Affirmative Action Case Study

In the Washington office of Price Waterholes. Issues The company affirmative action office has strongly advised him to hire a young black woman, June Tries. Mr.. Green believes Bob Young, a young white male, Is better qualified for the Job. 47 other plants have a young white male for this position. There are very few minorities working for this company. Comparison Chart on Mr.. Green's Evaluation June Tries bib young Masters in industrial relations from Cornell Degree in History small school. Ears of college as personnel major 3 Years experience as assistant personnel manager 5 Years experience as assistant personnel manager No union experience* Union experience* Mediocre References Good References Poor personality Good personality Ambitious – wants to progress within the company Not very aggressive – doubtful that he will progress within the company Members of management did not seem to like her** Members of management seemed to like him** Advertisement did not say uni on experience was necessary ** – All Philadelphia members of management are white males Why I Would Hire June TriesJune meets the minimum qualifications stated In the advertisement. The company affirmative action office strongly advised him to hire her. She Is something that the company does not currently have. She can bring new things to the table. She Is ambitious and wants to go father In the company. She Is goal oriented and Is driven to succeed. She Is opinionated, and seems to stand up for herself based on the fact that she said she would sue the company for delimitation If she did not get the Job. Based on the track record of current and previous personnel managers she could quite alcove in this company.Based off of their history the company does not come off well to minorities. I could not base all of my decision based off Mr.. Greens opinionated notes. For all I know Mr.. Green Just likes Bob Young because of his race and gender. Mr.. Green sounds like he already Jud ged Mr.. Trier's based on the fact that she is a black woman. The only good opinion he had about her was that she was ambitious. Why I Would Not Hire Bob Young He is not driven to move farther in the company. He is Just like all of the other managers, and seems to bring nothing new to the company.

Describe the roles of parents and carers Essay

The expectations of males and females in parenting and caring are constantly changing. Stereotypically, females are seen as the carer and males are seen as the provider. Societal changes such as equal pay for equal work, work environment policies and changing family structures, i.e. single parents are changing these traditional expectations. This discussion will show how the empowerment of women and men influences the way they function in society.  · Traditionally, a father’s role was in the public realm of work, while female roles were based around their husband’s household (known as the domestic sphere. Men are often viewed as assertive, aggressive and domineering, while the women were viewed as house-makers and child-bearers. Now tasks are shared equally around the home, such as discipline. Discipline is shared between both parents, whereas, men used to discipline and children were taught to fear their fathers. Both parents are now seen equally, as providers and carers for their families. Both should determine the child’s education, set appropriate societal limits and have legal, welfare and responsibility of the child. However, traditional roles still exist in older generations, which may be influential on younger generations.  · Prior to WW2, women did not work as they were told that their role was to care for their husband and family. If women did work, it was usually in hard physical labour repetitive tasks. However, women were called up to the workforce when their husbands were sent to WW2 to stabilise the economy. When their husbands returned, they were told to go back to their traditional roles. Many women protested for their rights are formed women’s liberation. Equal pay for equal work allowed freedom for women. Before this legislation was passed in Australia in 1975, women were receiving 54% of the male rate. Women embraced the workforce, freeing them of their traditional roles. Women are now encouraged to have a career, but policies such as maternity leave, which is available for up to 52 weeks also allow women to have a family. Thus, due to the introduction of equal pay, women are now encouraged to have a carer, and not expected to stay at home and look after their children as a career.  · The introduction of the contraceptive pill in the 1970s also gave women more freedom in their domestic lives. Women were and are able to control their family structure, i.e. how many children they have and when they have children. Women were able to establish their career before having a family. Thus, females were no longer expected to have children early and not have a career, due to the freedom of the pill.  · Males are embracing the â€Å"radical† notion of equality due to societal changes. The role of â€Å"father† has dramatically changed over the post-war years an now fathers are serving as role models who support their children in sports and arts. Many husbands have supported their wives returning to work and have become the primary carer of their child. Paternity leave enables fathers to take up to 51 weeks for the employee who is the primary care giver of the child allowing the father to bond with the child. David a lawyer choose to become the primary care giver of his child while his wife went back to work, to be involved in his child’s life, but admits that it is hard work as â€Å"there is no promotion†. Father support groups, such as â€Å"New Pin† in Western Sydney has been created to offer support by linking fathers together to discuss problems and provide strategies. Thus, societal changes such as paternity leave allows the mother to go to work and be the provider, and the father to take on the primary care giver role, with support offered to males who find the role challenging.  · Single parents are more accepted than they were 50 years ago. According to the ABS, 64% of male parents and 49% of female single parents work. Divorce is more common, but single-parenthood can also occur from a death of a partner, unplanned pregnancy or a planned pregnancy eg IVF. When individuals got divorced in the 1950s-1970s, women had sole custody of the child, as traditionally their role was the carer. Times have changed, however, and men are gaining sole custody of their children. Barry Hooker, a full time Dad and single parent of Leah â€Å"doesn’t regret his decision for a second† for leaving his job as a boilermaker. Thus, due to the acceptance of single parents, men are now gaining sole custody of children, which traditionally would not happen.  · However, in many aspects, our society has reinforced the traditional parenting roles for males and females. Generally, when children are sick, it is the mother who takes the day off. Women are the ones who drop of and pick up the kids from childcare and go to playgroup. Men support their son’s activities in sport, while women support their daughter’s activities in more passive arenas such as ballet. Currently, 20.9% of men are primary school teachers and 44.9% are high school teachers. Teaching may be unattractive to males due to the salary, status, and working with children runs counter to the male psyche. Parents are unintentionally or intentionally treating genders differently, which enforces these traditional gender roles through further generations. For eg, male babies are dressed in darker shades, while female babies are dressed in paler shades and boys are played with actively, while girls are handled more delicately. The concept of â€Å"male† and â €Å"female† develops from our experiences and observations. Household tasks should be shared equally, so children do not learn that one task is for males, while another task is for females.  · Pregnancy in teenage mothers is also now accepted by most parts of society, which may have been shunned in earlier years. Teenage mothers were not expected to have an education, but this has changed due to Principal Glenn Sargent’s young mothers program at Plumpton High. Here, young mothers are given an education, but the school also provides $5 a day day-care, support by counsellor Rebecca and shelter. He has created a suitable environment for young mothers to reach their full potential. His success is measured â€Å"for each individual’s marks and attendance†. Same sex-couples are also more accepted. Both parents can be free to parent equally, which forms intimacy with the child. Family and friends can form a network of social and emotional support as well as to offer their children suitable adult role models of the opposite sex. Mainstream organisations also support same-sex couple’s i.e. alternative lifestyle association in Australia. Whoever the parents, all children need love and supervision. They all need to be sheltered, fed, taken to school and so on, thus the daily routine of same-sex couples is largely similar to heterosexual families. Thus, due to the social acceptance of pregnant teens, young mothers can raise a child and  also gain an education due to Glenn Sargent’s young mothers programs, which would be unable in earlier years. Acceptance of same-sex couples has allowed individuals to create their own parenting skills in a nurturing and loving environment, similar to heterosexual environments. Both groups however are still often morally and socially stigmatised due to their lifestyle choices.  · Many employers in small and medium sized business provide a family friendly workforce. When women fell pregnant in the 1950s-1970s, women were forced to resign from their careers. But due to women’s liberation and workforce policies, women can now have a career and a family at the same time. Maternity leave is available for women up to 52 weeks. Work hours are changing to become more flexible for both parents, there are now split shifts and some business have child-care where parents can easily drop off and pick up their children. This places the stress off families who have both parents who work. Thus, many businesses have changed their workforces to accommodate to the changing expectations of men and women. Workforces now provide flexibility for both parents, and allow women to have a career and family. Thus, expectations of males and females are currently changing, due to societal changes such as post WW2, work friendly environments and changing family structures. However, stereotypical male and female roles are still being enforced by parents, whose children will pass onto their own families, thus their roles will not change.

Japanese Smes Going Global: Lessons from “German Mittelstand”

United International Business Schools Executive MBA, Brussels Campus â€Å"International Economics† Japanese SMEs going global: Lessons from â€Å"German Mittelstand† By Pascal Gudorf January 2013 Contents 1. Introduction 2. Japan’s SMEs and overseas business 2. 1 SMEs and their role in the export economy 2. 2 Challenges of starting overseas activities 3. Initiatives for the promotion of overseas business 3. 1 Public support system for globalizing SMEs 3. 2 Export promotion through trade fair participation 3. 3 Foreign direct investment and financial support 3. Human resources development for global activities 4. Conclusion References Figures 2 4 4 6 8 8 10 11 12 13 15 17 1 1. Introduction Japan and Germany share many similar economic characteristics. As the third and fourth largest economies in the world, both boast highly skilled labor forces and are leading manufacturers of industrial goods such as automobiles, machinery, chemicals, electronics and other high- tech products. But while Germany has been on a robust recovery track and relatively unaffected by the financial crisis, Japan’s economy has been suffering from deflation and sluggish domestic demand.Its growth prospects are further subdued because of its shrinking population. Exports have been the main driver of economic growth in recent years. In Germany, small and medium-sized enterprises (SMEs) are highly active in international trade and responsible for a large share of exports. Germany‘s midsized companies, known as ‘Mittelstand’, are the backbone of its economy. As the â€Å"German economy is doing well in comparison with many other countries, this is causing people all around the world to take a particularly keen look atGermany, and especially at the ‘German Mittelstand’ and its longstanding record of high employment and productivity. †, notes the Federal Ministry of Economic and Technology (BMWI, 2012). Coined â€Å"hidden champ ions† by Hermann Simon, the most successful and innovative of them are world-leaders in their field. Although many of them started from humble beginnings and are still family-owned today, they have globalized early on. According to Simon’s research more than 1,000 hidden champions exist in Germany, many more than in all other countries combined including Japan (Simon, 2012).He sees them as the main contributors to Germany’s international competitiveness. Some economists and policy-makers therefore recommend other countries to emulate them as a role model. The success of Germany’s midsized companies or â€Å"hidden champions† has not gone unnoticed. In its latest White Paper on International Economy and Trade, Japan’s Ministry of Economy, Trade and Industry (METI, 2012, p. 503) refers to Germany’s â€Å"excellent small and medium-sized companies† which have pursued a two-pillar strategy of high specialization in their fields of e xpertise combined with global marketing.With sales of up to 4 billion euro, many hidden champions have outgrown the size of a traditional SME. But even among German SMEs with less than 250 employees according to the definition of the European Commission, almost 20% of all companies are engaging in direct exports. In contrast to their German peers, most Japanese SMEs today still remain focused on the domestic market. While their numbers have been growing in recent years, less than 3% of all SMEs with less than 300 employees are export-oriented. The contrast is even more pronounced in the case of 2 oreign direct investment. While in Germany 17% of all SMEs have invested abroad, the percentage among Japanese SMEs is as low as 0. 3% (METI, 2012, p. 503). The smaller their size, the lower the proportion of companies engaged in exports and foreign direct investment. Although small and medium-sized companies dominate Japan’s industrial structure, few of them are involved in internat ional trade. Exports have traditionally been carried out by general trading companies or by large multinational manufacturers, for which SMEs work as subcontractors in vertical supplier networks.But as domestic demand is shrinking, many Japanese SMEs need to look beyond their home turf for business opportunities in new markets. Encouraging SMEs to expand their overseas business therefore is seen as an important step towards revitalizing the Japanese economy. The Japanese government has set up schemes to promote overseas business expansion. In July 2012, it included SMEs as one of the four main pillars in its â€Å"New Growth Strategy† besides healthcare, environment and agriculture. Still, many SMEs seem to lag their German peers in overseas activities. What are the factors that keep Japanese SMEs from going abroad?How can government initiatives effectively address these challenges? And what are their results? Based on company surveys and statistical data of exports and forei gn direct investment, this paper will first look into the recent trend of global activities by small and medium-sized businesses in Japan. It will then compare initiatives for the export and investment promotion of SMEs in both Germany and Japan and try to assess their results. By referring to available data and company surveys, the paper will try to show a positive linkage between overseas activities and job creation at home.It will also argue that government initiatives succeed in supporting a company’s first steps on a foreign market, but that they have to be accompanied by support activities by the parent company in order to secure long-term success. Finally, the paper will highlight fundamental differences in economic structure, management practices and the labor market between Germany and Japan, which need to be addressed in order to facilitate overseas business for Japanese SMEs. 3 2. Japan’s SMEs and overseas business 2. 1 SMEs and their role in the export econ omyOutside of Japan much of its postwar economic success has been credited to automotive and electronic giants such as Toyota, Nissan and Panasonic with their strong export machines and global manufacturing presence. SMEs have often been ignored despite the crucial role they play in the Japanese economy. Companies with less than 300 employees make up 99. 7% of all 4. 2 million companies. They employ 69% of the labor force and create 53% of value-added in the manufacturing sector. The reason for SMEs being so little known is that most of them are domestic companies with little or no international exposure.According to the 2012 White Paper on Small and Medium Enterprises, only 2. 7% of all SMEs in the manufacturing sector are â€Å"export-oriented† (SMEA, 2012). The majority of small businesses remain isolated from international markets and foreign competition. Japan therefore has been described as a â€Å"dual economy† consisting of relatively few large, highly advanced , multinational companies on the one hand and a huge number of traditional, domesticoriented, small businesses on the other. In his 1990 book The Competitive Advantage of Nations, Michael Porter already warned that unless Japan overcame this dualism, its future would be at stake.What he observed, was a lack of competition in sectors apart from machinery, automotive and electronics: â€Å"While domestic rivalry is intense in every industry in which Japan is internationally successful, however, it is all but absent in large sectors of the economy† (Katz, 1996). Porter’s warning statement seems to have fulfilled itself twenty years later, as Japan slides into its third decade of slow or no growth. Sectors such as construction, paper, food and agriculture are still characterized by a lack of international competition. Almost none of these industries have produced successful global players.Nevertheless, there is a rising tendency among small and medium-sized businesses to r each out for global markets. Although still small in number, SMEs with export activities have increased by two thirds from 3,568 to 5,937 between 2002 and 2009 (Figure 1). According to Bank of Japan figures, exports accounted for 4. 4% of SMEs’ sales in 2002, but this had risen to 7. 4% by 2008. Large enterprises saw their exports grow from 23. 7% of sales to 27. 8% over the same period. In sales volumes, SMEs’ exports doubled to 5 trillion yen (43 billion euro) while those for big companies grew a more modest 37% to 71. trillion yen (622 billion euro) (EIU, 2010, p. 14). 4 Foreign direct investment by SMEs is also on the rise: the number of small businesses in the manufacturing sector investing overseas increased from 2,013 to 2,869 between 2001 and 2009 surpassing that of large manufacturers by almost 20% (SMEA, 2012). In JETRO’s annual survey among 2,800 companies engaged overseas, 71% of SMEs responded they planned to actively expand their overseas business, while only 47% intended to expand their domestic operations (JETRO, 2012a, p. ). Comparing with earlier surveys, the proportion of companies looking into business opportunities abroad is one fourth higher than in 2008 showing a steady increase year by year. This recent surge in international activities is due to a number of factors: a shrinking domestic market, the relocation of clients’ manufacturing facilities overseas, the opening up of traditional supplier networks to foreign competition, cheap labor and new business opportunities in emerging markets such as China and Southeast Asia.It is often said that overseas investment will lead to a shift in production, a â€Å"hollowing-out† of the domestic industrial base, and job redundancies at home. Individual company data, however, suggest that the opposite is the case. According to figure 2, parent companies have grown after the beginning of overseas investment (JSBRI, 2012, p. 95). Comparing SMEs with foreign direct investment with those that have not been active in FDI at all, one can clearly show a positive correlation of overseas expansion and job creation at home.SMEs observe other financial and operational benefits of investment in overseas production bases as well, such as an increase in profits, a reduction in cost and a speedier response to requests in their host market (JSBRI, 2012, p. 94). When asked about their regional focus of expansion in the next three years, Japanese companies put China on top of the list in every category from sales operations to production to R&D. Among the firms operating in China, half of them have located their bases in Shanghai.Thailand, Indonesia and India also rank high and are considered as more attractive sales destinations than the USA and other developed markets such as Western Europe (JETRO, 2012a). Regarding industries, production machinery, chemicals, electrical machinery and fabricated metal account for 43% of all exporting companies in the manuf acturing sector. Looking in more detail at different industries, one can observe significant differences in export orientation. While 15% of all chemical manufacturers and 7% of electronics parts and device manufacturers are involved in exports, only 1. % of all textile manufacturers and just 0. 7% of food processing companies export their products (JSBRI, 2012, p. 250). This drastic gap highlights the dualism of globally competitive and non-productive, domestic industries. 5 For small and medium-sized wholesalers with up to 100 employees as well, exporters of machinery, equipment, and chemicals prevail, while those for apparel, agriculture and food remain in the minority (JSBRI, 2012, pp. 71-72). But the Japan External Trade Organization (JETRO, 2012b) observes a rising number of companies in the food and non-manufacturing sectors such as retail, wholesale and services.In the fields of agricultural, forestry and marine products and foodstuff, â€Å"many SMEs, even in the face of e conomic headwinds such as appreciation of the yen, are continuing to make efforts to exploit overseas markets. † Small companies involved in overseas business, however, still are the exception in Japan, even in the relatively productive manufacturing sector. The proportion of companies with export activities decreases by size. According to the â€Å"White Paper on International Economy and Trade 2011†, one out of four manufacturing companies with 401 to 500 employees is involved in exports.For companies with 101 to 200 employees the proportion falls further to one out of eight. And when it comes to companies with 41 to 50 employees, only one out every 20 has export activities (METI, 2011, p. 12). The low number overall, and particularly among smaller companies, is striking when we think of Japan as one of the world’s major trading nations. From the figures above, we can conclude that a major part of the Japanese economy is not taking part in the international div ision of labor and leaving business opportunities untapped.The conspicuously low number hints at underlying obstacles and challenges hindering overseas market expansion. We will look at these in the next section. 2. 2 Challenges of starting overseas activities As shown above, the proportion of Japanese SMEs developing operations overseas is still rather limited and activity tends to be greater in larger companies and in certain industries. In order to succeed in overseas markets, SMEs face certain barriers and have to overcome many challenges.The Survey on the Enhancement of SMEs’ Competitiveness through Overseas Business Expansion commissioned by the SME Agency in November 2011, looked at requirements that have to be met for companies to go abroad. More than 50% of all companies with export activities regarded having customers and a reliable partner as vital requirements for starting to export, underlining the importance placed on securing customers first (JSBRI, 2012, p. 82 ). Comparatively high proportions of enterprises also cited knowledge of local legal systems, business practices and trends in export markets as well as in-house expertise in exports, suggesting the 6 mportance of building knowledge of export markets and export procedures. One third of the respondents considered financial issues such as financial reserves or the prospect of turning a profit as important, but they did regard them as determining factors. In the case of FDI, however, financial reserves were considered as crucial by three quarters of all companies with overseas sales or production bases. 60% cited the knowledge of the host market’s legal system and business practices as important requirement suggesting the need for research and consultation prior to investing overseas.Having customers and reliable partners were also cited by more than half of all respondents. Questioned about challenges and risks, almost 50% of all companies considered the identification and coll ection of information on local market needs as particularly difficult. Marketing in the local market, securing business partners and terms of the local market were also cited to be important issues by more than one third of all respondents, while financing or credit issues only worried 22%. The lack of adequate human resources with international experience is another, if not the most important factor hindering overseas activities.In a 2010 SMEA survey, the â€Å"failure to secure human resources at home† was cited by 37% of all manufacturers as the main reason for giving up plans to invest overseas. It was regarded as more important than finding the right business partner, information collection or financing (METI, 2012, p. 280). JETRO (2012b, p. 15) notes that â€Å"large Japanese corporations are able to secure and foster global human resources through regular fulltime employment of foreign workers, sending young workers still new to their respective fields abroad and cond ucting overseas executive training programs.SMEs, however, find it much harder to take such measures and are hesitant to launch business operations overseas without such personnel. † This statement hints at a deep-rooted dualism in Japan’s labor market. While in Germany small and medium-sized enterprises are regarded as popular employers as they provide 83% of vocational training opportunities and stable, long-term career opportunities (BMWI, 2012, p. 4), Japanese jobseekers have tended to favor the security of employment at large corporations over low-paid jobs at SMEs.Traditionally, new university graduates, especially from top-ranked academic institutions, have a strong preference for jobs in well-known corporations or in government entities. The 2013 ranking of the most popular employers conducted by Rakuten (2012) among more than 6,000 students is topped by Japan’s largest advertising agency Dentsu, general trading company Itochu and the operator of â€Å"T okyo Disney Resort† Oriental Land followed by cosmetics brand Shiseido, TokyoMitsubishi UFJ Bank and All Nippon Airways. Among the 100 top-rated companies, none falls into the category of small and medium-sized enterprises. Attracting experienced and skilled workers remains difficult for SMEs, but, as the Economist Intelligence Unit (EIU, 2010, p. 4) notes, â€Å"tough economic times present an opportunity†. According to its 2010 report, â€Å"the cloud of the recent recession has brought two silver linings for SMEs: new entrants to the workforce are showing more interest in working for small companies, and larger businesses that are reluctant to fire workers can transfer the knowledge of experienced staff through employee loan programs. On a similar note, JETRO (2012b, p. 15) observes that â€Å"there are some SMEs making efforts to expand abroad by independently securing the necessary human resources such as by utilizing foreign students in Japan, former-trainees wh o completed special training courses for foreigners in Japan, Japanese with volunteer work experience overseas, or retirees. † Despite the recent growth in overseas activities, many challenges remain.In the following section, we will look at how these are being addressed by government initiatives. 3. . 3. 1 Initiatives for the promotion of overseas business Public support system for globalizing SMEs In Japan, many public and private institutions provide support functions for SMEs going abroad on a local and international level. On a global scale, JETRO, a government agency under the METI with 73 offices in 55 countries, plays an important role in promoting mutual trade and investment between Japan and the world.Originally established in 1958 to promote Japanese exports abroad, according to its website, â€Å"JETRO's core focus in the 21st century has shifted toward promoting foreign direct investment into Japan and helping small to medium size Japanese firms maximize their gl obal export potential†. On the local level, the Organization for Small & Medium Enterprises and Regional Innovation (SMRJ), established by METI in 2004, supports SMEs through nine regional offices across Japan, with the objective of â€Å"SME development and regional promotion. Although its main activities focus on regional development, it has stepped up its support measures for overseas business development by organizing seminars, establishing a support hotline and publishing a â€Å"Handbook for Supporting Overseas Business Development†. To facilitate assistance to SMEs expanding into overseas markets in a more systematic manner, METI has established the â€Å"Conference on Supporting SMEs in Overseas Business† in October 2010 by bringing together government officials and support institutions, such as JETRO, SME associations and 8 inancial institutions. Reflecting the results of interviews with approximately 5,000 SMEs, five key issues for supporting SMEs in o verseas business were identified: (1) Information ? Providing necessary information reflecting the needs of SMEs in detail ? Offering consistent support to SMEs by sharing support records by the conference members (2) Marketing ? Supporting product development, and participation in overseas trade fairs ? Supporting the effective use of the internet for overseas business (3) Human resources development and securing talent ?Helping to develop human resources for overseas expansion through seminars, training ? Helping to secure competent human resources for overseas expansion through matching (4) Financing ? Enhancing the financial consulting structure ? Facilitating financing for SMEs when doing overseas business (5) Improvement of the trade and investment environment ? Providing information on the establishment of overseas operations ? Assistance regarding tax, labor and intellectual property matters The conference also established concrete action plans for support measures on a glob al and local level.Actions include information gathering and dissemination through the sharing of best practices, overseas business missions, the invitation of international buyers to trade fairs in Japan, virtual marketplaces, advice on legal, technical and financial issues, and exchange programs for international trainees. The conference also planned to hold 2,500 overseas business and investment seminars by the end of fiscal year 2013 or some 700 a year throughout Japan, in cooperation with JETRO and SMRJ and other institutions.Despite the various services on offer, many companies do not make use of them due to bureaucratic procedures or are simply not aware of them. According to research commissioned by SMEA, only 39% of Japanese SMEs that are going overseas have used any globalisation assistance, including government and private-sector support (EIU, 2010, p. 16) For SMEs asking for assistance in their overseas expansion, JETRO is by far the most used contact point. 4% said they used JETRO services as compared to 13% for the chambers of commerce, 11% for banks and 10% for private consulting firms (METI, 2012, p. 280). JETRO provides information on foreign markets through its website and various publications, consulting services and seminars for 9 companies interested in overseas business. Below, we will focus on three fields in particular and try to assess their results. 3. 2 Export promotion through trade fair participation Finding the right business partner and collecting information of overseas markets are two of the challenges cited by many SMEs.Generally, trade fairs have been recognized as highly effective instruments in international market expansion. In recent years, JETRO has stepped up its efforts to promote Japanese companies abroad through trade fairs and trade missions. SMEs, especially firsttime exhibitors who qualify, can participate in these events at favorable conditions. These activities are similar to initiatives by other countries such as the Institute of the German Trade Fair Industry, which supports German companies’ international expansion at 274 exhibitions worldwide.For Japan, no information about the annual number of joint trade fair participations could be obtained, but â€Å"Japan Pavilions† at international trade fairs worldwide bring together more and more Japanese exhibitors, among which many SMEs, under a joint â€Å"Japan† brand. Examples include â€Å"Medica & Compamed† in Dusseldorf, â€Å"Maison et Objet† in Paris and â€Å"Bio International Convention† in Chicago. In order to tap into the demand of emerging nations, JETRO organizes joint pavilions at trade fairs in the BRICS nations, Southeast Asia and the Middle East, such as â€Å"Arab Health† in Dubai and â€Å"Asia Fruit Logistica† in Hong Kong.In November 2012, Japan even had a presence at the Baghdad International Trade Fair with 17 private companies and three governmental institutions. In comparison with other support measures such as seminars or business matching, exhibitors at trade fairs often report concrete results, as trade fairs offer the opportunity to gather the latest market trends, generate sales leads, and to find potential business partners. According to a 2010 survey, 40% of Japanese participants in JETRO-supported trade fairs reported direct results, another 30% said they felt indirect results (METI, 2012, p. 80). Surveys on the effects of â€Å"Japan Pavilions† are not yet available, but it can be assumed that relatively unknown SMEs, which are still newcomers to overseas markets, benefit from a joint presence under the â€Å"Japan† brand instead of exhibiting on their own. However, as countries such as Germany, France, the UK, the USA, China, Taiwan and others are aggressively promoting their own national brands, Japan needs to continue its marketing efforts in order to keep up the public’s recognition. The advanced technolog ical expertise cultivated by Japanese SMEs has often been well-recognized.New labels such as â€Å"Japan Style† for design products or â€Å"Cool Japan† for exporting its creative culture such as anime and manga will help to open up new sales channels for consumer goods as well. 10 3. 3 Foreign direct investment and financial support When companies set out to explore overseas business development, they find in many cases inadequate information regarding investment climates in foreign countries, and what funding is available to their ventures. Surveys cited above suggest that financial reserves are regarded as the number one requirement for overseas investment.In its â€Å"New Growth Strategy†, the government acknowledges that supporting underfunded SMEs which have proven resources and technologies through a new supporting system is a pressing issue. It refers to the SME financing act expiring in March 2013 and which, if not extended, threatens many ailing SMEs. The government also encourages a change of practice from a collateral and guaranteebased lending to business-based lending in order to diversify fund raising programs for SMEs. For companies with overseas investment plans, however, advisory and funding are readily available.Research into the financial institutions servicing SMEs, shows that Japan’s support infrastructure for overseas ventures is well developed. For instance, SMEs can apply for low-interest financing under the government’s fiscal and loan program through three government financial institutions: the National Life Finance Corporation, Japan Finance Corporation for Small Business, and the Shoko Chukin Bank. Furthermore, the Japan Bank for International Cooperation (JBIC) supports overseas business development not only for large corporations but for SMEs as well.According to a recent report by Nikkei (Nikkei Net Interactive, January 7, 2012), the government has decided to inject 70 billion yen into a new fu nd managed by JBIC that will support overseas investment and M by large Japanese companies and SMEs. JBIC’s â€Å"Advisory and Consulting Office† for SMEs (ACOSME) supports overseas business expansion of Japanese SMEs by providing the latest information on local conditions and the investment climate in individual countries. The ACOSME also offers consulting services for obtaining long-term financing.Its website (www. jbic. go. jp) introduces the case study of auto parts manufacturer Aikitec from Nagoya, which successfully built production facilities in Indonesia and China by using JBIC’s financial support. ACOSME also publishes investment guides for major ASEAN countries, and reports on the investment climate in China and Central and East European countries. In addition to responding to SME inquiries individually, ACOSME also sends speakers to meetings held in many Japanese cities for disseminating information on the foreign investment climate. 1 Looking at the companies which have successfully invested abroad, one might be surprised that 5,630 or 70% of the 7,977 enterprises in total with overseas subsidiaries in 2009 were SMEs (JSBRI, 2012, pp. 75-76). More and more automotive or electronics suppliers have set up manufacturing facilities in China, India and Southeast Asian countries. These successful cases, although still limited in relation to the huge potential, show that funding issues can be overcome.When it comes to financing, a 2009 Survey on SMEs’ International Business Expansion by the Shoko Chukin Bank and Shoko Research Institute shows that the parent company plays a crucial role in the relation with its overseas bases. â€Å"In order to make FDI more effective, close collaboration between a parent company and its overseas subsidiaries is crucial†, notes the Japan Small Business Research Institute (JSBRI, 2012, p. 96) in its SME White Paper. In the non-manufacturing sector, financing is regarded as the most import ant issue.Besides financing, common forms of support provided by parent companies in Japan to overseas subsidiaries include assistance with the launch of new products or services and technical supervision by permanent or visiting staff. 3. 4 Human resources development for global activities With the growing importance of overseas markets, SMEs expanding into other countries have to adapt to various local environments. As we have seen above, these SMEs, however, often lack the necessary global human resources.JETRO has identified three core competencies required of global human resources, in addition to foreign language abilities: 1) the ability to take decisive action, 2) the ability to effectively convey oneself, and 3) the ability to succeed in a multicultural environment (JETRO, 2012b, p. 15). Public and private institutions have set up several programs to facilitate the â€Å"securing and fostering global human resources†. The â€Å"METI Global Internship Program† implemented by the Overseas Human Resources and Industry Development Association (HIDA) is targeting young business people.It screens and selects 50 to 100 applicants per year for three to six months long internships in government agencies or Japanese subsidiaries in developing countries. According to a METI press release, the program’s purpose is â€Å"to develop global human resources which will play an active part in dramatically-expanding markets in rising countries, acquiring infrastructure business, promoting small- and medium-sized enterprises' global expansion and other actions†.Other initiatives such as the â€Å"Career Development Program for Foreign Students in Japan† tapped into the potential of â€Å"excellent students from Asia† at Japanese universities. Divided into nine 12 regional chapters, the program, which ran from 2009 to 2012, placed foreign trainees in companies throughout Japan in order to support local businesses. In the Osaka (Ki nki) area, its goal was to attract â€Å"human resources who can bridge Kinki with Asia in business and who can play a central role in the company's expansion of its business overseas, in the advancement of economic globalization†.Although large corporations such as Panasonic, Daikin, Omron or Murata were among the participating companies, the program aimed at â€Å"human resources who can play a key role in the enhancement of technologies and management innovations in medium and small-sized enterprises accounting for large part of companies in Kinki, particularly in manufacturing companies†. According to its Japanese website (www. ajinzai-sc. jp), several trainees decided to join local SMEs in the Kinki area. It brought about some change in the participating companies as well.Companies, which used to be hesitant to take in foreign students at the beginning, started to open up and take in trainees year after year. Although the program brought about some tangible result s, it was discontinued after four years at the end of 2012. Programs like these facilitate personal exchange and daily interaction between Japanese staff and foreign employees, but in many companies, especially SMEs, it is still very limited. In order to prepare for their ambitious globalization goals, some companies have taken drastic steps: Two f Japan’s fastest growing corporations, apparel brand Uniqlo and online shopping company Rakuten, have changed their official language to English. Others have started recruiting foreign students, train them and send them overseas. Foreign employees in SMEs, however, remain an exception and in many small companies English skills are still limited. For years, Japanese companies have focused their efforts on manufacturing excellent products and developing innovative technologies. Their international marketing efforts, however, have not followed the same world-class standards due to a lack of ideas and experience.For SMEs to develop busi ness closely involved with global markets, JETRO (2012b, p. 15) concludes, â€Å"they should focus their energy on ‘hito-zukuri (building people)’ in addition to ‘mono-zukuri (manufacturing products)’. † 4. . Conclusion In the course of the past decade, Japan’s small and medium enterprises have made significant progress in their international activities. More and more SMEs tap into business opportunities in overseas markets, especially in fast growing regions such as China and other emerging markets. In international comparison, however, Japan’s SMEs still remain laggards in terms of export orientation 13 nd foreign direct investment. As companies from Germany or other countries are expanding at an even higher pace, Japan’s SMEs risk to fall behind. SMEs that plan to expand overseas report many challenges and uncertainties, which the public support system tries to address. Barriers to entry have been lowered as assistance becomes readily available. Currently the Japanese government offers assistance to SMEs via several channels, including JETRO, SMRJ and the Japan Chambers of Commerce as well as through funding assistance for some overseas operations, for instance via loans by the Japan Bank for International Cooperation.Yet, as the Economist Intelligence Unit has pointed out, â€Å"lack of awareness and complicated application procedures hinder the take-up of such programs. † (EIU, 2010, p. 16). Despite all efforts, the number of SMEs involved in overseas activities remains strikingly low. This globalization gap cannot be explained by barriers to overseas expansion alone, as larger Japanese corporations or companies from other countries face similar challenges. They rather hint at much more fundamental issues, such as a lack of management resources and personnel with language skills and international experience.Internship programs, seminars and other initiatives address the issue of fostering  "global human resources†. But with a few dozen or even several hundred participants a year these initiatives are nothing more than a drop in the ocean. Most SMEs still lack a global mindset. In order to prepare hundreds or thousands of SMEs for their globalization efforts, a nation-wide effort in English education and intercultural training would be needed. Government programs cannot address all the problems small companies have in recruiting welleducated personnel.It is up to the SMEs to be creative and improve their image in order to attract better local and international talent. By focusing on their core strengths of quality, technology, and innovation, Japan’s SMEs need to create a brand reputation that will make them employers of choice for highly skilled workers and lift their image overseas. Germany’s â€Å"Mittelstand† can serve them as a benchmark. The dualism in Japan’s economy, which Michael Porter observed more than twenty years ago, has not been overcome.It seems to have become even more entrenched as large manufacturers relocate their production overseas and many SMEs are left behind. If Japan wants to keep its competitive edge, it has to help more small and medium-sized companies jump on the bandwagon of globalization. Should it fail, its economy risks to stray even further off course. 14 References Abbreviations: BMWI Bundesministerium fur Wirtschaft und Technologie / Federal Ministry of Economics and Technology EIU Economist Intelligence Unit JETRO Japan External Trade Organization JSBRI METI Japan Small Business Research Institute Ministry of Economy, Trade and IndustrySMEA Small Medium Enterprise Agency Bibliographical Sources: BMWI (2012), German Mittelstand: Engine of the German Economy: Facts and figures about small and medium-sized German firms, (www. bmwi. de). EIU (2010), SMEs in Japan: A new growth driver? , (www. managementthinking. eiu. com). JETRO (2012a), FY2011 Survey on the International Operati ons of Japanese Firms: JETRO Overseas Business Survey (www. jetro. go. jp). JETRO (2012b), Global Trade and Investment Report 2012: Companies and People Move Forward Toward Globalization – Overview (www. jetro. go. jp).JSBRI (2012), 2012 White Paper on Small and Medium Enterprises in Japan: Small and Medium Enterprises Moving Forward through Adversity (http://www. chusho. meti. go. jp/). Katz, Richard (1996), Japan: The System that Soured: The Rise and Fall of the Japanese Economic Miracle, M. E. Sharpe 1996. METI (2011), White Paper on International Economy and Trade 2011 Summary. Overcoming the earthquake disaster, and restoring and strengthening global economic networks (www. meti. go. jp). METI (2012), White Paper on International Economy and Trade 2012: Extending the Frontiers of Growth through global linkages (www. eti. go. jp). 15 Rakuten (2012), 2013-nendo-sotsu: Shinsotsu shukatsu ninki kigyo rankingu (Ranking of most popular companies for new graduates 2013), (http: //www. nikki. ne. jp/event/20120210/). Simon, Hermann (2012), Hidden Champions: Aufbruch nach Globalia: Die Erfolgsstrategien unbekannter Weltmarktfuhrer, Campus. SMEA (2012), Key Points of the 2012 White Paper on Small and Medium Enterprises in Japan (www. chusho. meti. go. jp/). 16 Figure 1: Export-orientation of Japanese SMEs 7000 6000 5000 4000 3000 01 02 03 04 05 06 07 08 09 Number of export-orientedSMEs Percentage among overall SMEs 4 3,5 3 2 1,5 1 0,5 Source: SMEA (2012), Key Points of the 2012 White Paper on Small and Medium Enterprises in Japan, p. 2 Figure 2: Number of workers in Japan at SMEs starting FDI in fiscal year 2002 (= Index 100) 114 112 110 108 106 104 102 100 98 96 95 96 97 98 99 00 01 02 03 04 05 06 07 08 09 Enterprises that started FDI in fiscal 2002 and continued through fiscal 2009 (n=53) Enterprises that did not engage in FDI at all between fiscal 1995 and 2009 (n=5103) Source: JSBRI (2012), White Paper on Small and Medium Enterprises in Japan, p. 95 17 in % 2,5

Information Systems Essay

Information systems are the foundation for conducting business today. In many industries, survival and even existence without extensive use of IT is inconceivable, and IT plays a critical role in increasing productivity. Although information technology has become more of a commodity, when coupled with complementary changes in organization and management, it can provide the foundation for new products, services, and ways of conducting business that provide firms with a strategic advantage. 3. What exactly is an information system? How does it work? What are its management, organization and technology components? * Define an information system and describe the activities it performs. An information system is a set of interrelated components that work together to collect, process, store, and disseminate information to support decision making, coordination, control, analysis, and visualization in an organization. In addition to supporting decision making, information systems may also help managers and workers analyze problems, visualize complex subjects, and create new products. * List and describe the organizational, management, and technology dimensions of information systems. Organization: The organization dimension of information systems involves issues such as the organization’s hierarchy, functional specialties, business processes, culture, and political interest groups. Management: The management dimension of information systems involves setting organizational strategies, allocating human and financial resources, creating new products and services and re-creating the organization if necessary. Technology: The technology dimension consists of computer hardware, software, data management technology, and networking/telecommunications technology. * Distinguish between data and information and between information systems literacy and computer literacy. Information literacy: is the ability to find, learn and use information. It doesn’t rely on what you can remember but what you can locate and use. The process of learning in an information literate environment involves being able to find the information rather than memorize it. Computer literacy: is the ability to use the computer. This is an understanding of how to use productivity software on the computer such as word processing, excel, and powerpoint presentation researchs. It is also having knowlege on how to use the internet, collabaration tools, and technology. 4. What are complementary assets? Why are complementary assets essential for ensuring that information systems provide genuine value for an organization? * Define complementary assets and describe their relationship to information technology. Complementary assets are those assets required to derive value from a primary investment. Firms must rely on supportive values, structures, and behavior patterns to obtain a greater value from their IT investments. Value must be added through complementary assets such as new business processes, management behavior, organizational culture, and training. * Describe the complementary social, managerial, and organizational assets required to optimize returns from information technology investments. Organizational assets: * Supportive culture that values efficiency and effectiveness * Appropriate business model * Efficient business processes * Decentralized authority Managerial assets: * Strong senior management support for technology investment and change * Incentives for management innovation * Teamwork and collaborative work environments Social assets: * The Internet and telecommunications infrastructure * IT-enriched educational programs raising labor force computer literacy * Standards (both government and private sector) Chapter 2 1. What are business processes? How are they related to information systems? * Define business processes and describe the role they play in organizations. Â  A business process is a logically related set of activities that define how specific business tasks are performed. Business processes are the ways in which organizations coordinate and organize work activities, information, and knowledge to produce their valuable products or services. How well a business performs depends on how well its business processes are designed and coordinated. Well-designed business processes can be a source of competitive strength for a company if it can use the processes to innovate or perform better than its rivals. Conversely, poorly designed or executed business processes can be a liability if they are based on outdated ways of working and impede responsiveness or efficiency. * Describe the relationship between information systems and business processes. Information systems automate manual business processes and make an organization more efficient. Data and information are available to a wider range of decision-makers more quickly when information systems are used to change the flow of information. Tasks can be performed simultaneously rather than sequentially, speeding up the completion of business processes. Information systems can also drive new business models that perhaps wouldn’t be possible without the technology. 3. How do systems that link the enterprise improve organizational performance? * Explain how enterprise applications improve organizational performance. Â  An organization operates in an ever-increasing competitive and global environment. The successful organization focuses on the efficient execution of its processes, customer service, and speed to market. Enterprise applications provide an organization with a consolidated view of its operations across different functions, levels, and business units. Enterprise applications allow an organization to efficiently exchange information among its functional areas, business units, suppliers, and customers. * Define enterprise systems, supply chain management systems, customer relationship management systems, and knowledge management systems and describe their business benefits. Enterprise systems integrate the key business processes of an organization into a single central data repository. This makes it possible for information that was previously fragmented in different systems to be shared across the firm and for different parts of the business to work more closely together. Business benefits include: * Information flows seamlessly throughout an organization, improving coordination, efficiency, and decision making. * Gives companies the flexibility to respond rapidly to customer requests while producing and stocking only that inventory necessary to fulfill existing orders. * Increases customer satisfaction by improving product shipments, minimizing costs, and improving a firm’s performance. * Improves decision making by improving the quality of information for all levels of management. That leads to better analyses of overall business performance, more accurate sales and production forecasts, and higher profitability. In short, supply chain management systems help businesses better manage relationships with their suppliers. Objective of SCM: Get the right amount of products from the companies’ source to their point of consumption with the least amount of time and with the lowest cost. SCM provides information to help suppliers, purchasing firms, distributors, and logistics companies share information about orders, production, inventory levels, and delivery of products and services so that they can source, produce, and deliver goods and services efficiently. SCM helps organizations achieve great efficiencies by automating parts of these processes or by helping organizations rethink and streamline these processes. SCM is important to a business because through its efficiency it can coordinate, schedule, and control the delivery of products and services to customers. Business benefits include: * Decide when and what to produce, store, and move * Rapidly communicate orders * Track the status of orders * Check inventory availability and monitor inventory levels * Reduce inventory, transportation, and warehousing costs * Track shipments * Plan production based on actual customer demand * Rapidly communicate changes in product design Customer relationship management systems: enable a business to better manage its relationships with existing and potential customers. With the growth of the Web, potential customers can easily comparison shop for retail and wholesale goods and even raw materials, so treating customers better has become very important. Business benefits include: * CRM systems provide information to coordinate all the business processes that deal with customers in sales, marketing, and service to optimize revenue, customer satisfaction, and customer retention. This information helps firms identify, attract, and retain the most profitable customers; provide better service to existing customers; and increase sales. * CRM systems consolidate customer data from multiple sources and provide analytical tools for answering questions such as: What is the value of a particular customer to the firm over his/her lifetime? * CRM tools integrate a business’s customer-related processes and consolidate customer information from multiple communication channels, giving the customer a consolidated view of the company. * Detailed and accurate knowledge of customers and their preferences help firms increase the effectiveness of their marketing campaigns and provide higher-quality customer service and support. Knowledge management systems : enable organizations to better manage processes for capturing and applying knowledge and expertise. These systems collect all relevant knowledge and experience in the firm, and make it available wherever and whenever it is needed to improve business processes and management decisions. They also link the firm to external sources of knowledge. Business benefits include: * KMS support processes for acquiring, storing, distributing, and applying knowledge, as well as processes for creating new knowledge and integrating it into the organization. * KMS include enterprise-wide systems for managing and distributing documents, graphics, and other digital knowledge objects; systems for creating corporate knowledge directories of employees with special areas of expertise; office systems for distributing knowledge and information; and knowledge work systems to facilitate knowledge creation. * KMS use intelligent techniques that codify knowledge and experience for use by other members of the organization and tools for knowledge discovery that recognize patterns and important relationships in large pools of data. * Explain how intranets and extranets help firms integrate information and business processes. Â  Because intranets and extranets share the same technology and software platforms as the Internet, they are easy and inexpensive ways for companies to increase integration and expedite the flow of information within the company (intranets alone) and with customers and suppliers (extranets). They provide ways to distribute information and store corporate policies, programs, and data. Both types of nets can be customized by users and provide a single point of access to information from several different systems. 5. What is the role of the information systems function in a business? * Describe how the information systems function supports a business. Â  The information systems departments is the formal organizational unit responsible for information technology services. The information systems department is responsible for maintaining the hardware, software, data storage, and networks that comprise the firm’s IT infrastructure. Compare the roles played by programmers, systems analysts, information systems managers, the chief information officer (CIO), chief security officer (CSO), and chief knowledge officer (CKO). * Programmers are highly trained technical specialists who write the software instructions for computers. * Systems analysts constitute the principal liaisons between the information systems groups and the rest of the organization. The systems analyst’s job is to translate business problems and requirements into information requirements and systems. * Information systems managers lead teams of programmers and analysts, project managers, physical facility managers, telecommunications mangers, or database specialists. * Chief information officer (CIO) is a senior manager who oversees the use of information technology in the firm. * Chief security officer (CSO) is responsible for information systems security in the firm and has the principle responsibility for enforcing the firm’s information security policy. The CSO is responsible for educating and training users and IS specialists about security, keeping management aware of security threats and breakdowns, and maintaining the tools and policies chosen to implement security. * Chief knowledge officer (CKO) helps design programs and systems to find new sources of knowledge or to make better use of existing knowledge in organizational and management processes.

Dollhouse Paper Essay

Love may be compared to a child’s dollhouse. Their dreams and aspirations in life start with the simple imaginations they build while playing with the said toy. From the way they perceive the entrance to be, to the little details of the house, these dreams begin with a little imagination that become a reality, as they grow older. I guess the little things are the ones that matter after all.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   As a little girl, I have imagined a lot of things while playing with my toys. This is where I have built my perceptions about life, in general, and how it was to get married and have my own family. I imagined everything, down to the smallest detail, with a commercial model as my partner. Funny at first, but I never imagined that I would actually live to do the things that I have dreamed of as a young girl.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   I grew up to become an architect with my bestfriend, Alex. Being friends since we were five years old, we overcomed heartaches and struggledto go on with life together. We knew very well the strengths and weaknesses of each other, making our friendship stronger as time passed by. We practically planned how our future will be when we have our own families. The funny thing there was, Alex never really had a girlfriend. My two relationships ended with me choosing to be with Alex rather than with them. Somehow, I could not imagine myself living a life without the bestfriend I have known for many years.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The time came when Alex was starting to change. Whenever his phone rang, he would immediately tell me that he has to go, and would not say where. I was beginning to feel jealous about the whole situation, for he was not around whenever I needed him to be. I was not used to this kind of treatment from him. I was deemed to find out what was happening. I followed him during one day, from his house to the bowling arena. I was surprised with what I saw—a pretty young blonde, who looked like me was hugging and laughing with my bestfriend. I was furious. I stormed towards them, and told shouted on the girl. They were both surprised with what I did, then Alex asked me why I did that. I couldn’t answer him, so I left.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Months have passed, and Alex and I were still not communicating. I was embarrassed with my actions, and decided not to take any of his calls. I felt desolated. I came to the realization that I was in love with my bestfriend for as long as I can remember. Now, it was too late for me to fix things with the love of my life. I tried calling him several times, but he never answered. Then one day, I got a call from Alex’ girlfriend, saying that they were involved in an accident. She knew how much I meant to Alex, so she said that she wanted me to be there beside him. I rushed to his aide, crying, regretting the things that I have said on the day we argued. I knew that I was in love with my bestfriend, but I had no way of fixing it. Alex has a girlfriend now, and nothing in the world could ever change it.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   When Alex opened his eyes, his girlfriend was there beside him. I was uncomfortable. I knew that I was the one who should be seated beside him. I decided to stay outside, just in case he did not want to see me. I felt nervous. I did not know how to react when the time came that we had to see each other face to face. I did not want to lose him again, nor did I want to end our friendship. I decided to accept the fact that he could never be mine.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Soon after, his girlfriend followed me and told me that Alex was looking for me. I followed her and stood at his bedside. â€Å"Finally†, he said. I was confused with how he reacted. Then both the girl and Alex smiled. Then Alex said, â€Å"I am happy that you are here. Atleast now I know that I meant a lot to you.† Then the girl said, â€Å"Louise, I am not his girlfriend. I am his closest cousin, Sandy.   Alex brought me to the bowling arena to play your favorite sport. He has told me a lot about you, and said how important you were in his life†. I admit, that I was really embarrassed with the situation that I was in. Then Louise opened the dresser and pulled out what seemed to be a  Ã‚   dollhouse. â€Å"This is something that I have reserved for you all theses years, Louise.† A two-story peach house with a wide garden, a patio, and a terrace on the second floor surprised me. It was the   house that I imagined myself to have since I was seven. I felt tears accumulating in my eyes. Then Alex added, â€Å"this is the reason why I studied Architecture. When we were younger, I promised you that I will build your dream house. This is the design I built, Louise – my years of love all placed in   this house.†   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   From then on, Alex and I were never separated. We know have two children and are living   in my dreamhouse, which we have worked for. As for my dollhouse, it was placed in one part of our living room, that symbolized our love for each other.

Writer's choice Essay Example | Topics and Well Written Essays - 1250 words - 9

Writer's choice - Essay Example Some aspects that are attributable to leadership include colonialism, gender issues and orientalism. Superiority is an integral aspect of leadership. A leader tries to be as influential as possible to maintain his or her position. Different leaders may also compete to single out the superior or the front-runner. A credible example of such a case is the scramble for Africa by European powers during the pre-colonial period. The struggle led to wrangles among European nations because of their different interests and the fact that each of them desired to get as many colonies as possible to display their superiority. An appropriate example is the scramble between Britain and France for Egypt. Before colonization, Africans had their own form of leaderships for example chiefs and village heads. The colonialists later do destruction of the local leadership systems. Therefore, Europeans were intending to rule over helpless Africans for the reason that they had superior leadership systems. Derek Walcott’s poem, â€Å"A Far cry From Africa† displays the violence and other effects of colonialism on both Africans and Europeans. The struggle for leadership leads to untold violence that even leads to the death of people as Africans struggle for independence and Europeans try to keep the colonies under their rule. Therefore, the colonial era gives a different leadership perspective that is full of violence and rivalry in search of power and relevance. The effects of forced leadership or colonization are evident even in society today. From Walcott’s poem, he says he is not sure whether to support his African ancestry or his current English decent. Therefore, leadership can result into the division of unification of the subjects and even nations. The fact that people of African descent exist in the west because of colonial leadership is an example of the unity and

Book report for the catcher in the rye Essay Example | Topics and Well Written Essays - 500 words

Book report for the catcher in the rye - Essay Example In many ways, the life of the main character, Holden, resembles that of Salinger. For example, just like Holden, Salinger had a difficult school life that was mainly characterized by poor performance. Also, Salinger lived a lonely quite life, which may be considered similar to that of Holden. The book criticizes the 1950’s culture through Holden. It highlights societal attitudes of ignorance to human conditions. It is the phony nature of Holden’s society that leads him to a nervous breakdown. At the beginning of the novel, Holden describes Pencey as phony. He sees most people surrounding him as phony. On his last evening at Pencey, he picks a fight with his roommate, Stradlater. He is offended by the idea that his roommate gets romantically involved with Jane Gallagher, one of Holden’s ex-girlfriends who he still admires. Holden feels that Stradlater is taking advantage of Jane, and picks a fight. The fight prompts him to leave Pencey immediately. He sets off by midnight and takes a train to New York City. On arrival, he checks into Edmond Hotel and spends two nights there. While there, he is mostly drunken and lonely. One of his most memorable experiences was with a prostitute whom he paid without getting her services. The prostitute turned out to b e unsatisfied and came back for more money. He later meets his Carl Luce, and old acquaintance and Sally Hayes, his on-and-off girlfriend. Both meetings leave him more lonely. He later sneaks into his parents’ house to visit Phoebe, his kid sister whom he’s more comfortable around. Talking to Phoebe brightens him up and he heads to visit Mr. Antolini, his ex-English teacher. He wakes up to find Mr. Antolini petting his head in a perverted way, which upsets him. His view of his society as phony heightens as he walks around his kid sister’s school and he keeps seeing swear words. He visions himself as the Catcher in the rye – the guardian of children.

International Hospitality Industry Essay Example | Topics and Well Written Essays - 3750 words

International Hospitality Industry - Essay Example The data were collected through in-depth, semi-structured interviews and a review of archival data (Web sites, employee handbooks, newsletters, departmental forms) during 1998, 1999, and 2001. Key contacts included Gord Ahrens, former Director Employee Experience (1998, 1999) and his successor, Kirby Brown (2001). Understanding Human Resource Management: A Framework Within this section four distinct conceptions of HRM are presented: traditional HRM; integrative HRM; strategic HRM; and universal HRM. While empirical support for each of these perspectives exists, due in large measure to their degree of inter-relatedness, emerging research provides compelling support for the universal perspective. Storey (1992) explains that the concept of human resource management has attracted enormous attention and stimulated significant debate among academics and practitioners. (McGunnigle P., Jameson S., 2000, pp.403-421) Traditional HRM Traditional HRM (THRM) has its roots in personnel management. Its focus is on worker productivity through discrete HR practices such as selection, job design, and incentive pay practices (Bamberger and Meshoulam, 2000). Empirical THRM research has tended to focus on the link between these practices and various human behaviour and productivity variables (e.g. turnover, job satisfaction, labour costs). Support for this perspective has been found (see for example, Hackman and Oldham, 1980; Guzzo et al., 1985; McEvoy and Cascio, 1985; Weitzman and Kruse, 1990; Cutcher-Gershenfeld, 1991). It is also not always clear what effect first level outcomes (i.e. reduced labour costs) have on second level outcomes (e.g. product quality, sales, profits). Integrative HRM Integrative human resource... Within this section four distinct conceptions of HRM are presented: traditional HRM; integrative HRM; strategic HRM; and universal HRM. While empirical support for each of these perspectives exists, due in large measure to their degree of inter-relatedness, emerging research provides compelling support for the universal perspective. Storey (1992) explains that the concept of   human resource management has attracted enormous attention and stimulated significant debate among academics and practitioners.   (McGunnigle P., Jameson S., 2000, pp.403-421)Traditional HRM Traditional HRM (THRM) has its roots in personnel management. Its focus is on worker productivity through discrete HR practices such as selection, job design, and incentive pay practices (Bamberger and Meshoulam, 2000). Empirical THRM research has tended to focus on the link between these practices and various human behaviour and productivity variables (e.g. turnover, job satisfaction, labour costs). Support for this pe rspective has been found (see for example, Hackman and Oldham, 1980; Guzzo et al., 1985; McEvoy and Cascio, 1985; Weitzman and Kruse, 1990; Cutcher-Gershenfeld, 1991). It is also not always clear what effect first level outcomes (i.e. reduced labour costs) have on second level outcomes (e.g. product quality, sales, profits).Integrative HRM Integrative human resource management (IHRM) is also interested in the impact of various human resource practices, but focuses on their â€Å"congruency† (Beer et al., 1985).

Global Exploration and Global Empires 1500-1700 Essay - 1

Global Exploration and Global Empires 1500-1700 - Essay Example The use of African slaves was very favorable for planters. First, Blacks were better adapted to wearisome physical work in the hot climate than white Europeans or Indians; secondly, taken out far from the habitats of their own tribes, not having any idea how to come back home, they were less inclined to escapes. In the middle of the XX century almost all the black population of the American continent was the descendants of the slaves taken out from Africa. In total about 13 million African slaves were imported to the British North America and later to the USA. On average, only one from 3-5 captured slaves was brought to a plantation, the others perished during the capture and transportation. According to the estimates of researchers, as a result of a slave trade Africa lost about 80 million lives (Slavery Timeline). In Europe the use of a slave labor was resumed and mass slave trade, which prospered up to the XIX century began. Africans were captured in their native lands, loaded on ships and sent to destination. The Irish captured by British during the conquest of Ireland in 1649 — 1651 prevailed among "white slaves". Intermediate position between exiled and free colonists was occupied by the "sold in a service": people sold their freedom for the right to move to colonies and to work it off there again. Considerable part of the Irish population, including women and children, was turned into white slaves and took out to English colonies in West Indies. During this period People in Ireland cost less than wolves: English soldiers were paid 5 pounds for the head of "the rebel or the priest" and 6 pounds — for the wolf ‘s head (Slave Trade Statistics). In the XVII—XVIII centuries Dahomey played a significant role in a slave trade and conducted fierce fight against the rivals: Allada, which was attacked by Dahomey in 1724 for the first time and captured in 1730, and Whydah captured in

Global Operations Management Essay Example | Topics and Well Written Essays - 250 words - 1

Global Operations Management - Essay Example 2) The organization identity must be aligned with the business structure the company chooses to implement. The expansion project can be set up using different managerial structures including centralized, decentralized, and matrix structures. Assuming that the company wants to start small with an emphasis on a specific project my recommendation is for the firm to use a matrix organization structure. â€Å"Matrix organizations are often set up to make organizations more flexible, to break down the old functions or geographic â€Å"silos† and encourage more cooperation across the business† (Global-integration, 2012). 3) There are plenty of legal factors that must be considered when expanding to a foreign country. The firm has to evaluate the environmental laws of the country. Secondly the company must study and carefully analyze the labor laws. A good strategy is to hire a human resource manager from the native country. The tax code of the country must be followed to maintain good relations with the government. A fourth legal consideration is local laws relating to the relationship between a manufacturer and local agents or distributors (Kentuckianabusinessforum, 2012). Kentuckianabusinessforum.com (2012). Legal Considerations in Operating in Foreign Markets. Retrieved February 17, 2012 from

Personal Letter To University Statement Example | Topics and Well Written Essays - 500 words

Letter To University - Personal Statement Example My preferred area of study is Social Work and I am applying for Bachelor of Social Work at the York University. Significantly, my work experiences and outside activities, along with my personal interests, offered me courage to pursue a post-secondary education in BSW Bachelor of Social work which will be highly constructive a career according to my beliefs and purposes. Anyone who is familiar with my career goals, personal interests, personal study, accomplishments, volunteer activities etc would not be surprised to know my decision to pursue a post-secondary education in Social Work and, instead, he/she will be convinced that I will be successful at the University. One of the basic factors that have contributed to my decision to pursue a post-secondary education in Bachelor of Social Work is my conviction about my personal goals and interests which were made clear to me by my work experiences and outside activities. As an individual born in Afghanistan during the latter half of the 20th Century, which is (in)famous for politically motivated strife, war torn cities, and poor conditions of the citizens, I have realized that Afghanistan has been unfortunate enough for being at the receiving end of the ambitions of a number of people and forces which have translated into the suffering of the Afghani people. Now that I have moved to Canada, there still remains the urge in me to make a material difference in the lives of others. Thus, the most important motivation for my decision to do social work is my personal interest in easing the suffering of others and my family has been a significant influence in this regard. I was brought up as a child with great attitude for social services which gave me immense pleasure and determination to help the poor. As I came face to face with the reality of inequality in our society, I pledged to make use of every opportunity in life to lessen

Innovative Nursing Care Delivery Models Essay Example | Topics and Well Written Essays - 750 words

Innovative Nursing Care Delivery Models - Essay Example Development Team for Innovative Nursing Care Model As a matter of fact, implementation of any particular change in organization needs proper planning along with the formation of an effective team that can execute the planned activities accordingly. Contextually, the team working towards proper implementation of the model will encompass two Registered Nurses (RNs) along with two assistants. It has been observed that there are altogether 1,047 licensed beds in the organization, which will further be divided into subsections with equal numbers in each one of them applying this model. Furthermore, each of these sections will be accompanied with a set of RNs and assistants designed to implement the model efficiently (Adventist Healthcare, 2013; Health Workforce Solutions, 2008). The rationale for selecting RNs and assistants can be justified, as the model selected for implementing in the particular healthcare organization follows the â€Å"Human Caring Theory of Jean Watson†, which depicts the role of nursing practices or nurses in assuring knowledgeable and unique healthcare practices. Hence, based on this ground, Adventist Healthcare will need to prioritize and select RNs to ensure proper implementation of the chosen model. Moreover, the decision of selecting nurses should also be targeted towards providing opportunities for nurses to enhance their position and role in the healthcare organization. ... iciency within the workplace by utilizing the available manpower more effectively in delivering better quality care to the patients (Alliance for Health Reform, 2011). Additionally, the team that will implement the model will also include the top management officials to supervise the approaches of the RNs and their assistants throughout the process in Adventist Healthcare (Health Workforce Solutions, 2008). This will in turn ensure that the model operates in alignment with the set organizational goals and values to achieve maximum efficiency when implemented. Incorporation of Nurse Caring Delivery Model in Adventist Healthcare As illustrated earlier, with the assistance of the Nurse Caring Delivery Model, the management in Adventist Healthcare will be able to directly correlate with the organizational objectives to be achieved through its mission and values. The model is primarily a team-oriented nursing framework, developed entirely with the intention to ensure humanistic approach i n delivering healthcare services to the patients. It is also believed that the model ensures cost efficient services with maximum quality and safety for the patients along with continuous improvement in set of services provided. Moreover, another vital aspect of the model is that it augments work satisfaction level amid the nurses, subsequently resulting in declined turnover of the same within the organization (Adventist Healthcare, 2013; Health Workforce Solutions, 2008). In order to attain the complete benefits of the model, it will be implemented in the organization following certain planned steps. The model will be implemented in separate departments within the organization comprising of a medical unit, a telemetry unit and an intensive care unit among others. After a stipulated period

Globalization ,development and sustainability from education course Annotated Bibliography

Globalization ,development and sustainability from education course - Annotated Bibliography Example The study tends to provide a reason as to why the education system is an important aspect of the society. The study establishes that the education system over time will tend to interconnect the world. As a consequence, globalization will lead to development and sustainability. The world view process will shadow the view of nations and countries as units. The book puts forward that the human population is not living in a way that will ensure sustainability. According to the author, the global inequalities and war are interfering with the development of the globe in the short run and its sustainability in the long run. The study explains that in order to ensure sustainability, the apprehension of the spiritual values is important. In addition, the change in values that are conventional, the change in the prevailing economic structures plus the transformation in the current social arrangements will be crucial in creating a significant impact. The book provides several agents that can be of help in the quest. The creation of an awareness program, the use of the spiritual communities and the Transnational organizations are some of the crucial factors. However, the education institution is the only avenue that makes sure that the entire transitions come to pass. However, the changes that accrue to the globalization process are progressive . The transition begins with a change in the education system, then the change in culture, then the globalization process and later on becomes the sustainability aspect. The author mostly uses secondary data to give a basis to the conclusions therein. The author also creates a sense in the readings through the use of existing challenges that face the earth. The book also tends to create the notion of a therapy through the provision of the solutions form the problems that are ailing the globe. Similarly, the author provides references for his findings in order to support

Hewlett Packard and Compaq Computers Research Paper

Hewlett Packard and Compaq Computers - Research Paper Example According to Palo & Houston (2001), the merger of Hewlett-Packard Company (NYSE: HWP) and Compaq Computer Corporation (NYSE: CPQ) was meant to create an $87 billion global technology leader. The main aim of the new HP was designed to â€Å"offer the industry's most complete set of IT products and services for both businesses and consumers with a commitment to serving customers with open systems and architectures,† (Palo & Houston, 2001). The combined company was expected to create value through significant cost structure improvements and access to new growth opportunities. According to Fiorina, the strategic benefits of combining highly complementary organizations and families were set to immensely benefit the customers. The synergies of these companies were expected to create a value of $25 billion and this merger was supposed to be a force to reckon with in the IT sector, storage and management software. This merger was a failure because the new culture was not compatible wi th the HP way of doing business. According to Malone (2002), the major resistance came from the management of HP since they felt short changed by this newly merged company given that the culture was â€Å"so alien to the HP legendary way.† From the onset, it can be seen that there is no mutual understanding between the parties from the two companies and this is the reason why there is a revolt especially from HP management. Thousands of employees believe that the HP way, the company’s influential and unique culture is the most valuable asset that has led to the success of the organization hence the reason for fears that a merger would destroy this culture. However, Fiorina differs with the views other people who support the HP way. The new CEO did not follow the dictates of the HP way and this is where she failed the whole deal. It can be seen that the notion of organizational culture is very important since it determines the success or failure of the company. The cult ure of the company mainly spells the way people in a particular company are supposed to behave. People in a particular organization create values and norms from the culture that obtains in that particular company and these values shape their behaviour. Any attempt to deviate from these values is likely to be met with stiff resistance from the employees like the case in this merger of HP and Compaq computer companies. Change in an organization is something that is often resisted by many employees since they do not want to change their usual way of doing things in the company. Change entails that workers will be forced to acquire new knowledge in order to be in a position to operate effectively under the new culture. Any change initiative that does not have the support of the stakeholders such as the employees is likely to fail since it would be designed to fulfil the needs of a few people. The other reason why the merger of the great two companies failed is that the CEO failed to eff ectively communicate her plans to the stakeholders. She chose to be secretive and this impacted negatively on the outcome of the merger. The other reason why the merger failed is that the CEO of the new company used an autocratic style of management. She undermined the intelligence as well as valuable ideas of the employees while she expected them to support her ideas

International Business Strategy Case Study Example | Topics and Well Written Essays - 2250 words

International Business Strategy - Case Study Example In addition, this business strategy report identifies the existing cultural and institutional differences between the domestic location of the parent company and the host location of the proposed European subsidiary. The identification of differences is followed by the evaluation and assessment of the existing differences that are likely to influence the operations of the parent company in the host location and hence affect the achievement of the primary objectives of India Motors. And accordingly the report provides recommendations and suggestions as how to deal with these differences. Lastly, the report provides suggestions for the adoption of basic organisational structures and the control strategies that will be in enhance the minimisation of institutional and cultural differences. According to Michael E. Porter, "the prosperity of a nation is not inherited but created" (Porter M.E., 1990). He emphasizes that the prosperity and opulence of a country does not stem out of its national inheritance or bequests or for that matter a nation's labour resources, its currency value or the interest rates. But a nation's competitiveness and the conclusive prosperity depends on the capability of the nation's industry to upgrade, innovate, create and harness its limited resources to the maximum (Porter M.E., 1990). Due to the rapid advancements made in technological and information spheres, the economic developments in the last few decades have witnessed a rapid increase in the global integration of economic activities worldwide. Major countries and cities are being assimilated into the global network through the flow of technology, commodities, capital, information and labour (Dawson J.A. & Larke R., 2003). This development which is more commonly referred to as globalisation has made industries and companies to look beyond its domestic horizons towards international destinations and markets to upgrade, innovate, create and harness their limited resources to create a sustainable competitive advantage that will result in the overall national prosperity. Companies, business firms and enterprises in every industry today, want to take advantage of this modern phenomenon of globalisation so as to increase and sustain their competitive advantage. Their search for new and more effective strategies to benefit from this phenomenon has lead to companies resorting to global strategies, which in the economic terms is known as internationalisation strategy. Strategic alliances, international partnerships, Foreign Direct Investments (FDIs) making entries into the international markets are some examples of internationalisation strategies. The basis of these strategies is to gain competitive advantage over its competitors and the long term sustenance of the gained competitive advan

Historical Milestones in Production and Operations Management Essay

Historical Milestones in Production and Operations Management - Essay Example While the process involved may vary from organization to organization depending on the nature of output be it tangible product or intangible service, the essential elements of production and operation management is concerned with the management of input-throughput-output process effectively and efficiently Operation Management can, therefore, be defined as â€Å"the management of the conversion process, which converts land, labor, capital and management inputs in to desired outputs of goods and services†. The progression of terms used for this management function over the centuries as manufacturing management, production management, and operations management, is a good indication of the evolution process it has undergone and the historical milestones it has achieved which will be the focus of evaluation in this essay. The origins of operations management can be traced to the Industrial Revolution era which began in the 1700s in England. The main features of the changes which t ook place during this era were the Centralized production, Powered machinery, and concept of Factory production. One of the landmark achievements of this era was the steam engine being invented by James Watt in 1764, which provided a new source of energy to power the factory concept. Another key milestone which revolutionized the discipline was the 1776 publication of Adam Smith’s seminal work known commonly as â€Å"The Wealth of Nations† which proposed the economic benefits associated with specialization of labor. His recommendation was that work should be broken down to subtasks, and assigned to workers where they became specialized in performing this tasks with efficiency through repetitive performance. As the industrial revolution gained momentum and spread to other parts of the world, Eli Whitney from America developed the concept of â€Å"Interchangeable parts† in 1970, laying the foundation for volume productions and standardized parts and the inception of large-scale factories in industries such as textile. By the mid-1800s, the traditional manufacturing systems associated with cottage and artisan productions was completely replaced by factory systems which also brought in new challenges such as managing the workforce and management of quality issues.   Ã‚  Ã‚  Ã‚  Ã‚  

What's the news Essay Example | Topics and Well Written Essays - 250 words

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Spam Detection and Categorisation & Network Protection using a Lab Report

Spam Detection and Categorisation & Network Protection using a Firewall - Lab Report Example Solutions are implemented by keeping in mind the cost and time constraints for the processing of emails to be filtered. Receiving thousand of emails on the email server situate load and degrading the performance of the email server. The Anti spam system uses combine key method for recognizing the relevant datasets required as per defined rules. The anti spam engine detects the parameters from the email message header, database stores and learns the email parameters just like a switch maintaining a MAC table in its database. The selection of Parameters will depend on the security policy of the organization. The unique identification (UID) or fingerprint will be stored in the database of the anti spam system against each recipient email address. Before delivering the email to the recipient, the spam engine searches for the UID of the email which is received on the organization’s domain, so that the processing time can be minimized. The emails of which UID has already been stored in the database will be delivered to the recipient The spam engine proceeds further and check the sender’s IP address and email address in the outbound recipient’s category, if the criteria have been fulfilled, then the email message will be delivered to the recipient. And if not, the email will be stored in the unknown emails category which can be released after checking whether any new host needs to be added in the safe list. Email size, images parameters can also be defined for providing more restrictions as per IT policy. The Firewall should be deployed in such a way that the traffic, whether it is inbound or outbound should not pass to the organization critical servers without filtration via firewall. The rules defined in the firewall device or server should not conflict with other rules. It is not necessary to be aware of the traffic coming from the internet, but it is necessary to filter inbound traffic

Plato, Gorgias Essay Example for Free

Plato, Gorgias Essay Introduction  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Plato’s Gorgias is actually the story of virtue. Plato was evidently trying to resolve the ever lasting debate of what virtue was and what elements constituted virtue. In his dialogue with Gorgias, Socrates has not unilaterally concluded what virtue was; he has rather discussed what it could be. I totally agree with Plato who states that â€Å"the good is not the same as the pleasant, my friend, nor the evil as the painful† (Plato), because to be pleasant means to be subjective, and the notion of good is evidently an objective philosophical category. Virtue may be determined through the prism of its separate elements. Even when each of us individually determines what virtue is, there are still certain specific societal norms which may help us distinguish between good and evil. Plato has actually created several grounded suggestions as for what virtue was by discussing its separate elements: power, justice, temperance, and art.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   â€Å"Rhetoric is to justice what cookery is to medicine† (Plato). This may initially seem surprising, as virtue and rhetoric are the two completely different philosophical categories. Moreover, there can hardly any connections between these two. However, Plato links them through the importance of rhetoric to justice, and through the importance of justice to the virtue. Objectively, the whole dialogue between Socrates and Gorgias comprises several separate discussions which are connected by one common topic: virtue. Plato was trying to depict virtue as the system of separate attributes and elements, and to discuss them through the prism of those elements: art, temperance, evil, and good. This is why Plato has concluded that good could not be equaled to pleasure due to its objectivity as opposed to the subjectivity of pleasure. Plato started Socrates’ dialogue with the discussion of art of rhetoric, and has led it to the issue of the greatest good. As virtue is determined and is directly connected to the greatest good, it is crucial that people know what this greatest good is. â€Å"That good, Socrates, which is truly the greatest, being that which gives men freedom in their own persons, and to individuals the power of ruling over others in their several states† (Plato). That was the vision of the greatest good as expressed by Gorgias. This is the individual vision of Gorgias, which may not always be accepted by others. As a result, how do we determine the difference between the false and the true arts? How do we determine what false and what truthful knowledge is? These were the questions raised by Plato in his Gorgias, and this is where the philosopher again implied that the greatest good was an objective, and not subjective philosophical category. Good and evil are the two objective categories which can even be taught or learnt. Subjective categories can hardly be learnt, this is why Plato implies that good is objective. Only objective philosophical categories can be learnt by others and can be perceived in a manner expected by other members of the society: â€Å"so he whom you make a rhetorician must either know the nature of the just and unjust already, or he must be taught by you† (Plato).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In his work, Plato speaks much about evil. Evil is opposed to good, and is also considered to be an objective philosophical category. According to Plato, evil is rooted in the wrongful and shameful acts. The seriousness of evil can either be determined by the extent of shame the person experiences, or by the severity of physical pain the person feels. It is interesting that this is the only position which is unilaterally accepted by all participants of the conversation. â€Å"Then I said truly, Polus that neither you, nor I, nor any man, would rather, do than suffer injustice; for to do injustice is the greater evil of the two† (Plato). Plato explicitly determines what the greatest evil is, and Socrates’ opponents have but to agree with him. Pain is subjective, and being involved into evil does not mean experiencing pain. Evil is the integral element of the discussion of virtue. There cannot be any effective discussion of what virtue is, without trying to define what evil can be. The importance of evil as philosophical notion is in its being linked to other crucial notions within the framework of virtue discussion. Politics, power, temperance – a philosopher cannot evaluate these categories away from evil. As Plato concludes that injustice and intemperance are the two greatest evils, he not only confirms the philosophical objectivity of evil, but he once again returns to the issue of pleasant and good: pleasant cannot always be good, and evil cannot always be pain. There is clear distinction between subjective and objective philosophical categories, and this is the key to understanding the implications of moral standards in Plato’s society.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   As Plato speaks about good, evil, justice, temperance, power, and other important philosophical categories, he pursues the ultimate aim of his discussion and his lifelong philosophy: to define what virtue is. Those who participate in Socrates’ discussion, actually participate not in the dialogue, but in the brilliant argument upon the relevance and objectivity of these categories. Nonetheless, the objectivity of power, temperance, and justice is not debated: these also constitute the objective notion of virtue. As evil is not always pain, and good is not always pleasant, Plato also tries to show that â€Å"a man should be temperate and master of himself, and ruler of his own pleasures and passions† (Plato). Thus, a person should realize what common good is, what pleasures he is to suppress and to temper his passions. This knowledge of good and evil is the objective realization of societal standards and norms. This is the realization of how good or evil impacts our existence. Plato uses this key comparison between pleasant and good to show that he was correct in his assumption: virtue is the objective notion, and it can be determined in universal philosophical terms, which are objective, too. The separate objective elements (power, justice, temperance, art) ultimately constitute the philosophical structure of virtue.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   I absolutely agree with Plato: pleasant is never equal to good, and pain is never equal to evil. Let’s discuss this point in detail. A simple example will help understand my position. We are constantly involved into the process of taking decisions. We must decide how to behave, how to apologize, how to avoid troubles, etc. There are the two distinctive criteria, on which we can base our judgments. First, we can rely on the universally accepted norms of human behavior in our society. Our standards make us aware and teach us how we should behave in certain situations, and what good and evil is. Second, we may also rely on our pleasure, and pleasure may become the main criterion in our decision making. This means that we will not rely on norms and standards of human behavior: we will use extremely subjective measurements which may hardly be accepted by others. Here pleasure is very close to personal tastes, which are never identical. If I enjoy historical documentaries, this does not mean that my brother will like them too; he would hardly accept the situation in which I will constantly watch this type of TV programs, and will not let him watch what he wants. This is where pleasure and good come into action. This is where objectivity and subjectivity of virtue become almost tangible. If I base my decision on pleasure, I will neglect the interests of other family members, and will keep doing what I want. Does this mean that I am good, if I experience pleasure in this situation? Certainly, it does not. Good is not similar to pleasant, and pleasure is a subjective category. What pleases me does not necessarily pleases others, but what is good is usually good for everyone. Being generous, attentive to others, and sharing is good; it is also good for those who need this attention and generosity.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   This prism of discussion also possesses a different facet. When a person is good to others, does it mean that this person is pleased with such situation? Coming back to the issue with television and documentaries, a person may certainly accept the need to follow the general standards of virtue, good, and temperance. This person will do everything possible to suppress the wishes and pleasures, and to let other family members watch TV. Simultaneously, this need â€Å"to be good† will probably urge the person to step over his inner principles, and to pretend that to be good is pleasant. This person may avoid displaying the displease with such situation, or may not conceal the irritation, but it is evident that to be good for this person is not to feel pleasure of this goodness.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   What I see as the key element of Plato’s argument, is the need to distinguish between the true and the false elements of virtue, between the objective and subjective standards of our conduct, and between pleasure and good. Plato was also discussing the elements of evil and pain in his work, but these issues seem less relevant to our lives. Evil is always evil, no matter whether it causes pain, but good is not good if it is based on one’s pleasures only.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Conclusion   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In his philosophical work, Plato was actually trying to determine what virtue was. The philosopher used a bright parallel between good and pleasant to suggest that good was objective, and pleasant was subjective. The criteria of pleasure are mostly misleading when a person has to decide what good is. The problem is that good is an objective notion, and the standards of good are usually universally accepted within the specific society. Simultaneously, pleasure is a narrow subjective philosophical category. There is no such notion as universal pleasure. If a person pursues pleasure, this person risks being rejected by the society in the way he rejects the principles of objective good and virtue. If a person wants to follow the standards of good, pleasure should be pushed to the background. In this context, good is not always pleasant. The obligation to conform to the norms of the society is not always linked to any pleasant emotions or perceptions. In order to be accepted by the society, a person might need to overstep his personal principles, and to recognize the importance of good, temperance, power, and justice as the integral components of virtue. Ultimately, the person is to praise the objective moral categories, and to put them ahead of subjective perceptions. This is how human virtue works for the benefit of the whole society. Works Cited Plato. â€Å"Gorgias†. Translated by Benjamin Jowett. 1995. ILT Digital Classics. February 14, 2008. http://www.ilt.columbia.edu/publicATIONS/Projects/digitexts/plato/gorgias/gorgias.html