Political Aspects of International Business

Political Aspects of International Business International Business (INBU350) The political aspects regard the International Business has been passing through changes that in one way or another affect the organizations. Countries fighting for defend of their territories against others or internal conflicts to keep the democracy alive; for instance the war between Iraq and Iran, or the citizens of Venezuela fighting for the survival of their democracy. As a result the pressure of the non-business situations stimulated the manner that the entrepreneurs do business internationally. Politics and the governments own interest have a direct connection with these change. The managerial method to deal with international business has been transform to better understand the foreign government’s politics. (Fitzpatrick, 1983). They have stimulated the evolution of managerial function involves with the assessment and evaluation of the non-business environment that has current relevance. Companies has to start comprehend how the different governments rules and policies works. Firstly the study of the culture, religion, ethnic, and how others companies making business in that particular country has been successfully. In case of those companies that don’t have the capital to invest in researching companies, can use the internal resources like an embassy together with the local government agencies. Furthermore of the strategy of the organizations to introduce products and services to the foreign nation they have to improve the managerial knowledge about it. Entrepreneurs can avoid unnecessary monetary looses if they watch closely any political movement. However companies have no control of any political status that can affect suddenly their business. In the meantime by tracking the governments issues can minimize any unwanted situation that directly or indirectly affect the company status. On the other hand is not guaranteed that everything going to be under control. Meanwhile the international business has a grow pattern ascendance that will dictate the future of how to make business. Every political issue has a cause and effect besides it negative aspects. The important of the globalization and new comportment to make business internationally has transformed the politics, regulations and policies of those restrictive governments. Additionally the endeavor of the international organizations to achieve and regulates the legal system such as ITC, GATT, and others. On the contrary the international law recognizes the right that any country has to accept or refuse any kind of foreign business in their territories. Meanwhile the United States government stimulated companies to establish operations oversea. Government policies can amend and pact relations with international business. Several reasons may cause governments to modify any deal with the international companies even without notification advance. Politics changes can affect dramatically the manner that international business deal with import, export, and trade with another countries. For example China worked a serious restructuration on their politics and regulations with the international companies, which include better conditions of work for the local employees. (Mcubbrey, 2010) Political and legal risks are two very important aspects of running a business of which an entrepreneur should be aware. Failure to recognize these risks and adjust accordingly could potentially hinder the performance of the overall business ‘As a result’ all this evidence indicates that companies that are looking for introduce of their operations internationally expect in return more than money invested. Therefore is about research and analyze how the country selected works regard the foreign companies. The entrepreneurs have to work with a serious analysis that need to include a investigation about culture, religions, ethnics, needs of the population, government, policies, issues and restrictions. Finally the result of this will be a considerable investment of money and resources and will be necessary a good planning to secure, a profitable returns on investments. By studying the international market, analyzing pros and con, and structure a serious business plan companies can prevent loss investments as a consequences of political risk. References Fitzpatrick, M. (1983)Â  Academic of management. Retrieved from: www. jstor. org/stable/257752 How managing political risk improves global business. Retrieved from: www. pwc. com/us/en/risk-compliance/managing-political-risk-improves-business-performance. jhtm

Interviews and Interrogations Policy

Interviews and Interrogations Policy In the world of security, interviews, and interrogations play a key role in solving a case or putting a face to a crime committed. They can be similar but they also have several differences. Interviews and interrogations also come with legal issues because of the way they are conducted. Putting a security policy in place within the organization can help guide security personnel when conducting interviews and interrogations. Interviews and InterrogationsSecurity interviews and interrogations are a way to gather information and facts regarding a case. They both use forms of conversation to attain the most information from the person they are talking to. Establishing a relationship on some level will help both an interview and interrogation. There are major differences between interviews and interrogations. Interviews and interrogations are two very different things. Suspects are interrogated; witnesses are interviewed (Stephens, (n. d. ). Interviews Interviews are informal meetings with a person to gain information regarding a case.The person being interviewed should feel relaxed in order to be open and willingly give information that will help the security officer on the case. They should take place as soon as possible so the details are fresh in the person’s memory and an outside party cannot sway their thoughts. Interviews are used when talking to victims, witnesses, and family members or friends. People being interviewed are normally open and willing to give information regarding the case or personnel under question if they do not believe they are being threatened or intimidated.People being interviewed can help the security personnel gain insight and key details to piece together the bigger puzzle or possibly solving the crime. Respect, truthfulness, and an open-ended conversation should get the interview going in a positive direction and allow the interviewee a chance to express openly and share what they know. In terviews can turn into an interrogation at anytime if the security personnel feels that the person being interviewed has a role in the crime or is gives another reason for doubts. InterrogationsInterrogations are used to gain a confession or attain details from a suspect regarding a crime. Interrogations use an accusatory tone by the interrogator to obtain a confession and can be perceived as hostile. Personnel being interrogated are usually unwilling to give information they know. Interrogators can use persuasion, confrontational tactics, and empathy to procure a confession from the perpetrator or attain more information about the crime. â€Å"Each interrogation is a two-way process in which the subjects are also reading the interrogator.They will read opportunity if they sense any discomfort on the interviewer's part. Therefore, within the legal limits of what is permissible, everything about the interrogation, including the timing, should be set up to give the interviewer the up per hand and to make the subject feel at a disadvantage (McDonough, 2005). The Miranda Rights must be read before beginning an interrogation to use the information given in court and to give the person being interrogated a chance at having a lawyer present. Legal IssuesCoercing a confession or using forms of trickery during an interrogation can cause issues in a trial. There is a fine line between pressing for a confession when they know the truth and pressing for a confession when they are shooting from the hip. They need to have a fairly certain belief that the person in question is at fault in some way or form before hard pressing him or her for a confession. Telling a suspect that if they confess they are free to go or to show a suspect a false report of any kind trying to implicate the suspect is also ways of falsely trying to coerce a confession.Another legal issue that could arise during an interview or interrogation is if the Miranda rights are not read or broken any time af ter they are read and not having a written waiver of rights. Detaining someone for an unreasonable amount of time or without reason is also frowned upon. Another legal issue can happen if security personnel questions a juvenile without their parent or legal guardian present. Security Policy for conducting Interviews and interrogations The first step before you start an interview or interrogation is to know the situation.Whoever will be asking the questions need to know what they are going to ask before they even get into the room. You need to do your research on the subject and the situation that the suspect/witness have found themselves in. When conducting interviews and interrogation you will not work alone. The main person conducting the interview and interrogation will always make sure there is someone present with them when they are asking questions. This is to ensure that you have a witness to your questions and actions at all times. There will be a video camera and listening device (if available) during the interview and interrogation process.Even if the interview or interrogation is being recorded, you should keep notes at all times. These notes will help if there is a glitch in the recording or the video and be able to quickly ask any follow-up questions at the end without reviewing the tape. At the end of the interview or interrogation, your main goal is to get a sworn written statement of what happened and why there was a security violation. Interview The purpose of an interview is to discover certain information about different things. Each situation is different! That is why you need to know the situation before you go into the interview.In most interviews the facts have not came out yet. You are trying to discover the facts from the suspect or witness. During the interview, the setting of the room needs to remain calm so the interview can continue to move forward. The purpose of the interview is to find the facts, so ask questions that will lead to getting the correct facts. When interviewing people, they are not always the main suspects, so do not treat them as if they are. Keep them talking until the facts are found. Once you have the facts, then begins the interrogation phase. InterrogationThe purpose of an interrogation is to find what happened and who had what role in the crime committed. You already have most of the facts so then you want to find out who did it. If you have the main suspect in the interrogation room you are working on getting them to confess to the security violation they committed. You need to gather your thoughts and prepare yourself before you enter the room and begin the interrogation. The setting in interrogations is strict, authoritative, and formal. You will be making accusations but do not coerce the suspect into a confession; it may fall through later in court.You have the facts so you can accuse the suspect of what you think they did. Continue talking to them about the situation. By continui ng to talk to them and asking them the right question they will usually slip and tell you the truth. Once the truth is revealed and you have the right suspect, you need them to write down what happened in a sworn statement. Once the sworn statement is filled out, you hold the suspect or book them. Conclusion An investigator is often faced with a wide range of information when planning and conducting a suspect interview, such as statements from witnesses and victims, technical evidence (e. . DNA, fingerprints), information regarding the arrest and custody and ‘soft’ information (e. g. rumors, tips from informers) (Hakkanen 2009). Even with all this information, sometimes catching the right person is a challenge. With the right questions asked to the right people, either in an interview or interrogation setting, you usually can find out the right answers. Be sure to always withhold yourself to high standards so that your integrity and actions are not questioned after a se curity interview or interrogation, and the case is not jeopardized.

Change

Have you ever wondered what it would be like to switch places with your mom? Or what losing your job would be like? In the summer of 2014 I faced both of these problems. I had just started caddying and was not looking forward to it but, I had just my parents saw it as more than a jobit was a learning experience. I would do anything to avoid going to work even when my parents encouraged me. As an only child my parents always put me first but, when one of them needed me I put everything aside because family comes first. In 2014 my mom fell from a 20 foot ladder. She broke her pelvis and shattered her wrist from the impact of the fall. She was put into a hospital and needed to get surgery for both of her injuries. My dad stayed with her for as long as he could but had to work so I took care of my mom. I had to go to the hospital two times a day to check in on her and see if she needed anything. The situation was very awkward for me because for the first time my mom and I had switched roles. At the time I was happy to take care of my mom because it was an excuse for me not to go to work. For my job you have to be in the top 100 in order to come back the next year. In the back of my head I knew that I was not going to make that because of the situation I had on my hands. After the year had ended I had found out I didnt take the top 100. My parents were disappointed that I did not make the list but where more proud that I had helped my mom when she needed it. The next year my mom talked to my boss and told him why I didnt make the list. He was very understanding and gave me my job back. The next summer when I got back to work I was extremely motivated to make my parents proud and succeed in my job. I worked hard the entire year finished in the top 100 and even received a promotion. As a kid, I didnt realize how important it was tohave a flexible well paying job. My parents always set me up for success and when I was little I was not able to recognize that. By putting everything aside during the situation I was able to learn valuable life lessons along with important things about myself. I learned that no matter what happens in life family always come first and that you never know how someone feels until you walk in their shoes. I took for granted what my mom had always done for me because I thought it was just what she was supposed to do. After I took care of her for that summer I realized how hard she worked to suit my every need no matter how hard the task. I learned that I am hardworking and when I put my mind to something im devoted to do it to the best of my a bilities. The situation helped me to evolve into the person that I have become and at the same time show me that family is the most important thing in life. Spending the time with my parents during a time of hardship brought us closer then we had ever been. I was able to make them proud because of my actions regarding the accident and how I bounced back in life stronger than ever. Not only did I learn things about myself but my family learned that no matter the situation we can always count on one another.

Curruption in Indonesia Essay Example | Topics and Well Written Essays - 3000 words

Curruption in Indonesia - Essay Example Even reducing poverty to a more substantial extent would be an accomplishment. But the slow pace of getting out being free from corruption at a higher level would require addressing deeper issues that Indonesians themselves must know and realize as they face the problem. This paper will provide a more thorough discussion to these claims. One cannot separate the issue of corruption to political and economic liberation. Indonesians have fought corruption as evil towards their march to liberation. First, they had their political independence after World War II from the Dutch (Crouch, 1985) leading to democracy that would empower them politically and economically but the march seems to be slower than desired. Eradication of corruption levels, which are considered high using the standard used by the Transparency International is something that the vast majority of Indonesians themselves want to happen as they see corruption as an evil (World Bank, 2003). With the proposition that that corruption can the affect the ability of a nation or state to deliver basic public goods to its citizens, there is good reason to stop corruption if Indonesians are to enjoy the benefits of their acquired political freedom. If these people cannot get the essential services and the rules that allow their society to function successfully, they would always remain in an economic condition that is less comparable to developed ones. It would mean failing in the very purpose of their government by making a few to have good life but making many of the poor to suffer. If left uneradicated or not reduced to manageable level, corruption is expected to tax most the poor and the vulnerable Indonesia’s greater majority by creating high macro-economic risks. To illustrate, this would result to government not being able to collect the correct taxes that are due from its citizens and failure to do so could affect

Umpqua bank Essay Example | Topics and Well Written Essays - 1000 words

Umpqua bank - Essay Example This paper will discuss the culture at Umpqua in relation to Steins theories of organizational culture. The bank as it sat when Davis took over was starting into its midlife. It had grown and was popular but it was also fighting the possibility of a buyout. Their culture of a small town friendly bank was already ingrained and now they needed to move on. As they said, their present culture was stretched. They needed someone to come with a new plan, make the changes needed and move the culture forward rapidly and that is exactly what Davis did. This new CEO had a vision and was in no way afraid to tell everyone about it, bringing many on board right away. Then to assure that others could see his vision, he sent staff out to popular shopping areas and ask them to look around and figure out what was popular about them. He started calling the bank a store and the thought process about the bank began to change all together. Without them even realizing it, he had put together his change team and the ideas that came out were theirs which was even better. He brought in designers to help the change team figure out how best to put together areas that would meet the needs of their customers. They began to see the things that were most important about customer service such as getting people who could not serve the customer out of sight and cross-training everyone else so they could move the customer through quicker. Schein asks first, "Why change" This is exactly the question that Davis put to the staff and then he ask them if changing the outside was good enough. Did the inside not also need to change The second question is "What does the future need to look like" By this time, Umpqua was on a roll. They had a unique name and a unique concept and now they wanted a building design that met all those needs and that is what they got. The building itself was like no other bank building had ever been. It included all kinds of services for customers including use of the internet and financial counseling. All of the things included created a win-win situation for the customers and the bank. Assessing the present state according to Schein (2009) is important so the change team can evaluate where the present state is as compared to where the new state needs to go. This is often one of the most difficult tasks for a change team to manage due to the fact that the present state according to Schein (2009) is often difficult for them to see. They decided that the only way to get what they wanted was to spend their time 100% making the customer happy and they were only doing that 1/2 of the time now. To solve this problem they put together training sessions for all new managers and for anyone inside the business who felt they might want to move up eventually and trained them in what the new culture was, how it worked and how to please the customer 100% of the time. They also sent these people out to other stores that they felt were doing very well and were within the cultural dynamics that they wanted so they could see firsthand how it was supposed to work. They talked about t he "wow factor" and roll played how the customer should be treated and it would feel to them if they were a part of that service. Shein (2009) often says that the administrative staff must be fully onboard to assure a culture change

No topic Essay Example | Topics and Well Written Essays - 250 words - 40

No topic - Essay Example The expertise of the knowledge is usually associated with the spokesperson’s being preferred to the product being advertised. In most cases, the products that need expertise are usually complicated and sometimes are associated with high financial risk. For instance, the product Dior is complicated; thus, it needs expert spokesperson that is also trustworthy (Sources and spokespersons 01). For instance, the Dior has used CÃ ©line Dion as the spokesperson. This celebrity is an expert with extensive public reputable image; thus, making her an expert for the advert. Additionally, she has been in many other ventures of the same type. Trustworthy persons behind ads usually influence the reception of the ads. In other words, ads with trustworthy celebrities as the spokespersons usually make consumers believe in such products unlike products or ads associated with untrustworthy celebrities as their spokespersons. It is notably, that the same spokesperson in Dior has never had any serious public scandals; thus, she remains trustworthy in her public life making her fit for the product regardless of the products complication (Sources and spokespersons 01). This characteristic is usually pegged on the attractiveness of the spokesperson on the ad. In the case of Dior ad, the image is quite attractive and it is bound to attract many since many consumers and none consumers will like the image thereby influencing their consumption decisions on the product (Sources and spokespersons

My job in futuer Essay Example | Topics and Well Written Essays - 1250 words

My job in futuer - Essay Example Communication must be sent and received if it is to be effective. Whether the relationship is within a family or in the workplace, skills such as showing empathy, listening and being sincere will determine if the relationship is a happy one or one that is full of stress and misunderstandings (EÄŸec and Genà §Ãƒ ¶z, 2006). I have had many successful and happy relationships at school and at home. I have always believed that honest communication without conceit or arrogance is the best way to gain friends and followers. Letting employees know that is acceptable in a clear manner helps them to understand why something they have done might be unacceptable if that situation arises. The final skill that I have obtained that will help me to be a great bank officer is the ability to multi-task. A bank officer may need to act as a salesperson when talking to a customer, an analyst when changing a procedure that is not working and a marketing professional when making coordinated plans with a nother bank officer (Bank, 2006). Wearing many different hats and playing many different roles is something I have excelled at through my college career. I have had many different responsibilities to my family, friends and even an employer, not to mention what I had to do to accomplish my schoolwork. Having many different responsibilities is enjoyable for me and I am good at focusing on the task at hand.Being a good follower and a good leader, acting as an analyst, communicating clearly and multi-tasking are all a part of a bank officer's job.

What is the Major Role of Police in Society Assignment

What is the Major Role of Police in Society - Assignment Example A democratic police force fundamentally enforces the rule of law equally among the members of the society, rather than the rule of those persons in power or with power. Police community relations function as an adjunct or as an alternative to the centralized, bureaucratic model of policing, where neutrality and efficiency are valued (Police and Democracy, 2001, n.p.). Police members are encouraged to view themselves as part of the community and help in solving the problems of the community. Community policing emphasizes the social service and order maintenance role of the police. The underlying assumption of police-community relations is that the police would be more effective in doing its duties by immersing itself in the concerns of the community and if it has the support of and inputs from the community. The justice system in the United States operates under two levels - the federal and state levels. The state justice system basically covers prosecutions of most law violations except those offenses that concern federal government employees, crimes committed across state lines and fraud involving the national government which is covered by the federal justice system. In turn, the justice system is differentiated between the liabilities involved, whether it be criminal or civil. Criminal trials happen when the government prosecutes an individual for violating the rights and security of another individual or the society as a whole. Civil trials involve the settlement of disputes between two parties. In addition to the civilian courts, there is the military justice system which has jurisdiction over offenses committed by military members. There are also a number of Native American or American Indian justice systems which settles disputes between members of various American Indian tribes. The police selection processes have a great impact on police-community relations as the system of recruitment and its purposes will affect how effective the police will be in gaining or maintaining support from the community. Recruitment of members of the police force (or the selection of the police chief for example that takes into consideration the situation of the community) would very much aid in the smooth maintenance of the police-community relationship. For example, if a community is composed mostly of black people, it makes sense to have a police force where its membership reflects the racial make-up of the community. Similarly, recruitment if it has to take consideration of police-community relations, must first look into the recruitment of immediate members of the local community, rather from the outside of the community in question. Â  

Ethics Essay Example | Topics and Well Written Essays - 250 words - 30

Ethics - Essay Example the local community was that the company had to deal with a major blow to this reputation given that it is the world’s largest private employer with approximately 2011 sales of $421.85 billion (Brown and Mitchell 592). The scandal prolonged the struggle within the company that pitted publicized commitment to the highest moral and ethical standards against its relentless pursuit of growth. The company lost customers due to the scandal and it is working hard to rev up growth in its U.S. business (DePree and Jude 21). For instance, it is tailoring merchandise to clusters of stores which can attract similar shoppers it had before. At the company’s Sam’s Club division which saw its small business members increasingly strapped, the company lowered its prices on key items to attract customers back (Brown and Mitchell 596). The company is also working hard overseas to increase profitability and sales in markets like Brazil and China. The impact of this ethical issue to other stakeholder groups like Fayetteville Ark who are the company’s executives are expected to make the case to improve the way the company does business overseas as well as outlining new growth opportunities at the world’s largest retailer (Dharmendra & Haikm 1). The company’s stakeholders have faced increased scrutiny from investors over how it has handled allegations of bribery in its Mexican operations which surfaced like a year ago (Heinman 13). Activist shareholders of the company have been denied a chance to vote out the board members like the descendant of the company who is the founder and owns around 50% of the company’s shares (Anja 1). Despite this, the fact remains that the growing dissent has shown a loss of confidence wit the board. The company’s customers and stakeholders no longer have the confidence they had for the company before it was involved in the

Professional career development Assignment Example | Topics and Well Written Essays - 1500 words

Professional career development - Assignment Example According to Best and De Valence (25), there are certain determinants that characterize the form of the building that a client gets. Economic and legal requirements are by far the most compelling factors, but the other factors including technology, materials, functional and climatic factors affect the project. Client’s specifications on the building are based on the circumstances surrounding these factors. Risk distribution between the constructor and the client can be assessed for various projects to determine the impact that client type has on design and construction elements of a project. In the following three client types, study has been conducted to highlight the intricacies involved in the determination of risk distribution and the impact passed on to the entire project procedures. Three sectors of the industry have been chosen discussed in the section. Domestic construction market is characterized by private ownership and individual preferences. The domestic building and construction market can further be divided to include various client types, for instance a family which needs a small house, medium and big home builders. First time builders and luxury house builders across the size demands of buildings are also observed in the market. The direct involvement of the client in the project is increased by the direct ownership factor which also increases accountability on the part of the client. Due to the fact that the domestic housing competition is heightened by the slender barriers of entry of new competitors enables the clients to enjoy the benefits of a competitive market. Some of the benefits enjoyed include lowered costs and a variety of service providers to choose from, which enhances preference. Such a diverse market features a variety of risk distribution, project duration, location preferences as well as and costing flexibility. The domestic market

Visa Company Essay Example for Free

Visa Company Essay Internet shopping is just one of the many types of â€Å"Shopping from Home† (Trading Standards Service, New Jersey, p. 1). The convenience of shopping online had encouraged shopping for airline tickets, computer hardware, books and even stocks and mutual funds. In the United States studies in 1997 showed that Americans spend as much as $5 trillion annually (Strategies Group Inc. , 1998). In another study, Visa Company estimates that 30% of Internet users, corresponding to 18.3 million shoppers will have to shop online in 2002, which mean that it will triple the 1997 figures (Visa, 1996). Visa also found that 25% of Internet users in 2002 have visited websites for shopping purposes while 12% have undergone banking transactions. Relative to percentage of internet shoppers by age group, Strategies Group Inc. estimates that 77% of consumers ages 25 years and below are willing to shop online while 67% pertains to consumers ages 26 to 34 (Strategies Group Inc. 1997). Technology and the globalization trend has made even shopping more convenient to people. These factors have influenced much of the shopping behaviors of consumers and Internet shopping is not an exemption. Several other factors include the following: (1) experience in conventional in-home shopping methods, (2) internet experience, (3) work in the computer branch, (4) convenience factors, (5) uniqueness of the product sold in the Internet, (6) perceived risk and (7) the desire of consumers to experiment (Yankelovich Partners 1996). Aside from these factors, there are studies that show some other factors that are somehow related to the consumer’s Internet shopping behaviors. Time and internet experience according to Network Wizards influence internet shopping behaviors stating that online shoppers are frequently people who spend more time over the Internet or those people who regard Internet surfing as a habit (Network Wizards, 1996). TAKING THE RISKS OF INTERNET SHOPPING The convenience and fun of Internet shopping have corresponding risks that consumers must take and must seriously consider. Because Internet shoppers are required to give their personal information such as name, address, phone numbers, credit card numbers and even Social Security Number (SSN), shoppers are at risk of fraud and identity theft. Our main concern in this paper is to trace back the processes that Internet shoppers undergo before the actual purchase of the product in order to find out where is the loophole located. There have been studies and surveys including criminal records that prove fraud and identity theft to be true. Surveys provided by the Privacy Rights Organization revealed that there are about nine million victims of this crime each year. Studies also show that there are various ways criminals have been using in order to steel one’s identity. They can acquire personal information such as SSNs, driver’s licenses, credit card and ATM numbers including birthdates, addresses and phone numbers that they use to spend the victims’ money without permission. This is done through the process of impersonation. There are two types of identity theft: Account takeover and application fraud (Privacy Rights Clearing House, 2007). Account Takeover happens when the criminal â€Å"acquires your existing credit account information and purchases products and services using either the actual credit card or simply the account number and expiration date. † On the other hand, Application Fraud (true name fraud) happens when the criminal opens new account in your name using your personal information he acquired somewhere. There are several ways by which personal identifications are stolen by these criminals. The website of the Privacy Rights Clearinghouse has provided the following information relative to the most common methods by which one’ identity is stolen. One way is called Dumpster Diving wherein criminals may come as scavengers who fish for unshredded credit cards, loan applications and other documents containing personal information such as SSNs in trash bins. Criminals may also steal mails by unlocking mailboxes. They may also other documents in the mailboxes such as issued credit cards and other documents containing vital information relative to one’s identity. Shoulder Surfing can also be one way wherein criminals can acquire PINs by looking over your shoulders while doing business on ATM booths. Finding identifying information on Internet sources, via public records sites and fee-based information broker sites are ways wherein criminals acquire personal data but they remained unnoticed. Criminals also send email messages that look like they are from your bank, asking you to visit a web site that looks like the banks’ in order to confirm account information. This is called phishing. Take note that of the five methods enumerated above, two are related to the use of the Internet. This therefore suggests that Internet shopping, using the fact that the process requires the use of personal identification numbers, is risky. It is therefore important that each Internet user, especially shoppers, have knowledge on the risks of Internet shopping. Moreover it is important that they too have at least the basic knowledge of Internet and email security information. WHAT SHOPPERS SHOULD KNOW ABOUT INTERNET SECURITY There is basic security information that every shopper should be aware about the Internet. Take note that this information is required by websites who are into the business of online retailing. The terminologies that we are going to discuss are defined and described based on the information provided by the Office of the E-Envoy (Security Tips: Beginners’ Guide to Computer Security). One should learn the importance of a password. A password is a code which the website asks in order to have an individual and exclusive access of the site and the account you have created. Passwords may either be a series of numbers, letters or a combination of both. It is basic and a requirement that such password is a secret code that should be exclusively revealed between the user and the company and therefore should not be disclosed or shared to anyone else. A Security Lock Layer (SSL) is a software tool which ensures that information sent to or from a website cannot be viewed during transmission. It uses a public and private key encryption system. Another security tool common in the Internet is the Padlock. There are cases wherein the Internet user comes across with a padlock (a figure displayed as in a real padlock) displayed in the browser. A padlock in the browser suggests that the website is secure since they are using the SSL software. A site in the padlock therefore means that the information you are transferring from your computer to the operating system of the website offers the assurance that they cannot be intercepted by anyone during the transferring process. Each shopper is also advised to look consider only secure browser when doing online shopping. A secure web browser complies with the standard technical security protocols. This compliance gives the website visitors the assurance that the information they provide to the site cannot be viewed by unauthorized persons. Secure web browsers necessarily has the padlock symbol which when double clicked will reveal a â€Å"digital certificate† which confirms that the site is authentic. Needless to say, Internet shoppers should always shop only on authentic websites. Remember that â€Å"phising† is one of the many ways you can be fooled by imposters.

Kant vs Mill Essay Example for Free

Kant vs Mill Essay In the Foundation of the Metaphysics of Morals, the author, Immanuel Kant, tries to form a base by rejecting all ethical theories that are connected to consequences, and then focusing on our ethical motivations and actions. Kant wants to derive good characters out of contingently right actions. He believes that everything is contingent (everything can have good or bad worth, depending on how it is used). So he is trying to find the supreme principal of morality in all his reasoning. Kant also believes that an action is right or wrong based solely on the reason by which it was performed. However, a Utilitarian, like John Mill, would reject Kants reasoning of originating good characters out of actions alone, and instead argue that if an action has bad consequences, then the action was morally wrong. Kant believes that an action has moral worth only if it is done out of respect for our moral code. He names this moral action a ? duty. Kant also believes that in determining the moral worth of an action, we need to look at the maxim by which it was performed. So, we need to look at ones reason for doing an action to determine if it is a duty. If the reason for performing the action is justified, then the action is a duty. However, Kant says there are two different types of reasons for performing an action. Kant calls these reasons ? imperatives. The first reason for performing an action, the hypothetical imperative, is based on consequences and on our personal preferences. They are also contingent, meaning that they can be good or bad depending on how they are used. People choose to perform a given action because of the hypothetical imperative. The second reason for performing an action according to Kant is called the categorical imperative. These are not based on our preferences, dont deal with consequences of an action, and are derived a priori. They are completely separate from hypothetical imperatives. We all have knowledge of categorical imperatives before experiencing them first. They are kind of a second nature for us, which needs to be recognized according to Kant. These are the most important reason for performing an action. These imperatives also have the characteristics that Kant needs in order to make his point that all of our moral principals are categorical, have absolute authority, and are independent of different situations. These categorical imperatives have three different formulations. The second formulation of the categorical imperative deserves the most attention. The second formulation states that all rational beings should be treated as ends, because they are ends in themselves. So in making a decision, we must choose the action which respects the ends of others and of ourselves. This would be respecting an individuals autonomy. Autonomy is commanding yourself to do what you think is a good idea to do. Since your self-identity comes from the autonomy principal, it is making choices based on your values. Each person has an idea of how they want to live their life, and with interfering with that idea, we are showing that person a lack of respect for their whole person. A good example of interfering with a persons autonomy is making false promises to somebody. When we lie to someone, we take away their choice by exploiting them. So when we take away their choices, we take away their autonomy. This is because it distracts the persons perception on what is the case. If they cant see everything clearly and make a good, moral choice, that is because they dont know what they should. So we rob them of the ability to control themselves and their future. If everybody made choices and acted on their autonomy, would this world be a safe place to live? It wouldnt, because some people have no morals, and their autonomy tells them it is on their best interest to kill somebody. However, if each person respected the ends of themselves and of others, while acting on their autonomy, it would be a very safe place to live. In fact, it would be a perfect community. Kant calls this idea the ? Kingdom of Ends. In the Kingdom of Ends, only those moral laws which respect and further the establishment of this perfect community are adopted. This perfect community is impossible to achieve, Kant says. But he says it is our best interest to try to reach it. As I mentioned before, a Utilitarian, like John Mill, would argue against Kant by saying that an action has moral worth based on its consequences alone. Mill would argue against Kant by saying that making false promises are good or bad, based on the outcome, not on making the false promise. Mill would argue that if lying to somebody saved them some misery, or even their life, then lying to them would be the right action to do. For example, if you knew that somebody was going to get the crap kicked out of them tomorrow in class, and this person happened to be your friend, then you would tell them that your instructor called and class was cancelled. This would be making a false promise to your friend, and will most likely have good consequences because your friend did not go to class and get beat up. Mill says this is the right action to take in this situation, because there were good consequences in the end of things. However, Kant would completely reject this idea of performing actions based on consequences. He does this based solely on unforeseen consequences. We cannot hope to predict the outcome of any given situation. It is impossible; there is no such thing as seeing the future. So by making a false promise to your friend, you have still done the morally wrong action, even though it will most likely save them some suffering. It did indeed take away their choices, so they cant act in a way they want to act (going to class). I happen to agree with Kants idea here. I think that no matter what the consequences are, performing the right action is always the right thing to do. Overall I think that Kant has better arguments because they are directed at the individual, not at society in whole. I also agree that the moral worth of actions is determined by the motivating principal of the action, not by the consequences, like John Mill. So I am a deontologist, for the most part. However, I also agree with some of the things that Mill has to say. So is there a way that we can combine the ideas of Mill and Kant together in order to form a perfect society in which everybody is happy? I dont know the answer to this question, but we should all strive to do so, and we should start by respecting each others autonomy and treating others as ends.

Chinese business negotiation styles and their impacts on the success of business with indian counterparts

Chinese business negotiation styles and their impacts on the success of business with indian counterparts 1. Introduction With Chinas accession to the WTO and the upcoming 2008 Olympic Games, China will become a new modern country and we will have increasing chances to cooperate with other countries, such as India, from all over the world. Business between China and India is becoming more and more frequent and important, and China will have more opportunities to negotiate with India. The commercial activity cannot go smoothly without negotiation. Business negotiation cannot be separated from culture. Business negotiation is a series of actions, and culture is a lubricant to the process. Knowing about the other sides culture will yield twice the result with half the effort. Also, different cultural values could bring barriers and problems in business negotiation. To understand different negotiation styles of us and India is significant. In this paper, I will analyze the negotiation styles of China and India, and find out the difference between them. Analyzing the business relationship between them and gi ve some suggestions about their negotiation. 2. Studies on the negotiation styles of the Chinese and Indian people 2.1 Chinese business negotiation styles Every people have his or her own negotiation styles, to master his or her negotiation styles will be of great help to the successful business. As a result, what we should understand first is the meaning of Negotiation Styles. â€Å"The negotiation style refers to the words and deeds behaved by negotiators in the course of negotiation. It is closely related to cultural traditions and cultural background, and obviously different from thoughts, characteristics of tactics and behaviors of the negotiators in the other side.† (Ma, 2004, p.450) Generally speaking, China is considered a friendly country. Dating back from Confucius age, propriety (Li jiao) has been paid great attention to. Chinese people are friendly, generous and helpful. Mostly, the Chinese people would warm their guests in either business or travel. The Chinese businessman is accustomed to â€Å"try peaceful means before resorting to force† (Xian li hou bing). When they do business with foreign counterparts, they are very likely to build a good relationship at the first time. In Chinese, there is a phrase â€Å"La guan xi†. If the two sides have cooperated before, the Chinese may possibly remind of the relationship between the two sides, which also has a Chinese phrase called â€Å"La jiao qing†. Acting in good faith occupies a great position in the mind of Chinese businessman, and the Chinese value a lot on emotion. Frequently, the Chineses sincere and warm attitudes help them win a good impression before they do business with others. Nevertheless, â€Å"try peaceful means before resorting to force† also means the Chinese would have their tough attitude as well, especially when they are in a hard situation. They are reserved, seldom showing their attitude directly. Even though they master all details of the negotiation, they would invite their partner indirectly to lay his cards on the table. When the negotiation has reached an impasse or some barrier, the Chinese would attempt to break the deadlock by making generous and thoughtful decision to maintain the relationship. They are easy to give accommodation for the sake of friendship. 2.2 India business negotiation styles Indians are warm and welcoming people who enjoy harmonious relationship. Once one has built a comfortable relationship with the local counterpart, the formal negotiation process can begin. In business, they are good at serving their own interests through trickery, desiring for quick success and instant benefits and scheming for convenience. (Richard, 2004, p.222) As a result, they prefer dealing with samples. Indians are also patient. In the business negotiation, they often spend a lot of time until they make a final decision. The Indians love bargaining. (Waterloo, 2002, p.318) Strangely, in their minds, justice means the counterpart who has more money or who is more popular should pay the bill. When negotiating, they would say naturally,† your capital is much more than us, so you must pay for†¦Ã¢â‚¬ India is an ancient culture with splashes of modernity throughout its business sector. Making researches on each company thoroughly and finding out the nature of their management style are necessary. Many large companies in India are family owned and operated. Dont assume that good relations with one family member could constitute access to the source of comme rcial power. Internal rivalries between family members are bitter, personal, and long-standing. 2.3 China and India business relationship There exists a long traditional friendship between the Chinese and Indian people. People of both countries have had great sympathy with each other and supported each other in the struggle for national independence. On 30, December 1949, the two countries built up relationship. Both China and India are huge markets. They are engaged in economic reforms and, with more economic development in both countries, more varieties of commodity could be offered for exchange. Economic cooperation in the fields of steel, petroleum, space, software, etc. has been developed. (Cheng, 2005, pp.90-91) Since 2002, leaders of the two countries have visited each other frequently, which promoted business between them greatly. China is expected to surpass America, becoming the biggest business partner of India. Both China and India enjoy the most promising foreground all over the world. In 2005, the total trade between China and India reached US $ 18.7 billion, increased by 38% than the last year. China has supported Indias participation in the APEC, while India has always supported China in the Human Rights Commission. Both China and India are huge markets. They are engaged in economic reforms and, with more economic development in both countries, more varieties of commodity could be offered for exchange. They share common interests as follow: The most important common interest between China and India is a peaceful and stable environment for their economic and social development. It is also in the common interest of both China and India to develop more trade and economic cooperation among themselves. Trade between the two countries grew quite fast in the last decade. (Zhang,

Gold Strike, Relating To Cry, :: essays research papers

â€Å"Gold mining union plans one-day Free State strike† An article dated March 17, 2000   Ã‚  Ã‚  Ã‚  Ã‚  NUM, or South Africa’s National Union of Mineworkers, is organizing a one-day strike at Free State gold mines. They are protesting the poverty and job losses from the mines. NUM is the country’s biggest mining union with 50,000 members, and on March 22 the strike would affect five gold companies; AngloGold Ltd., Gold Fields Ltd., Harmony Gold Co., Avgold and African Rainbow Minerals. NUM spokesman Ikaneng Matlala didn’t say, however, how many members of the union would participate on the strike, but did say â€Å"All the gold mines in the Free State gold fields are going to embark on a strike.† The protest is against the gold mines because of the huge job losses in the last fifteen years. In 1987, gold, being the backbone of the economy, employed 530,000 miners. After the end of apartheid in 1994, South Africa’s economy was open to foreign competition, and the gold industry had to be restructured. The gold price has been decreasing as well, and today only 200,000 miners are employed. This current event relates to Alan Paton’s, Cry, the Beloved Country, because mining supported Johannesburg, and references were made to the mining industry throughout the book. Many characters voiced their opinion that it was the black men that economically supported the white men in South Africa, and they were diseased and injured by it. That they worked for cheap, were exposed to dangers, and then when they needed medical attention the non-European hospitals were less than inadequate. John Kumalo gave speeches on strikes against the gold mines. Gold was found in a new area, Odenaalrust, and the white men wanted to change the name because it was too hard to pronounce.

Compare and Contrast: ‘A desirable society’ Essays -- Literary Analysi

Both Andre Brink’s ‘A Dry White Season’ and James Joyce’s ‘The Dead’ display two very different societies undergoing artistic, cultural and political transitions. In 1914, Ireland saw the Nationalist party at its peak, where Irish society was desperately searching for a sense of cultural identity and political stability. Joyce takes an apolitical approach in order to objectively show Dublin to his fellow Dubliners in his ‘nicely polished looking glass.’ Andre Brink, in comparison, documents a temporal shift into 1976, during the Soweto uprising, in which the non-white population of South Africa protested against the Nationalist Party’s apartheid regime. Brink, like Joyce, draws upon this inspiration to offer a truthful commentary upon South African society. Although both novels are placed within entirely contrasting contexts, both display similar themes of political unrest and social division, which reveals two very flaw ed and undesirable societies. In this essay I will compare and contrast the ways in which Joyce and Brink portray the societies that they are a part of. I will compare the treatment of colonisation, segregation and both cultural and nationalistic identity in each novel, and argue the integrity of each author’s commentary and critiques upon two transforming nations. Colonisation plays an important role in both Brink’s A Dry White Season and Joyce’s The Dead. Brink bases the events of his novel around the Soweto uprising, in which South Africa’s non-whites fought against the Nationalist Party’s apartheid regime. The main conflict was over the Nationalist Party proposing schooling in non-white schools to be carried out in both English and Afrikaans languages. The non-white student population much preferr... ...ue of national identity, with the influence of colonisation and conflicting ideas. One detail that is consistent in both Joyce’s The Dead and Brink’s A Dry White Season is the completely apolitical and factual approach the authors take. Without forcing any ideas upon the reader, Joyce and Brink allow us to construct our own opinions upon the way in which their societies operate. Works Cited Deane, Seamus. 1982. Joyce and Nationalism. Sussex: The Harvester Press Diala, Isidore. 2002. History and the inscriptions of torture as a purgatorial fire in Andre Brink’s fiction. Texas: University of North Texas Levenson, Michael. 1994. Living History in â€Å"The Dead.† New York: St Martin’s Press Pecora, Vincent P. 1986. â€Å"The Dead† and the Generosity of the Word. PMLA 101.2 Schwarz, Daniel R. 1994. â€Å"The Dead† A Critical History. New York: St Martin’s Press

Benito Juarez Essay -- essays research papers

Benito Juarez was one of the most prominent and resourceful leaders in Mexico’s history. He raised the standard of living and championed the poor. However, it took Juarez half his life to become such a dominant political figure. He was born in San Paulo Guelatao in the Mexican State of Oaxaca. His parents were Indians, and he was raised a shepherd boy. His parents died when he was three, leaving Benito to his unmarried uncle. His uncle believed that the only way for him to better his place in society was to become a priest. So, on December 18, 1818, Benito at the age of twelve ran away to the city to learn. He entered the city penniless, and didn’t even speak the language. He soon got a job helping a bookbinder, and attended a parish school. He soon left the school because of discrimination, and social class divisions. He worked, and was then able to enroll in the Holy Cross Seminary. Benito did not want to become a priest, but the free education kept him there. Then, at 22 he entered the Institute of Sciences and Arts, and he studies Physics, and then law. In 1831 he finished his studies, and went to work in a law office. That same year, at age 25 he was elected to the position of city alderman. Then, in 1833 he was elected to the Oaxaca State legislature. Next, in 1834 he became the attorney for the state. Governments changed, as was characteristic in Latin America, and he was thrown in jail. He then was released, and gained support of both Libe...

Organizational Development †Executing Change in a Hostile Environment Essay

Introduction If we analyzed then we come to know that the pace and degree of change in the modern working environment over the past decade have been enormously high, and they show no signs of slowing down. Every year, latest challenges and threats to America’s national safety appear from all corners of the earth. In response to these changes, many organizations leadership unveiled the company’s Vision by the Transformation Campaign Plan. Today, the organization’s transformation attempt has produced a number of temporary successes. It has also conventional a good deal of censure, both from inside and exterior the force (Dennis L. Johnson, 2004). Transformation, by it’s extremely nature, is a multifaceted procedure. Simply defining the phrase presents a challenge. What, precisely, have to change for â€Å"transformation† to take place? How much transform is â€Å"enough† to meet the criteria? Does the change have to be long long-lasting and, if, so, how long is long sufficient? And how can these deliberations are clearly converse to members of the organization to create a common understanding of what transformation â€Å"is?† While each of those questions lends itself to supplementary research and thought, for the purposes of this paper â€Å"transformation† is defined as a set of lasting main changes inside an organization implemented by organizational leaders in order to modify not only the way the organization does business, but the way people inside the organization believe and act in carrying out their roles as a member of the organization (Pollitt 1993). Reorganizations are magnificent for creating the delusion of growth as ensuring that nothing essentially changes. It is an effort to get something for nothing a feeling of the enjoyment of growth with no having to go through any of the pain connected with real change. Reorganizations are so intimately connected by means of organizational change that those charged with such changes are tempted to achieve for the organization chart first thing. In fact, reorganization is almost certainly the last step in any change procedure, a step taken to harden changes previously in place It is far more effectual to eschew aggressive the organization chart and instead begin by formative what needs to be done to expand real change in organizations. Moreover, you can get any change procedure off to a good create by assembling a group of people who desire to change, having them reveal how the change is good for the organization, and then working to have this change adopted during the organization. We call this the â€Å"Quaker† approach to organizational change. The victorious movement to expand project offices will ultimately lead to essential change in organization practices. As with any essential change procedure, those in the precursor the people implementing the offices will frequently feel like missionaries introducing new practices into a hostile environment. Early missionaries found it hard to get further people to change their ways, and a few of them suffered tremendously from the wrath of people they were trying to change. Legends tell us how quiet, no t hreatening Quakers originate an improved way. Work teams symbolize a leap forward in joint potential for numerous organizations. The problem is that mainly teams fail mainly since they survive in neither what can be termed a hostile environment an environment that neither demands nor authorize association. Literature Review Throughout the past twenty-five years, organizational change both inside the military and in private industry has been the subject of countless speeches, articles, and books. Given the technological, economic, military threat and additional changes impacting on organizations today, transformation will certainly be a much-studied topic for years to come. This research sought to decide the significance of an exact business alter model to the transformation of the United States Army. In determining this significance, literature was collected and grouped into three general areas: organizational transform and leadership theory, historical case studies of past Army transform efforts, and present Army transformation challenges. This literature review deals by means of sources in each of these three areas in order to set up a common baseline for further discussion on the research questions and analysis of the resulting information. Organizational Change and Leadership Theory No doubt, organizational change, transformation, leadership, and management have become tremendously popular subjects of study inside the business community as business executives, scholars, and theorists attempt to come to terms with the ever-increasing and challenging demands of today’s profitable world. Many experts work, Leadership, dealt chiefly by means of leadership at the political-strategic level, but is pertinent to transformation in the sense that experts sought to show that â€Å"leadership is not anything if not associated to collective purpose . . . leaders must be judged . . . by actual social change . . .† (MacGregor 1978, 3). The 1990s saw the publication of innumerable works on managerial change, transformation, leadership, and management in response to changing technologies and the worldwide economy, and their impact on businesses. The enormous bulk of these writings, though, were eventually seen inside business and academic circles as â€Å"flavor o f the month† solutions, stressing new but unverified management techniques that unsuccessful to last. Perhaps as a result of both this focus on â€Å"management† (rather than â€Å"leadership†) and various educational differences flanked by the business world and the military, much less has been written concerning the actual procedure of transformation and organizational transform inside the United States Army. This lack of literature on applying transform theory to Army transformation is to some extent surprising, given the fact that this organization has undergone, and continues to experience, as much or more modify as its counterparts in the business world. At the same time, though, it is precisely this lack of published literature that highlights the need for more. It may also have been this lack of literature that led retired General Gordon R. Sullivan in 1996 to publish his book Hope is Not a Method. No doubt, having just retired as CSA, Sullivan touched upon precedent Army transformations all through his book, but focused first and foremost on the period among 1991 and 1995, and wrote from the viewpoint of what modern business leaders could learn from the Army’s transform initiatives. That similar year, famous Harvard Business School professor John P. Kotter published Leading Change. Writing from knowledge, having individually observed and studied dozens of main corporations over a twenty-year period, Kotter’s work was right away highly praised in both the educational and business communities, staying close to the peak of Business Week’s smash hit for months. Since its periodical, Kotter’s labor has also entered the Army organization as recommended reading for leaders, and is now incorporated as part of the set of courses at the Service’s premier enlightening institutions the Command. Kotter’s Leading Change Kotter opens Leading Change by means of the now-common declaration that the amount of important change faced by organizations grew extremely throughout the previous two decades, and that this upward trend would only increase in the predictable future. As acknowledging that a hardly any businesses had undertaken changes and materialize improved prepared for the future, far too lots of others had failed to attain success in their transformation efforts. Kotter lists eight ordinary errors that time after time helped derail change initiatives, then turns those mistakes approximately and provides an eight-stage procedure for leading organizations during winning transformations. Kotter defines his eight stages as: Establishing a logic of importance identifying and removing (or at least minimizing) sources of satisfaction inside the organization, taking advantage of (or even creating) a disaster to catch people’s notice, and providing enough independence for those mid- and lower-level managers who are so significant to the change procedure. Creating the guiding coalition building an excellence team of people who trust every other and who, focused on the similar objective, can expand enhanced ideas and make improved decisions more professionally and rapidly than a single person. Developing a visualization and policy labeling vision as a â€Å"central part of all great leadership,† Kotter states that a high-quality vision provides an conceivable picture of the prospect and has three significant purposes: clarifying the universal way for change, motivating people to take deed in that right course, and helping organize the actions of dissimilar people, aligning them in the right direction. Associated plan provides the â€Å"logic and a first level of detail to show how a vision can be accomplished† (Kotter 1996, 75). Communicating the transform vision generate and incessantly stating, using a diversity of forums and media, a without fail clear change message in order to offer personnel with an ordinary understanding of the transformation’s goals and way. Kotter believes this phase is between the hardest to â€Å"get right† because of the sheer scale of related rational questions that must be answered and the moving ties to the status quo that must be severed mutually by the guiding coalition and those personnel the coalition is working to convince. Particularly throughout this stage, excellence listening and leading by instance are just as significant as actually talking concerning the message. Empowering employees for broad-based deed removing barriers (Kotter focuses on four: structures, skills, systems, and supervisors) to put into practice the alter vision so that a wide base of people inside the organization can take action toward the transformation objective. Generating short-term wins providing extremely noticeable, unmistakable proof that sacrifices involved by the transformation are value it, in order to build impetus, undermine cynics, keep bosses on board, and repayment change agents early. Consolidating gains and produce more change maintaining the impetus and gains made throughout the first six stages, sustaining the intelligence of importance regarding transformation, and using augmented leader reliability to alter every system, process, and policy that fails to fit together with others inside the overall transformation vision. Anchoring original approaches in the civilization â€Å"grafting new practices onto the old cultural roots of the organization while killing off the inconsistent pieces† (Kotter 1996, 151). Contrary to the usually conventional model of â€Å"change norms and values first; everything else will follow,† Kotter believes that altering an organizational civilization really comes last not first in the procedure, and is only possible after a lot of talk and hard work, as well as optimistic results which show people that the transformation approaches really labor and are better than â€Å"the old way.† Fundamental these eight-stage models are two key basics: first, that the series of stages is relatively significant and unchanging; second, that â€Å"leadership† (as opposed to â€Å"management†) is the most dangerous feature of the modify effort. Additional Organizational Change Theory Any transformation or main organizational transform usually begins by means of a leader’s understanding that there is in reality a need for alter. This understanding may be outwardly driven, as in period of war, or it may be the consequence of the leader’s appraisal of the organization and the environment in which it operates. Many experts describe this feature of change theory as a key part of the first of what she sees as five states in which businesses operate throughout a alter movement: stagnation, preparation, completion, determination, and completion. These realizations concerning the need for change have to come from someone in a position of authority, and must lead to a powerful demand for alter in order to set the procedure in motion. Organizational Transformation and Hostile Environment Let’s take a quick tour of hostile environment in organization. No doubt. From our early twenty-first-century vantage point, there is abundant proof that women in the military face a hostile office environment. The military or any organization is both a place of work and a literary institution. As many men and women work helpfully in military settings, the institutional culture of the military has been beached in supporting maleness and in defining women as the feminine â€Å"other,† in affirming men as the Protectors and women as the secluded.   Linda Bird Francke defines military culture as â€Å"driven by collection dynamic centered approximately male perceptions and sensibilities, male psychology and power, male anxieties and the confirmation of masculinity.† (Michael H. Schuster, 2006, PP. 45) Historically, as Cynthia Enloe be reminiscent us, â€Å"Military strategists have tried to use women for military purposes only in those ways that will not unsettle the military’s masculinized status.† (Druckman, D., 1997) Moreover, as womanly workers in the typically male military, women have frequently met a hostile workplace environment. No doubt, feminist legal philosopher Vicki Schultz suggests that such workplace favoritism based on sex â€Å"has the form and function of denigrating women’s competence for the purpose of keeping them away from male-dominated jobs or incorporating them as inferior, less capable workers.† (Patricia A. Mclagan, 2002, PP. 26) Over the route of this campaign for rank, military nurses themselves added a latest measurement to the discussion. A lot of them saw military rank as a tool to stop the hostile working environments they knowledgeable in period of war nursing. Nurses were in the midst of the lots of women workers who experienced surplus sexual advances and a hostile environment from male coworkers and manager before the war and military service in remote units far from hold up networks and with only some constraints on the power of male officers meant that nurses practiced a heightened susceptibility to methodical workplace hostility throughout wartime. The answer, for lots of nurses, was the attainment of military rank as a way to make sure a safe place of work for women nurses in wartime and beyond. To some extent, the sexual desire-dominance example represented growth. It was significant for courts to be familiar with that gender favoritism can take the form of sexual proposal. But the example also foreshadows problems. By highlight sexual abuse, the paradigm endangered to eclipse other, evenly damaging forms of gender-based antagonism. Disaggregation incomprehensible a full view of the conditions of the place of work and makes together the hostile work environment and dissimilar treatment claims look trivial. When detached from a larger pattern of biased conduct, sexual advances or mockery can appear inadequately severe or all-encompassing to be actionable. By the similar token, when detached from sexual overtures, companionable forms of harassment may come into view to be gender-neutral hazing that has nothing to do by the victims’ womanhood. Certainly, when women are deprived of the training or hold up to do well on the job, they can easily be made to come into view (or even become) less than fully capable at their jobs. This lack of ability then becomes the good reason for the very maltreatment that has destabilized their performance (Vicki Schultz, 1998, PP. 1683-1805). The courts’ customary breakdown to understand the scale of women’s masculinity troubles at work, in fact, has only been make worse by the prevailing paradigm’s importance on sexual forms of harassment. Singling out sexual advances as the spirit of workplace harassment has allowable courts to feel enlightened concerning protecting women from sexual infringement, as at the similar time relieving judges of the blame to redress other, broader gender-based evils in the workplace. It is not sufficient to focus on the damage to women as sexual beings; the law has to also address women’s systematic difficulty and make easy women’s equal empowerment as original, committed workers. We need an account of hostile work environment pestering that highlights its lively relationship to better forms of gender pecking order at work. Moreover, in England, individual capitalism slowly gave way to decision-making capitalism. One indication of this development was the shift to a multidivisional organizational form. Here, decision-making power was comprehensive to company divisions, which even although they were controlled and synchronized by headquarters were distinct on product or local lines. Such a system made business governance by a person or a family virtually not possible. Let’s take an example of the American consult firm McKinsey & Company played an important role in this organizational transformation. As a scientific matter, it may be probable to square the Tenth Circuit’s psychoanalysis in Ramsey with its previous acceptance of the McKinney rule in Hicks. No doubt, the Ramsey view suggests that the plaintiff may have failed to plead the companionable incidents as part of her pestering claim. Thus, the court did not specifically rule, opposing to Hicks and McKinney those incidents could not count toward set up a hostile work environment. However, there is nothing that would have banned the court of appeals from bearing in mind the nonsexual conduct for purposes of assess the hostile work environment claim on appeal or at least straight the trial court to do as a result on remand. At a smallest amount, it seems clear that the director’s biased comments should have been careful proof of a hostile work environment. More lately, a number of additional courts of appeals have begun to weaken McKinney as purporting to follow it from side to side a new way. These courts of petition (and district courts in these routes) cite McKinney positively for the proposal that nonsexual behavior may be incorporated in a hostile work environment claim. Casually, though, these courts carry on to single out sexual go forward and other sexually open actions as the â€Å"real† harassment, concluding that the companionable pestering did not occur because of the plaintiff’s sex. Thus, in adding up to the harshness or occurrence element, causation has become a key constituent on which plaintiffs lose hostile labor environment claims. Also, some cases apply a sharp causation standard: Rather than requiring plaintiffs to show easy but for causation that the pestering happens because of sex–some courts demand a presentation that the pestering was motivated by â€Å"gender animus.† (Franco Amatori, 1999, PP 78) Though proof of nonsexual bad behavior sometimes meets the causation hurdle–particularly, behavior that on its face reveals a disparaging approach toward women on the job–other nonsexual conduct of the kind that is so usually directed at women by their male coworkers fails to list as gender-based. Motivation for Change in Development Strategies If you asked this executive to name the single most important factor in change, he would undoubtedly give you the same answer as most managers: people. Business books, seminars, and workshops all reinforce the same message today. Whether you’re rightsizing, restructuring, reengineering, or retooling, you must focus on the people side of change. Without the support and participation of a highly motivated workforce, organizational change is simply much too difficult to carry out successfully. Yet despite the widespread acceptance of this management precept, people problems still abound whenever organizations undertake change. Studies show conclusively, for example, that any time a restructuring is announced, turnover increases, on-the-job accidents rise, mistakes and errors multiply, and absenteeism skyrockets. No matter how well managers explain the business imperatives behind change, or how much effort they invest in formulating a new vision and communicating new corporate objectives, people react to change in negative ways and often resist it. Even when organizations are able to effectively mobilize their people in the early stages of a change effort, it’s not uncommon for people problems to surface somewhere down the road. In a recent guide to reengineering, for example, the consultants who authored the book describe a common syndrome that they call the â€Å"Terrible Twos.† After an initial period of improvement that may last up to two years, they say, performance indicators in organizations that reengineer often show movement in the opposite direction: morale slumps, turnover goes up, and productivity and quality gains disappear. In some cases, these organizations actually end up worse off than they started because they lose many of the people in whose retraining they invested so much. If the managers who lead change are really focusing on their people, why does this happen? Why do people problems consistently undermine the effectiveness of change efforts? There are two possible explanations. One is that managers pay lip service to the people side of change but in reality ignores it. This may be the case in organizations where managers lack the skills or inclination to deal with difficult people problems. In these companies, managers concentrate on the aspects of change that they feel most competent to handle namely; structural, technical, or strategic change issues while sidestepping people problems or delegating them downward, thereby forever establishing them as a lower management priority. Though the number of these managers may be considerable, there are also plenty of managers who do focus on the people side of change and still experience motivation and performance problems. What are they doing wrong? Though many of them work proactively to prevent people problems during change, what they do in most cases is insufficient to deal with the motivation and performance problems that change can cause (Daniel Denison, 2001, PP 37). Additional training, increased communication, and greater participation are a few of the standard approaches that are used to manage the people side of change. But while these strategies may be beneficial in helping people adjust to new work environments (and may even send the welcome message that managers are concerned about their people), they fail to address the one aspect of change that is consistently overlooked: how people react to change emotionally. And it is the emotions of change that are the key to motivation and performance whenever organizations attempt to change. How Emotions Impact Change Organizational change is not just about work processes, information systems, corporate structures, or business strategies. It’s also about what people feel and believe: their fears and anxieties, their dreams and ambitions, their hopes and expectations. And these feelings and beliefs are so strong that they can make or break a change effort. All too often, however, managers remain unaware of what their people really feel during organizational change. And it’s not because they’re bad managers. Even in the best companies, where managers are expected to demonstrate strong interpersonal skills and understand what makes their people tick, it’s difficult for managers to accurately gauge the new emotional climate that change creates. Why are the emotions of change so difficult to read? Part of the reason is that change makes people react in complex, unpredictable, and sometimes contradictory ways. To please their managers, for example, employees will often demonstrate enthusiasm and excitement when a change is announced and may even feel those emotions. But what they fail to disclose are the negative feelings they experience at exactly the same time: skepticism about the need for change, sadness over the loss of established work relationships, anger at the way the change is handled, or self-doubts so severe that they interfere with the ability to work. When one of the best account representatives in BCS later recalled his initial reaction to the change, he surprised us with this frank admission: â€Å"When they announced the change, my basic feeling was, Can I really pull this off? Even though I’m a high achiever and it looked like a great opportunity, I felt insecure and wasn’t sure I could do it.† In another interview conducted during the same period, a manager remembered having similar emotions: â€Å"I felt a lot of anxiety about not having enough structure in my new job,† he confessed. â€Å"My greatest fear was that I wouldn’t succeed, that I wouldn’t reach quota, or that I’d fall to the bottom 25 percent of the pile.† (Daniel Denison, 2001. PP. 37) The Emotional Climate of Change †¢ Anger †¢ Fear †¢ Anxiety †¢ Hope †¢ Confusion †¢ Insecurity †¢ Disappointment †¢ Sadness †¢ Discomfort †¢ Self-doubt †¢ Excitement †¢ Skepticism Another characteristic response, we found, is that employees will approach a change attempt by a positive state of mind but then expand negative feelings as time goes on, experience an moving transformation that their managers stay unaware of. A year into the BCS reorganization, for instance, one sales manager made this comment throughout an interview: â€Å"The announcement of a new organization created a lot of excitement around here, and there was enthusiasm about starting†. Managing this â€Å"soft† side of change may be the hardest part of it and the area where managers most often fail. Though most managers are trained to deal with the â€Å"hard† stuff that change involves, few of them have the background, skills, or experience to manage the emotions of their people during times of change. As consultants Robert Shaw and A. Elise Walton state in the book Discontinuous Change, â€Å"Changing the soft part of organizational life requires a different set of change management techniques and greater sophistication on the part of change agents.† (Ashford, S.J., 1984, PP.370-398) Competitive Advantage The majority leading strategic management example in new years is known as the competitive strategies model. Moreover, demonstrate by Porter’s work, this approach addresses the subject of how firms fight inside their product markets. Porter recognized two competitive advantages that give a firm with a justifiable position: lower cost and separation. The lower cost advantage is distinct as the aptitude to more professionally design, manufacture, and deal out a similar product than the competition. Products by unique and superior value in terms of quality, features, and after-sales service are examples of the separation competitive advantage. Furthermore, pursuing one of these advantages will make a firm’s product or service sole, and is powerfully not compulsory so the firm is not â€Å"stuck in the middle† (Porter, 1991: 40), where, by pursuing together competitive advantages, neither is attain. Thus, there is an obvious disagreement among WCM and the competitive strategies example. The competitive strategies approach recognizes two competitive advantages, either of which can be winning, but only independently. Attempting to pursue concurrent competitive advantages will consequence in â€Å"strategic mediocrity,† except for firms in strange industry niches (Porter, 1991: 40). This appears to disagree with WCM’s intentional goal of at the same time achieving fineness on more than a few product attributes, or potential competitive advantages, to make a position that is especially hard to challenge. There is diverse theoretical, empirical, and anecdotal support in both the operations management and strategic management literatures that it is possible to simultaneously achieve lower cost and differentiation competitive advantages. However, these literatures have not acknowledged the contributions of each other. For example, the strategic management critics of Porter who have described simultaneous competitive advantages have not incorporated the contributions from the WCM approach. Also, the proponents of WCM have focused on operations issues and seldom described their advantages in a directly competitive context. Combined, these literature streams integrate knowledge of firm skills and practices with how the product competes, making a compelling argument for combining them in theory, teaching, and practice. The Relationship between Diversity and Organizational Change Given this association flanked by diversity and organizational change, the following assumptions direct the authors’ task of initiating a alter effort directed at enhancing variety at TRANWAY: The conceptualization of a alter effort, and even the meeting of data to expand a change procedure, does not guarantee a winning change result. Change is both perceptual and behavioral. It is a compass reading to a new way of thinking and the performance of a set of behaviors matching with that way of thinking. Organizational alter affects the manifold roles people assume: for instance, that of an individual by personal interests and goals; that of a member of a labor group with task obligations to complete; and that of a stakeholder of the community who is exaggerated by organizational decisions. Consequently, sensing an ensuing loss of control over their jobs, their routines, and their lives, the majority humans tend to react unenthusiastically to organizational change. This may be particularly true of non-minority individuals who regard labor force diversification as a form of change that is a threat to their power and/or progression in an organization. A change effort urbanized to get better an organization, including an effort heading for toward fostering variety, should focus on the person, not the group. It should give the individual with challenges, support, and credit in short, individualized thought. No doubt, any kind of organization, as one link in a network, is linked to additional organizational entities and subject to outside influences. Hence, studying endogenous organizational alter requires an attendant look at exogenous ecological forces. Communication is the procedure on which the start and preservation of an organizational change depends. Successful strategies are those that draw out cooperative communication between people as individuals, work group members, and community stakeholders. Such strategies endorse mutual and united change efforts all through all levels of the organization. Eventually, the achievement of any change attempt depends on how efficiently the strategy for and matter of the change is communicated to those who are the targets of change. The Role of Framing in Organizational Change Efforts No doubt, in organization development the change agents use words and actions to generate images and meanings that will center notice on the need for alter, to establish an environment receptive to the change attempt, and to encourage contribution in the strategies designed to attain it. As such, formative how a change attempt will be framed, or the symbolic acts used to communicate the change, becomes vital to the process of organizational change. Framing is basically a communication procedure a series of rhetorical strategies from side to side which interpretive schemes or frames of reference internal to individuals or organizations are obvious outwardly. Organizational members understand messages based on the organizational realism in which those messages are communicated. Organizations, though, consist of multiple, and frequently conflicting, frames of reference. Consequently, the framing or meanings of the mainly influential organizational actors become institutionalized as the organization’s reality during metaphors, structures, stories, rituals, policies, and other symbolic acts (Hamza Ates, 2004. PP. 33). However, organizational change is probable since new meanings can emerge during the development of communication strategies designed to give option frames or meanings. A focus on the use of communication to manage meaning becomes chiefly significant when attempting to conquer dissimilar frames of reference, dissimilar life experiences, and dissimilar personal and professional backgrounds, such as those found amongst individuals in an more and more diverse workforce. Framing organizational alter, then, is a communication process needy on the effectual use of language and actions. A General Aspect of Coercive Modes to Force Evolution A changing view of change Change is intrinsic in life and nature. Yet, we have only lately begun to study modify in our institutions with the intention of influencing its crash. Organization development, the regulation of focusing on organizational change, is still an up-and-coming science regardless of how long the term has been around. Fads and trial-and-error seem to control our labors to deal with the significant and enveloping phenomenon of OD (Frohman, A., 2002). We’re almost certainly more conscious of organizational change now than in the past since many of our benchmarks show a go faster rate of change. Take organizational long life. An organization listed by Srandard&Poor’s in 1920 could wait for to still be listed 65 years later. Nowadays, a company will be on the list a usual of 10 years. A young person inflowing the workforce today can anticipate to have an average of 12 dissimilar jobs by the time he or she is 40 years old (Raymond T. Butkus, 2001. PP. 68). Organization Transformation today an Assessment For many years into the present transformation campaign the Army or any organization has made extraordinary development toward realizing expert’s vision. This growth is due in great part to the information that campaign leaders have usually followed the stages laid out in the Leading Change model. Mechanisms of Kotter’s first six stages are obviously noticeable in the words and deeds of additional senior leaders. The Army Vision is extensively available for review; these leaders communicate its main message in nearly each talk they give or article they write. News releases frequently explain the latest advances and achievement by the SBCT and inside additional areas of the Transformation procedure. And yet, Transformation has not been with no its share of critics, challenges, and setbacks. Just as the optimistic results can be traced to devotion to the model, the reasons for these criticisms and setbacks can also be traced to failures to adhere intimately sufficient to Kotter’s principles (Frohman, A., 2002). As other senior leaders have effort hard to establish a sense of importance regarding Transformation all through the Force, they have not been totally effectual at removing sources of satisfaction. Certain senior leaders, both inside the Army or any organization and elsewhere inside the Department of Defense, agree in principle with the need for â€Å"transformation,† but not the exact â€Å"Army Transformation† at present underway. Meanwhile, too many mid-grade officers (Major through Colonel) continue to question the real necessity for such change in the first place. In both cases, people appear to be waiting only for Shinseki’s departure for the Transformation wheels to start coming off (Raymond T. Butkus, 2001. PP. 68). Recommendations for Further Research Throughout the behavior of this research, a number of extra areas commendable of additional study emerged. Detailed reading concerning the attitudes of field-grade officers in the direction of the existing Transformation campaign would likely shed extra light on existing cynicism in the middle of this population and offer improved recommendations for how to most excellent communicate the Transformation dream to this audience. Historical study regarding the impact of â€Å"crisis† on main change proposal might permit a more detailed appraisal of beginning this Transformation in a time of relative harmony and calm, rather than crisis and chaos. Do winning transformations need a constituent of crisis? (Collins, 2000) A further area of study would engage analyzing the leadership training offer to SBCT leaders and determining how to best be relevant that training to leaders all through the field, as well as how to further improve the existing training in order to meet extra requirements expected of purpose Force leaders(Morris, J., 2001). Conclusion This research try attempted to border Army or any organization transformation in terms of an conventional business transform model by using historical case study instance from previous Army modify efforts to show how Kotter’s model can be practical. After rising a series of relevant research questions and demeanor an widespread literature review into the areas of organizational change and leadership, historical Army transformation labors, and today’s Army transformation proposal, the researcher contrast past and current practices to the hypothetical model in order to review significance and applicability. The final section of the thesis outlines conclusions based on this contrast and offers suggestion regarding how the transform model can be applied to additional improve the Army’s organizational change attempt. In attempting to decide the merits of applying a precise organizational transform model to the Army’s continuing Transformation movement, the researcher required to comprehend that change model both in its original business organization background and against the backdrop of manifold military case studies. Having experiential frequent parallels among the Kotter model and winning military transformations in the past, the researcher then effort to assess the present Transformation proposal in light of Kotter’s model and present recommendations for how to further get better Army Transformation. Noting an additional resemblance among certain elements of the model and the doctrinal idea of â€Å"Mission Command,† the researcher tinted the importance of continued and expanded education regarding Transformation, along with a require to review, purify, and re-emphasize the existing vision and sense of importance associated with it. The researcher also noted the existing challenges inherent in Transformation given that the essential guiding and supporting coalitions are still not completely in place. Conceptualizing, preparation, and acting in ways that mainly parallel Kotter’s model for Leading Change has certainly add to the important success of the Transformation movement so far. The true test of achievement, though, has not yet occurred; nor will it be fully assess for years to come. With its own history and a pertinent theoretical model as guides, though, and excellence leaders and people to interpret concepts into realism, the Service has all the right tools to pass that test. Can the Army get better on its Transformation movement and finally anchor long-term transform in its culture, in the middle of its people? The answer, certainly, is yes by adopting an attuned version of the Kotter model and ongoing to focus on preparing its leaders of all levels for the hard but in the end satisfying work that is â€Å"Leading Change.†   (Whittington, R., 2004).    References Articles Joseph A. Kinney, Dennis L. Johnson, John B. Kiehlbauch, 2004, Break the Cycle of Violence. Magazine Title: Security Management. Volume: 38. Issue: 2. Publication Date: February 2004. Page Number: 24. Michael H. Schuster, Steve Weidman, 2006, Organizational Change in Union Settings: Labor-Management Partnerships the Past and the Future. Journal Title: Human Resource Planning. Volume: 29. 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