equality policy and practices in organisations in Britain (Kirton and Greene, 2010). They further argued that, matters relating to orthodox equal opportunities such as gender or sex discrimination cannot be separated from the explicit issues such as individual or cultural discrepancies within diversity management. In other to give an overview of what diversity management is, diversity itself should be known. Consequently, Tatli, (2011) suggested that, managing diversity and equal opportunities are complementary rather than conflicting this means that, the management of diversity and equal opportunities combines in such a way that they both enhance each others qualities other than conflicting. Wrench (2005) also stated that, diversity management is utilised amenably to conceal so many iss ues. He further explained that, it should not be allowed to become a Trojan horse that ease or simplify the attenuating of profits which have already been achieved in the procedure of anti discrimination or those that are still crucial for the future.Lauring (2012) argues that global diversity management in multinational corporations has been confirmed a challenging issue as a result of recurrent failures in the making and growth of such programmes. However, he argues that, what differentiates the management of diversity globally from locally is basically because of the enigma of global integration and local responsiveness. Supporting Laurings argument, the successful transfer of policies across border to a local context is totally dependent on how it is been handled in the secondary Company and the failure of the MNCs to have a deep insight of how the subsidiary country operates including their ways and beliefs of doing things before formulating or transferring their policies affe cts the success rate of transferring policies.Noon (2007), argues, that Diversity management is basically an idea that disregarded the significance of equal opportunities and covers up the importance of ethnicity in organisations. On the other hand, (Syed and Ozbilgin, 2009) argues that, they do not as a matter of fact agree with Noons argument and thereby, pointed out that the idea must be ascertain and espy both in the local and international context before its ability and strength can be enhanced and developed.Dass Parker (1999) argue that the difficulty faced by a company in terms of diversity management will be determined by their methods or attitudes they take. However, At the level of international management pressures, as well as urgency of diversity management, interventions vary more extensively than at the level of domestic operations (Tatli Ozbilgin 2008 p.18).An organisations subsidiary must be very distinctive in other to be able handle the domestic markets especially in terms of practices, norms and business cultures that differs from that of the parent country (Lauring, 2012).Though, nearly all multinational corporations strive to convey the well established management procedures that initially allowed the corporation to spread out of its local market to its overseas affiliates (Barkinshaw and Hood, 1998). The successful outcome of these practices in the parent company does not make such practices and policies successful in the subsidiaries overseas, as a result of the distinctions in culture and environment affecting the management situation (Dimitratos et al, 2010).Sippola and Smale (2007) advocates that the transfer of diversity management practices which has more to do with culture, to overseas subsidiary company is possible but could be quite difficult. Nevertheless, Parent companies may also be less dedicated to ensuring homogeneity in diversity management if legal or cultural differences can be used as an excuse for more dilute diversity management approaches(Lauring 2012,p.3).He further stated that, in the case of international nuclear fusion reaction of diversity management, management practices would be developed in the parent company, but when exported to an overseas subsidiary, they become exposed to different circumstances that may not be in accordance with the genuine notion or intention. Looking at workforce diversity from a business panorama, it is argued that, the proficiency and the capability of a company to endure imminent tasks and encounters is doubled when there is better workforce diversity in particular when there is variation in employees skills, cultural facet, experiences, values (Thornhill et al, 2000).As a matter of fact, managing a global workforce efficiently is regarded has been essential and vital in acquiring benefits for business and in maintaining competitive advantage globally (Florkowski 1996). pragmatic sanction evidence from a survey carried out by (Dunavant and Heiss, 2005) showe d that 100% of those organisations see global diversity as a significant matter. The term global diversity has gained attention as a result of the increase in both national laws and international policies which is made for the purpose of eliminating discrimination and also as a related increase in the rate of important lawsuits against global organisations (Nishii and Ozbilgin,2007) in spite of that, since the types or categories of discrimination that are termed illegal throughout countries and there seems to be broad differences across countries in the way laws and policies concerning the equal opportunities are put in place and unravelled (Ozbilgin,2002).Furthermore, Nishii and Ozbilgin (2007) gave an example of a country like Japan where 99% of the entire population are of the same ethnic groups and hence, given a laid down goals for the firms is basically absurd and unreasonable .2.5 BUSINESS CASE FOR MANAGING DIVERSITYBefore organisations can come to an agreement of operating a diverse workforce, they would be doing it to expect a positive impact on their organisational standard.However, some of the benefits enjoyed by organisations with diverse workforce include a high rate of accomplishment in their transactions with international and domestic ethnic societies as well as a fair circulation of economic opportunity. That is, when a company operates on a diverse workforce, they tend to have different people from difference ethnic groups, different cultures and experience making it much easier for the company to have a good economic transaction with other countries (Blake, 1991 Cox and Blake, 1991).An organisation that is culturally diverse has the purpose of been more competent and effective in networking, easily acting together and job performance than a non diverse workforce (Watson et al, 1993).However, managing and having a diverse workforce can be of significance to the organisations for having access to authority in perspective of demographic chang es in workforce and human rights legislation. Thus, employing disabled people, people of different race, background, sexual orientation, ethnic minorities and other disadvantaged group helps organisations to benefit from this position in the labour market and diversified market sections (Mueller, 1998 Fleury 1999).The increased mobility and interaction of people from diverse backgrounds as a result of improved economic and political systems and the recognition of human rights by all nations has put most organizations under pressure to press diversity at the work place (Ongori and Angolla,2007 p, 74).Matters relating to diversity will be more significant in a situation where effective and efficient communication, larboard and dealings with people is the key method to business accomplishment as the economies keep moving from the manufacturing to service economies (Wentling and Palma-Rivas, 2000).Additionally, the management of a diverse workforce helps in dealing with the issue of g ender inequality, discrimination as well as the concerns for women mostly balancing their domestic and occupational role together without having to forgo one for another.Managing a diverse workforce helps management to easily understand customers needs even from an entirely different culture or background from where the company is situated. Race matching can also be linked to the management of diversity in organisations. Race matching is where organisations specifically employ certain ethnicities or race just to attract those customers who are similar to them which could increase business for the company. For example, Tesco or Sainsbury employing black store managers in a branch located in a predominantly black community so as to get more black customers through the door as they will feel more halcyon and relate to them better and this can be a strategy for having competitive advantage. Nevertheless, there are some barriers which hinder the effective management.2.6 BARRIERS TO DIVE RSITY MANAGEMENTAs there exists benefits for managing a diverse workforce in organisations, so also there are still certain barriers that need to be tackled before an organisation can successfully manage a diverse workforce. Some of the basic and important barriers are2.6.1 DISCRIMINATIONDiscrimination is defined as the unjust and detrimental treatment of individuals on the grounds of what differentiates those individuals (Halle, 2008).Previous researches conducted on discrimination shows that women in companies are faced with more barriers in getting to the top position in the organisation than men (Auster 1988 Fernandez 1998). Even though, there has been laws enacted by the government in various countries against discrimination, there still exists discrimination in the workplace (Wentling and Palma Rivas 1997).2.6.2 STEROTYPES AND PREJUDICEStereotype is defined as a fixed and distorted generalisation made about all members of a particular group (Loden and Rosener p.58 1991) whil e prejudice can be defined as the bias to have a negative judgement regarding individuals who are different from other people in terms of either gender, race, ethnic, physical characteristics and capabilities (Morrison 1992). (Henderson, 1994 p.133) also defined prejudice as a conclusion drawn without adequate knowledge or evidence. Researchers like catalyst (1990), Baskerville and Tuckers (1991) found out that stereotyping, prejudice, discrimination were some of the basic barriers encountered by women in getting to the top and this can be traced to one of the contemporary terms in labour market which is the methamphetamine hydrochloride ceiling and sticky floor. Glass ceiling can be described as some of the insubstantial, impalpable and imaginary barriers that counteract and preclude some categories of people from growing and getting higher than a particular level at work while the sticky floor refers to the way that some groups remain for good on the bottom rung of the organisat ion ladder and remain fixed in low paid and undervalued jobs (Johnstone (2002) p.4).2.6.3 HARRASSMENTAn explanatory definition of molestation is any disgusting conduct or remarks made to an individual as a result of their ethnicity, race, sexual orientation, age, capability or gender (Poole, 1997). The Blacks Law Dictionary (Black, 1990 p, 1375) defines sexual harassment as a type of employment discrimination, includes sexual advances, requests for sexual favours, and other verbal or physical conduct of a sexual nat

AMOREPACIFIC International Business Strategy

AMOREPACIFIC International Business Strategy1. Introduction1.1. Industry overviewCosmeticsWith low-barriers to foundation, the competitive business environment of the cosmetics industriousness requires companies to secure stable sales impart, and make great marting efforts to differentiate its crops. However, the cosmetics industry is closely related to the fashion industry which is constantly changing and laissez passer potential jumpth opportunities. Consequently, cosmetic mathematical products typically take a leak short product life-cycles because which require mass-customization capabilities and production agility.Personal C arOn the an new(prenominal)(prenominal) hand, personal flush products business is a relatively a mature industry. Also with a low-barrier to entry, the domestic food grocery store placeplace is currently saturated with competition. In addition, the emergence of large-scale push away stores and newly sales earningsworks has called for rapidly c hanging marketing and distribution channels. Consequently, the domestic personal care products industry is foc development on developing niche markets by differentiating its product as offering higher quality and value.1.2. Overview of AMOREPACIFICAMOREPACIFIC Corporation (AMOREPACIFIC or the Company) aims to become a world(a) beauty gild with its core businesses in cosmetics and personal care and health products. Founded in 1945 as a Pacific Chemical Company, AMOREPACIFIC Corporation has been involved in beauty products.With the corporate vision of The ball will get by us as the Asian Beauty Creator, AMOREPACIFIC seeks to push the boundaries of traditional beauty with innovative solutions drawn from its rich Asian heritage.The Company also stresses the five values Openness, Innovation, Proximity, Sincerity, and Challenge to openly communicate with its customers and employees, pursue innovative ideas and new concepts, maintain physically and psychologically close to customers, f ulfill obligations to society, and be choleric about overcoming challenges.The Company first of all began its export sales via OEM and also began to share cosmetics products under its own blur AMORE in 1964. In 1990, the Company turned to planetary markets by establishing its first foreign subsidiary in France, followed by establishing its Shanghai and Chartres plants in 2002 and 2004, singlely.In 2010, AMOREPACIFICs sales reached KRW 2 trillion, with operating profit of KRW 340 billion and net earnings of KRW 285 billion. The Company maintains its number one player in the domestic market with a 34.9% cosmetics market share in 2010. In terms of its overseas operations, the Company has enhanced its sales in 2010 by approximately 11% to KRW 335.8 billion.With its hygienic domestic position, the Company is object lensing sales and operating profit growth of 10% in 2011 by creation of growth markets. For each business segment, the Companys Cosmetics Division is localizeing on securing battle in the Asian markets by reinforcement of RD activities to allow differentiated products and go. For the personal care products business or Mass Cosmetics Sulloc Division, the Company is intent on strengthening domestic market competency by expansion into high-functional products in major personal care categories.2. International Business Strategy of AMOREPACIFICs Cosmetic ProductsAMOREPACIFIC aims to be a Global binding 10 cosmetics company. While tapping on matured and unquestionable markets such as North America and Western Europe, AMOREPACIFIC is more than focusing on developing countries such as china and new(prenominal) Southeast Asian countries.To overcome the limitations of the market size and increasing level of competition in the domestic market and accomplish economies of scale through market expansion with its own line of competitive products, AMOREPACIFIC, utilizing its number one position in the domestic market, has been looking to develop over seas market with in its efforts to procure presence and become a conquestful international player in a very competitive planetary cosmetics industry environment.While the domestic market has been steadily growing due to an increase in the number of professional business women who have brought about buying power of female customers, developing market conditions for high-function cosmetic products from the middle-class aging world, as well as an increasing demand from men for cosmetics products, AMOREPACIFIC has been facing increasing competition from the domestic competitors and market penetration from ball-shaped cosmetics companies. Nevertheless, AMOREPACIFIC has potential to be successful in overseas market taking into account following advantageous factorsThe quality and diversity of products of AMOREPACIFIC has reached the level to be competitive against global brands in most product lines.Experiences of extremely competitive market in Korea enriched the Company with vario us competitive marketing strategies.Koreas cultural dither has created friendly demands of Korean beauty products among customers, especially in Asian market.Globalization system of AMOREPACIFIC is primarily based on a multi-domestic approach where international strategies make believe on differentiated approaches for each regional market as different demands for cosmetics products exist due to different levels of industrial and economic development for each soil/region. In addition, benefits from standardization are less signifi locoweedt due to segmented nature of cosmetics market even within the country/region and price functions differently for each customer segment and it is not usually the major factor for determining purchase. Finally, since demand in overseas market for cosmetics are highly divergent and the Company possesses the capability and resources to leverage with to meet those divergent demand, multi domestic strategy would be suitable for AMOREPACIFIC.Based o n such multi-domestic strategy, AMOREPACIFICs globalization strategy takes on differentiated approaches for developed and developing countries. For emerging countries, AMOREPACIFIC aims for an early market penetration, tour, raising image by focusing on the prestige brand lines in developed markets. Two representative countries of AMOREPACIFIC (France and china) have been analyzed below to evaluate its international strategy in each country contrasting AMOREPACIFICs strategies in each respective country.2.1. Expansion into the France Market2.1.1.Market Penetration with Lolita LempickaFrance has long been renowned as the capital of cosmetic industry and fashion. AMOREPACIFIC began to penetrate the France Market with the Lolita Lempicka Perfume from 1997. In 1997, the Lolita Lempicka Perfume win all the top awards at the French FIFI Award for best womens fragrance, best mens fragrance, and perfume design. AMOREPACIFIC released Lolita Lempicka L in 2006 and released Si Lolita Lempic ka in 2009. With the success in France, Lolita Lempicka products are now available for sale in over 100 countries worldwide2.1.2.RationaleFrance is considered one of the biggest markets of cosmetics products and trend leader of fashion and beauty goods and the arena of competition for global cosmetics manufacturing companies. Experiences and reputation in France market can lead to an expansion in developed markets including the U.S. where the AMOREPACIFIC would consider as major market for growth.2.1.3. Entry Mode excerptionNotwithstanding the high risk of failure, AMOREPACIFIC decided to penetrate the France market via direct ownership to establish strategic position as a flagship business in the developed market. With such high level of commitment and resourcing from the principalquarters, the Company hired local management with entrepreneurial spirits to experiment with new brand and new strategy. AMOREPACIFIC perceived that its entry mode into the France Market was necessary i n order to deploy local talents which would enable expansion into adjacent high-end European markets once strategic position is established.2.1.4. Marketing and HR Strategy in FranceAbandoning nationality and company title to overcome the stereotype against Asian cosmetic brands, AMOREPACIFIC teamed up with local marketing agents, manufacturers and vendors.As a newcomer to the market, AMOREPACIFIC differentiated its approach by naming its brand after young local designer to target customers following up-to-date trends of unisex mode and strong fragrance. Also limited direct distribution channels have been utilized for distribution and advertisement is delivered through only high-end fashion magazines targeting customers in their twenties and thirties as well as models and designers. As is important to the cosmetics products to be recognized by word-of-mouth, promotion activities are focused in providing samples to celebrities and influential group of people. Through hiring entrepren eurial local experts in marketing of cosmetics, AMOREPACIFIC could upgrade its marketing expertise in luxuriousness/ premium market one qualifying above.2.1.5. Evaluation of the International Strategy in FranceGlobal ConfigurationThe Companys entrance to the France Market was not driven by cost differences or economies of scale, but it quite served the purpose to make a case for experiments in the leading market. With the successful launch of the Lolita Lempicka brand in France by leveraging the local talent and blinding nationality and company name, other high-end brand can be entered into the market utilizing the distribution channels secured through perfume business. In addition, AMOREPACIFIC may consider introducing other more competitive premium brands in the market through large scale international cosmetics franchise stores such as Sephora.Global CoordinationLearning the effects from highly autonomous management of local subsidiaries and transfer of such knowledge to othe r developed market strategy (e.g., U.S.) is expected to benefit the company through global networking. Although it is inevitable to tap on developed market to notch up brand recognition level, considering the Companys ultimate goal of globalization to expand its market, targeting developed countries would run in limited spate growth at least in the mid-term as we could see from the financial results of France market which was out of red first succession in 2010 since its launch in 1997.2.2. China Market Expansion2.2.1. China Market AnalysisThe volume of cosmetics sales in China is still volatile and has high potential to growth (Yearly cosmetics consumption of $13 per person compared to $50 in global average). China Market is well stratified according to product lines which are in line with development stages of different areas (eastern seaside and western inland). They comprise of all four major segmentation including top luxury market, premium market, middle market and mass mar ket.In China, the cosmetics market is not dominated by single or a few major manufacturers yet and accordingly, market penetration is relatively easy. Compared to use of organisation products, the skin care products are dominant in market, and as Koreans have similar skin type as Chinese customers, the Company can hold strong competitive position against the multinational competitors. With increased level of earnings, demand for premium brands is also expected to grow significantly.2.2.2.RationaleWith Korean market being saturated, the high growth potential China market appears to be the next logical choice for AMOREPACIFIC. The Company is able to amply leverage the beneficial impact of Korean cultural wave in China. Although the Company has entered other Asian countries in tandem with China market, the growth and experiences in China market can provide the Company with boosting power to expand further into other Asian countries. Also, the proximity to Korean market and similar cu ltural background can give the Company competitive edge against other multinational manufacturers.2.2.3. Entry mode selectionThe Company entered into China market through direct investment since 2002. The decision to enter into China in a form of direct investment was primarily due to the potential threats other global and local companies possibly gaining foothold in China. The Company needed to stay in competitive position by internalizing technical advantage and products quality while local brands are growing in fast pace. As competition is already intensified in China market, high level of commitment of resources from head office is necessary for sustainable growth in China market.2.2.4.Marketing and HR strategy in ChinaAs the Company owns line-ups of products for all segmented markets, success in one market segmentation can lead to relatively easier launching of other product lines under more competitive conditions.The major product line marketed in China is the Laneige Brand, w hich is premium brand of AMOREPACIFIC which targets the middle-class. As brand recognition is gained from Laneige through skin-care products, it is considered a good strategic move for AMOREPACIFIC to promote other lines of products under same brand including make-up and products with specific functions including anti-aging and whitening.As Korean wave is huge in China market, AMOREPACIFIC leverages the benefit to its maximum by using famous Korean celebrities as models for its flagship brand (Laneige) and sponsoring Korean television dramas aired in China and concert events. However, As Chinese people are know to be not reliant on advertisement on media and cosmetics products are characterized that information on the products tends to be delivered by word-of-mouth through experiences of family or friends, AMOREPACIFIC represent up free booths that provide make-up service, free tutorials and samples.2.2.5.Evaluation of the International Strategy in ChinaGlobal ConfigurationThe main drive for entrance into China market is the market expansion. As China market will surely bring larger volume to accomplish economy of scale and its spillover effect to other territories in Asia region will give further boost to AMOREPACIFICs effort in those countries.Although AMOREPACIFIC started with premium brand to make a case in China market, the biggest portion of the market segment is the mass market with vast demands for lower end products. As AMOREPACIFIC has a line-up of products to cope with all those demands, with success from premium brand, it can expand its efforts to market expansion into more chance(a) younger-customer targeted brands. However, in the course of bringing products in other segment, AMOREPACIFIC carefully needs to consider the possibility of casual brands adversely affecting the premium brand image to the customers. In this regard, AMOREPACIFIC may need to deploy differentiated marketing approach, such as blinding the company name not to be recognized as same companys brand and targeted promotion to specific group of customers (younger generation or lower income customers).Also, distribution channels other than department stores should be sought for differentiation. The brand shops that offer variety of brands of cosmetics can be fully utilized.Global CoordinationProximity to Korea can serve as an advantage for effective and efficient coordination with local operation. However, major cities located all over the vast land will bring about new challenges to AMOREPACIFIC which have focused on markets in smaller in size. For this instance, AMOREPACIFIC needs to bring in local expertise in logistics and tries to establish firm distribution channels.During the launches of its first premium brand, the close monitoring and control by head office and local subsidiaries must have been inevitable. However, to expand into other segment (mass market and luxury market), it is necessary, to fine tune its strategy, to leverage the experienced l ocal management by delegating more power for more autonomous operation.3. Recommendation for New probable Market Strategy IndiaBased on the analyses and evaluations of AMOREPACIFCs international business strategy, India may be considered as the next potential target market for its international reach. The recommendations for entry mode and marketing strategies for AMOREPACIFICs entry into India are based on key success factors derived from the following market assessment and SWOT analysis.3.1. Market AssessmentThe Indian cosmetics market grew by 9.5% in 2009 to reach a value of $141.6 million. In 2014, the Indian cosmetics market is expected to grow to $198.7 million, which is a 40.3% increase from 2009.Indias Cosmetics market volume million units, 2005-09(e)Despite the growth of the Indian cosmetics market, the extent of poverty in the country implies that sales would come from only a small consumer base. In this regard, the target market may need to focus on female professionals living in urban areas who are brand-conscious. As seen in the graph below, the cosmetics market in India is already dominated by the top 3 global brands which account for 68% of the total market share.Indias Cosmetics Market Share % Share by Value, 2009(e) other interesting observation is the market segmentation of the cosmetics type. As seen in the below chart, lip make-up is the largest segment of the cosmetics market in India, accounting for 51.2% of the total market valueIndias Cosmetics Market Segmentation % share, by value, 2009(e)Also, Indian market has shown significant growth in the whitening products of 20% every year, making up 55% of total cream products.3.2. SWOT AnalysisBased on the above market assessment of India, AMOREPACIFICs SWOT analysis can be performed as follows force outAMOREPACIFICs strong management initiatives for globalization would offer a sound strategic decision process. As already proven in earlier efforts for globalization, the Company retains compet itiveness of its line of products. In addition, the lack of infrastructure of the India in terms of distribution and sales channels would prove to be favorable for AMOREPACIFIC, since the Company retains a alone(predicate) sales distribution of direct-sales approach, where salespersons personally visit door-to-door for marketing and sales.WeaknessAMOREPACIFICs relatively small presence in a limited number of countries, as well as its weak brand image compared to global players would create challenge for the Company in terms of building its brand. Also, the lack of expertise in cosmetic products for dark complexions could be considered a weakness, considering the Indian population.OpportunitiesConsidering that the cosmetics industry typically has low-barriers to entry, AMOREPACIFIC has opportunities to readily enter into the Indian market. In addition, the market growth potential of India considering its population size and economic growth would offer AMOREPACIFC to enhance its pres ence in the global market.ThreatsConsidering the different culture and religious background of Indian people, the need for decentralized management could warrant potential management issues with the Headquarters in Korea for potential misalignment in AMOREPACIFICs globalization strategy.3.3. Entry Mode Recommendation High Local responsiveness ApproachIn case of AMOREPACIFIC, its entry mode to the Indian market should consider the uniqueness of the culture. India has a unique religion and also has a strong history in their stratification system named Indian Cast system. In order to cope with such unique culture and history, AMOREPACIFIC would need to be highly responsive on the local culture.Observations could be made for other instances where attempts to penetrate into India cosmetics market with high degree of localization had been better off succeeding in the India market. Hyundai Motors and LG Electronics are some of examples that were successful cases where localization had bee n a key success factor in entering the market. On the contrary, Samsung Electronics strategy to seek global force has been enjoying relatively smaller success in India.Considering that AMOREPACIFIC had no prior experience in India, the Company should set up their entry mode as be highly responsive on the local needs. Hiring local managers and staffs who understand the Indian culture would also be very important for the operation of AMOREPACIFIC in India. Joint-venture strategy may also prove to be a viable alternative for AMOREPACIFIC considering its less expertise for customers with darker skin tones. In addition, AMOREPACIFIC may utilize the friendly vox populi that Hyundai Motors and LG Electronics are making on the minds of Indian people.3.4. Marketing Strategy Recommendation Positioning, Distribution ChannelBrand positioning and distribution channel would be a very important decision point for entering a market. To be successfully positioned in the India market, AMOREPACIFIC should consider two factors. First, AMOREPACIFIC should position its products to compete with other globally renowned brands to cope with the increasing brand-conscious consumers in India. Second, the Company may need to consider tighter margins to maintain cost competitiveness and capture market share against already established brands.Consequently, AMOREPACIFIC should use a high-end luxury brand strategy distributed in department stores and duty free shops. This would enable AMOREPACIFIC build up a brand image of high-end quality cosmetics. And at the same time, the Company could utilize secondary affordable mass-market brands to meet the average income consumers in India.An interesting distribution channel that AMOREPACIFIC could to boot set up in India is where they had been successful in Korea, which is direct, face-to-face-sales approach. As the transportation in India is underdeveloped, being able to visit consumers directly and provide quality services should be a great oppo rtunity in entering the market.3.5.ConclusionSince its foundation in 1945, AMOREPACIFIC has been one of the dominant players in the domestic cosmetics industry, with quality product lines ranging from anti-aging solutions and make-up products to personal care products such as shampoos, body cleansers, and toothpastes. With increasingly competitive domestic environment, AMOREPACIFIC has turned its eyes to the global arena. With its vision that The World will know us as the Asian Beauty Creator, AMOREPACIFIC has successfully proven its potential in France with its line of perfume products. Furthermore, AMOREPACIFIC took favorable opportunity of the Korean Wave to sell its products in China considering its cultural similarities and has established a strong brand name.As AMOREPACIFIC has ambitiously declared its goal to become a Global Top 10 cosmetics company, it needs to continuously seek opportunities abroad where it could utilize its core competencies to establish and strengthen its brand image while maintaining a clear focus on the target market and customers.

The Pearl :: essays research papers

The PearlBy John SteinbeckThe setting of the story was primarily in an impoverished Mexican-Indian community in La Paz, well-nigh around the 1900s. kino is a prime example of a developing character. From beginning to the end, he develops drastically. At the beginning, he was thought out to be a good loyal husband, but as time went on, he became a selfish, greedy individual who would do anything for money. Juana was Kinos young wife. She was respectful, and very all-encompassing towards Kino. Coyotito was Kino and Juanas only child. Juan Tomas was Kinos brother, and Apolonia was his wife both had four children, and very little is known about both of them. The doctor was a very stout, and greedy man, and didnt heal, or treat his patients if they didnt have money.The conflict began when a scorpion stung Coyotito. He became very ill, and the doctor refused to cure Kinos son for the reason that they had no money. On that very same day, Kino found the beadwork that would metamorphose h is life, as well as the sight around him. The pearl brought great danger to Kino and his family. Everybody in the community knew about Kinos finding, which resulted in everybody desiring the pearl.Ever since King Midas lust for gold, it appears to be that man has acquired a greed and appetite for wealth. Kino, Juana, and the doctor have all undergone a change due to money. Theyre all affected by their aridity for wealth and are the base for their own destruction, and the destruction of society. The theme of The Pearl is mainly of mans self-destruction through greed, and the hunger for wealth.There are several contrasting symbols in this story. The scorpion that stung Coyotito could simply mean the vulnerability and the possibility of danger that Kino and his family face ahead. The pearl may also symbolize evil, and how it brought the radical change in Kino and his wife.The pearl was thought to be the stability and prosperity that Kino hoped for his family. However, there were als o alternate feelings of jealousy and greed in the community. The pearl was intended to solve all of Kinos problems, but it ended up destroying his life, dreams, and the death of his son.Kino lived with his wife Juana, and his baby son Coyotito in a brush hut. Coyotito got stung by a scorpion, and got very ill.

Media Manipulation Exposed in George Orwells Shooting an Elephant Essa

Media exercise Exposed in George Orwells Shooting an ElephantThe phrase the power of the press is used often, plainly now what exactly is the power of the press? Since the begin of news reporting, its been cognise that what in truth gets into the news reports is monitored and carefully picked by higher authorities. What isnt widely known, however, is that the media can use specific wording and phrases that, on the surface, look like convention news coverage, but are actually a technique of the media to control the images plurality see and the words they hear and read. From this, people then form their ideals, but are these actually ideals of those people if the media from which they based them off of was controlled to begin with? It is the power of the press to control and manipulate the publics ideals by what is released in the media. In chelahood, its evident from the start that the parents are the ones who hold the power. As the child grows and develops, the parents show hi m that they are in control by correcting the things he does wrong and by making it clear that they know more than he does ab come in life. Until the child is old enough to create his own ideals of what is even out and what is wrong, the parents shape his ideals for him. As the child grows older, however, the parents relinquish this hold on him and allow him to form his own ideals of the world around him. But as he ventures out in the world, is he actually forming his own ideals, or is he still being shaped by an even larger, more powerful source? In George Orwells Shooting an Elephant, Orwell suggests just that one can form his own ideals, but they will either be changed by the media (symbolized in his essay by the Burmese natives) or constructed from... ...d and has leave them with only the ideals which the press wanted them to have in the first place. The power of the press is not to share the truth virtually everything it is the power to control what everyone thinks intimate ly everything. Works CitedCrocker, Brandon. What Really Matters. The the Statesn Spectator. 11 May 2004. Farah, May. Rev. of About Baghdad, pro. Sinan Antoon. The Daily Star. 30 June 2004. Franklin, H. Bruce. From Realism to Virtual Reality Images of Americas Wars. The Brief Arlington Reader. Ed. Nancy Perry. capital of Massachusetts Bedford/St. Martins, 2004. 384-400. Murphy, Maureen Clare. Rev. of Peace, Propaganda, and the Promised Land, dir. Bathsheba Ratzkoff & Sut Jhally. The Electronic Intifada 26 March 2004. Orwell, George. Shooting an Elephant. The Brief Arlington Reader. Ed. Nancy Perry. Boston Bedford/St. Martins, 2004. 334-339. Media Manipulation Exposed in George Orwells Shooting an Elephant EssaMedia Manipulation Exposed in George Orwells Shooting an ElephantThe phrase the power of the press is used often, but what exactly is the power of the press? Since the beginning of news reporting, its been known that what actually gets into the news reports is mo nitored and carefully picked by higher authorities. What isnt widely known, however, is that the media can use specific wording and phrases that, on the surface, look like normal news coverage, but are actually a technique of the media to control the images people see and the words they hear and read. From this, people then form their ideals, but are these actually ideals of those people if the media from which they based them off of was controlled to begin with? It is the power of the press to control and manipulate the publics ideals by what is released in the media. In childhood, its evident from the start that the parents are the ones who hold the power. As the child grows and develops, the parents show him that they are in control by correcting the things he does wrong and by making it clear that they know more than he does about life. Until the child is old enough to create his own ideals of what is right and what is wrong, the parents shape his ideals for him. As the child gr ows older, however, the parents relinquish this hold on him and allow him to form his own ideals of the world around him. But as he ventures out in the world, is he actually forming his own ideals, or is he still being shaped by an even larger, more powerful source? In George Orwells Shooting an Elephant, Orwell suggests just that one can form his own ideals, but they will either be changed by the media (symbolized in his essay by the Burmese natives) or constructed from... ...d and has left them with only the ideals which the press wanted them to have in the first place. The power of the press is not to share the truth about everything it is the power to control what everyone thinks about everything. Works CitedCrocker, Brandon. What Really Matters. The American Spectator. 11 May 2004. Farah, May. Rev. of About Baghdad, pro. Sinan Antoon. The Daily Star. 30 June 2004. Franklin, H. Bruce. From Realism to Virtual Reality Images of Americas Wars. The Brief Arlington Reader. Ed. Nancy Perry. Boston Bedford/St. Martins, 2004. 384-400. Murphy, Maureen Clare. Rev. of Peace, Propaganda, and the Promised Land, dir. Bathsheba Ratzkoff & Sut Jhally. The Electronic Intifada 26 March 2004. Orwell, George. Shooting an Elephant. The Brief Arlington Reader. Ed. Nancy Perry. Boston Bedford/St. Martins, 2004. 334-339.

Assistive Technology Essay -- A Level Essays

Assistive TechnologyAbstract Assistive engineering is one way that individuals with accomplishment disabilities have been able to overcome the difficulties with comprehension that they possess. This form of technology comes in many forms, ranging from low to high technology devices. These devices, some as simple as a highlighter, help to organize and keep on comprehend the individual with a learning check. Assistive technology has many benefits to a student and helps individuals to compensate in their studies to be able to achieve all that they poop in their school career.Assistive technology is often used by individuals with a learning disability. A learning disability describes a neurobiological rowdyism in which a persons brain works or is structured differently (Lee1). A persons abilities can be seriously affected from a learning disability. They may listen differently, talk differently, write, spell, organize, and work with school subjects in a different way. acquire disa bilities also affect hatfuls individual and personal lives to a great extent. According to the National Institutes of Health, one in seven children has a learning disability. The disability manifests itself when the child shows impediment in reading, theme, spelling, and conversing with others. The added time they need to process information may make them seem less intelligent then others around them, but this is not the case. Individuals with learning disabilities are just as smart as anyone else they just need to learn in a different way. The earlier a learning disability is noticed and detected, the earlier a child may be able to learn how to deal with or compensate for it (Lee 1). This is where assistive technology comes into play.Assistive... ...g database.Pisano, Leonard. (2004). How to Support Students with Learning Disabilities. Learning Disabilities Online. 1-8. Retrieved November 2, 2004, from the LD Online database. Warger, C. (2002). Helping students with disabilities participate in standards- based mathematics curriculum. ERIC Clearinghouse on Disabilities and Gifted Education, Council for Exceptional Children. 1-5. Retrieved October 3, 2004, from ERIC Digests full-text database. Warger, C. (2002). Helping students with disabilities succeed in state and district writing assignments. ERIC Clearinghouse on Disabilities and Gifted Education, Council for Exceptional Children. 1-5. Retrieved October 3, 2004, from ERIC Digests full-text database.(2003). Assistive technology guide. Schwab Learning. (3), 5-31. Retrieved September 27, 2004 from The Charles and Helen Schwab Foundation database.