Sale of Goods and Agency Section 14 Assignment Example | Topics and Well Written Essays - 1000 words

Sale of Goods and Agency Section 14 - Assignment Example The shopper made their purpose for which they intended to use it but the trader did supply that specific commodity that could be used in that specific manner. The court issued a verdict that the goods were not worth for the use and that the client had declared the intention for the goods. â€Å"Caveat emptor† is a forewarning to customers to exercise caution when making purchase of a product in order to avoid deceit by the fraudulent traders who may cone them of their money or products or even supply substandard goods at an exorbitant price. During the transfer of property in merchandise, clients are advised to take caution to verify the value of those merchandise and ensure that there will serve the intended purpose4. This is imperative in order to reduce the legal cases relating to the sale of inferior supplies. In Bartlett v Sidney Marcus [1965] 2 All ER 753, lord Denning declared that merchantability refers to use of good for some specific purposes and that this did not re quire the good to be useful in all aspects per se5. It was for the same reasoning that in Thain v Anniesland trade centres [1997] SCLR 991 the car with fault gearbox was still considered to be of superior value6. According to section 14(2) it is presumed that traders in their ordinary duties are obliged to supply their clients with goods that meet their required value7. However, the law does not offer specific characteristics of assessing the quality of goods. Thain v Anniesland trade centre [1997] SCLR 991, the buyer purchased a second hand car whose gearbox was faulty. However, the court gave a verdict that the car was of right superior value.8 However, in Britvic Soft Drinks v Messer UK Ltd [2002] EWCA Civ 548, the supplier was held responsible for distributing tainted carbon dioxide gags which was to be used for manufacturing soft drinks9. According to the revised act, of 1992, section 14(2) defines product as fit for the reason it was intended for if it is able to serve all rea sons10. It should also physically satisfy the buyers need. In ss.14 & 15 SGA 1979, the buyer should have been given sufficient time to check for any fault, security and stability. However, this may not apply if the clients were aware of the issue which is making the good unworthy for the use it was intended, where the buyer was given an opportunity to examine the good before making purchase or if the sale was by sample there was an opportunity for the buyer to inspect the sample11. According to ss.14 & 15 SGA 1979, the seller is not accountable in regard to the security of the goods in case they have a flaw which could not be recognized at the time of the sale or if the declaration of this flaw could not the arrangement of the agreement12. In Grant v The Australian Knitting Mills ([1936] A.C. 562), the plaintiff had contracted dermatitis after putting on woollen garments manufactured by the defendant because of presence of sulphite and that the client used them for a week unwashed. The court verdict was that defendant was answerable for the distress experienced by the plaintiff13. From this case, the law holds that goods are fit for the right purpose and are considered acceptable if the buyer would still purchase them without making request for

Merger and Acquisitions Theories in Management

Merger and Acquisitions Theories in Management Management theory and practice Mergers and acquisitions are a main means by which single and individuals are able to grow and then enter the new markets. After this happens, the competitive structure of the whole industries may alter radically in a span of a short time. Mergers are the unifications of two or even more firms into forming a new one whereas acquisitions are the companys purchases of the majority of the shares from another. Mergers and acquisitions can also represent a major mechanism through which the firms that are national are able to become multinational firms. The cost and benefit analysis of the mergers and acquisitions affect the decision by the managers and the shareholders of whether to take up a specific merger and acquisition. The decision by the employees also can lead to the acceptance or refusal of the merger and acquisition (Paul Simon 2). In this paper, I am going to research on why the employee-related issues prevent the succeeding of a merger or acquisition. The modern business environment is characterized by change that is continuous in nature. Every organization is considered as a system where work, process, system, people are all aligned in order to ensure that the unit of the individual, individual and overall systems are well fit to deliver the strategies of the organization. The objective of the integrative process is to integrate people, processes, technologies and strategy without interrupting service, quality or product and not only to combine financial standing of any two companies. Employees issues in relation to the integration phase always relate to the human capital related integration issues such as integration of the culture of the organization, leadership, organization structure and design, processes and systems and retention of the key talent. The other important issues are effective planning for the purpose of integration, employee communications, and the selection of good leaders to manage the business combination and the creation of practices and policies for knowledge sharing and learning and also the transfer. The failure to address the issues that concern merger and acquisition impacts the new and current organization very negatively at the stage of post-merger in two levels. One of these two levels is the individual level and the reactions of the individual employees are insecurity, powerlessness, alienation, a drop in productivity, loss of energy and the rise in absenteeism which increases turnover and profits. Other stress factors include the performance evaluation criteria, the loss of control over the life of the professional and also the alterations in the reporting relationships which would also impact the merger or the acquisition adversely or negatively. There are also many other psychological impacts which result from the merger activity. These are lifestyle instability, loss of confidence, depression, anxiety among others and these symptoms may lead to large-scale industrial strikes at times (Nilanjan and Bhattacharya 143). From this we can find that due to these impacts, the employees can resist the mergers and or acquisition in their companies. The other level is the corporate level and at this level the impacts are long-term in the cultural integration, organization structure and design, processes and systems. The failure to tackle these issues in the phase of planning of the merger process can lead to outcomes such as benefits integration, high financial costs, incompatible HR plans and policies, inadequate communication to the employees, insufficient provisions and reserves for risks that had not been discovered and/or improperly evaluated, inefficient financial accounting for the integration costs, the loss of loyalty of the employees leading to the high turnover rates, the dilemma of the workforce reduction, reduced productivity and finally leads to lowered employee morale (Nilanjan and Bhattacharya 144). These issues are the ones that drive the employees to be against and protect the mergers and acquisitions. The strategic combinations of the mergers and acquisitions have a dramatically greater chance of success in terms of providing the added value to all employees, and shareholders. The success could also be experienced in justifying of the acquisition premium when they are led, designed and implemented with these four elements. The first element is the integrative perspective in which the mergers need to be seen as combinations that try to balance the interplay of the organizational architecture and organizational strategy with the guiding principles of the management of the change. The second element is the designed integration which is the scope, intensity and degree of the integration and should be driven by elementary business case for the merger or acquisition which defines integration process. The third is the differential leadership because leadership is very vital and different leaders have different roles. The leadership roles should be considered and assigned at the initial stages because this could bring confusion at the late stages. Lastly, the expanded due diligence factor is considered where the organizational issues are discussed. In this case, the organizational diligence is made a crucial part of the merger and the acquisition chain of events as is the due financial and legal diligence. An example of the job losses caused by mergers and acquisitions and also the reduction of salaries of the members of banks is the European banking sector. Since the start of 1990s, the European banking sector has witnessed massive job losses and the decrease of the salaries of the employees who were left. The impact of these job losses has been greater in the Northern Europe rather than in the southern Europe. The employment in the sector of insurance has also been affected as a result of mergers and acquisition. The nature and quality of the employment has greatly changed from the year 2000 in Europe (Paul and Simon 2002: 45). The reductions of employment have affected the branch administrative and networks functions. The older workers with the conventional banking skills who do not qualify and therefore not transferable easily to the new developed and centralized functions, for example those that work in the call centers, are affected adversely. These are the people who may rise ag ainst any mergers and/or acquisitions and also the banks may consider these people and reach a decision not to accept any mergers and acquisitions. Mergers and acquisitions have been known to accelerate corporate practices because the enterprises tend to review the whole cost structure entailing the mergers and acquisitions with the aim of identifying the very maximum savings that are possible. The job losses have increased greatly from 17.5% to 24% due to many mergers and acquisitions. A merger and/or acquisition also referred to as a takeover invalidates in many ways the employment contract. The employee works for someone else without having taken the required steps to change his or her employers. This brings into clear view in an emphatic manner the one-sidedness of the employment relationship and also the idea that the employees do not have any control over the decision of who their employers are. The mergers and/or acquisitions are described as the legitimate means for breaking the implicit contracts in the view of restructuring (Paul and Simon 2002: 183). The mergers are seen as avenues to disrupt job security that the employees have held for long periods and therefore are bound to disrupt the process of mergers and/or acquisitions. These mergers and acquisitions appear to the employees as deliberate strategies to violate the internal norms and also as a hard, brute exercise of powers and therefore they can prevent the succeeding of the mergers and acquisitions. The integrating of the different company procedures and systems requires the harmonization of the different aspects of terms and conditions that apply to the employment signings. These include job titles, pay scales, job descriptions, entitlements and benefits, supervisory and reporting lines are all subjected to revision in order to ensure that there is common practice in the new mergers and acquisitions. These changes may make the employees to reject any mergers and acquisitions. The mergers and the acquisitions upset the links between explicit and implicit contracts in accompany that was in the past based on trust between workers and managers, they are presently founded on assumptions and beliefs regarding mutual responsibility between employees and employers. The integration, merger and acquisition also requires the harmonization of the different aspects of conditions and terms of the employment to ensure that common practice in the combined organization which may alter the existing practices of the human resource and management of either or even both of the organizations. Workers or employees have also considered the lack of incentives due to mergers and acquisitions. There is no transparency in the reward systems and the mergers also lead to contradiction between performance assessments that focus on personal contribution and the objectives that require team-based work. The employees therefore call for better balanced team-based and individual rewards. This is supported by trade unions where they argue that the alterations to the psychological contract which include erosion in the job security are not well reflected in the enterprise reward systems after the mergers and acquisitions. This decreased job security, increased workloads, stress and anxiety are other significant consequences of the heightened merger and acquisitions activity. These factors coupled with lowered morale and also a deterioration of the organization performance has led the employees to be against the implementation of mergers, takeovers and acquisition. This human side of the acquisitions and mergers is all about the overall impact that mergers and/or acquisitions have on the employees in a certain company. These impacts on the psychological difficulties that the employees experience, the culture clashes which may emerge in companies during the post-merger integration period. Finally the ways in which these outcomes manifest themselves that include communication breakdowns, there is also the we-they mentality that occurs between the inclusive organizations in the merger and acquisitions, minimized commitment, reductions in productivity, organizational struggles for power and also office politicking and at last the loss of the key and main organizational members. All these factors combined include the employee issues that affect the realization of mergers and acquisitions (Anthony and James 3). Through research through face to face interviews, a writer concluded that the employees were an important asset to the companies and that they should be considered when the management decides on mergers and acquisitions. Through an interview with an employee of a company that had undergone acquisition, Hayes was told that the employees would not make any move because they were told that their methods were outdated and that they would have to readjust to the new companys way of conducting their activities. He indicated that when he tried to complain to the corporate about the situation, he was warned that if he squawked too loud, his position would be in jeopardy. This resulted to the destruction of the company morale and with time, the main people started leaving and it did not take much time before he also resigned (Hayes 1981: 131). If the company had taken into consideration all complains of their employers, they would have retained their experienced workers and this would increas e the productivity levels. Acquisition and mergers can adequately transform the organizational processes, systems, structures and also cultures of one or both of the companies involved that the employees will often feel confused, frustrated, frightened, stressed or even frustrated and therefore whenever the employees of a particular company here of any merger and/or acquisition they are ready to prevent the realization of the same. On the personal level, these feelings often lead to psychosomatic difficulties, sense of loss, marital discord and at the extreme level, they can lead to suicide. On the level of organization, these feelings are manifested in lowered productivity and commitment, increased disloyalty and dissatisfaction, increased turnover among the key managers, power and leadership struggles especially among the managers who remain in the organization and finally an increase in the dysfunctional work-related behaviors at all the levels of the hierarchy. These impacts on the employee and by the empl oyee are issues that negatively affect the mergers and acquisitions. It is reported that in the 3000 and above mergers that occurred in the year 1985, so many employees estimated to be more than ten thousand lost their jobs and others were forced to accept early retirement (Kanter and Segger-man 1986: 17). It was also estimated that by the year 1990, there will be 2500 savings and loans and 5400 banks that would be involved in mergers and these would affect more than 900, 000 people in the United States. In the year 2009, it was noted that there were decreasing mergers and acquisition activities and that also the credits were tightening. One of the reasons of a successful merger and transaction activity is the compensation which is never done and if it is done it is only given to the executives. The compensation can be a powerful tool to motivate the management and its team to influence positive outcomes in the activity involving mergers and acquisition. This has not been the case in the recent past and the employees are laid off without being paid well leading to the negative feelings that they experience shortly afterwards. This can explain the reduction of the merger and acquisition activity because the employees through their managers are able to prevent the realization or completion of a merger and/or acquisition owing to the fact that they are not compensated. In the recent past there was the acquisition of Merrill Lynch by the Bank of America, there was a problem in the executive pay and compensation and this led to a very expensive roadblock to the desired transaction. A report by the PricewaterhouseCooper indicates that the merger and acquisition activity has decreased 86 percent from the year 2008, the previous year. In addition to these statistics, when the High Court approves the schemes of arrangement of a merger, it takes into account the workers interests. The scheme of arrangement must provide for adequate protection for the employees service benefits and conditions. If the scheme shows otherwise, the High court does not agree to the terms and conditions of the merger and therefore we find that the issues of the employee are considered. The organizational behavior is always reflected by acquisition behavior, the relative size and the cultural compatibility. Global mergers and acquisitions are the main corporate strategies which the multinational corporations use to diversify, expand or even consolidate their businesses. In the year 2006, there was a recorded worldwide annual value of the acquisition transactions exceeded US $ 4 trillion (Larsen 2007: 23). This trend was also recorded in the year 2007 where the worldwide transaction value of the acquisitions in only the first 3 months ranged at US $ 1.13trillion which was the highest busiest recorded quarter ever in history (Saigol and Politi 2007: 145). However, almost 83%of these transactions were unsuccessful (KPMG, 1999; Sirower 1997). A considerable amounts of research developed that the failures were caused by the absence of a national cultural fit which is the cultural distance of the workers and employees (Rottig and Reus 2006: 340). This may lead to cultural problems and clashes among the involved workforces. This in return lowers the employee cooperation and commitment, cause voluntary turnover of the acquired top managers and could also complicate the process of post-acquisition integration (Very and Schweiger 2001:22). The cultural distance might have some positive results but it is among the high points that lead to the failure of the mergers and acquisitions and it is an employee-related issue. The organizational culture which is defined as the interdependent and interrelated system of practices, beliefs, norms and assumptions that the members of the organization bear collectively should be put into consideration before a merger and/or acquisition because when they are altered extensively after the merger, the employees will tend to work against them and this will not promote success of the merger and/or acquisition. The assumptions, norms and practices could be unconscious which are learnt through the socialization of the organization and often reflect the shared perceptions of the daily practices and also determine the things that are carried out within an organization (Gertsen, et al. 1998: 123). An example is the acquisition of the Tokyo Bank by the Mitsubishi Bank in the year 2003. These two organizations had very dissimilar organization cultures. The employees of the Mitsubishi Bank shared a common cultural norm of being to work on time, wearing only white shirts while at work and also thanking their department supervisors and managers in person for any monthly pay checks. But in contrast, the employees of Tokyo Bank were not used to strict dress code and being reprimanded for getting to work late and they also had no duty to carry out a thanksgiving ceremony as they collected their monthly salaries. After the acquisition activity, a huge number of the employees of the Tokyo Bank were alienated by the strict culture of the Mitsubishi Bank and they left the combined company voluntarily. This was in the United States. This is an example of how the employee-related issues could lead to unsuccessful mergers and acquisitions. Poor communication between the employees of the same company after a merger or an acquisition could lead to problems of integration in both the domestic and the international mergers and/or acquisitions. This may cause unsuccessful mergers and acquisitions and it is an employee-related issue. On the other hand, the international acquisitions are characterized by ethnocentrism; nationalistic attitudes; xenophobia and language barriers (Vaara 2003: 864) and these could lead to the failure of the mergers and acquisitions. Work cited Nilanjan Sengupta and Bhattacharya Mousumi. Managing change in organizations.PHI Learning Pvt. Ltd. Anthony Buono and James Bowditch. The human side of mergers and acquisitions: managing collisions between people, cultures and organizations. Chicago: Beard Books, 2003 Kanter, R and Seggerman, T. managing mergers, acquisitions, and divestiures. Management review, Oct 1986, pp 16-17. Hayes, R. what happens to my people after I sell? The human side of acquisition. In S. J. Lee and R. D. Colman (eds.), handbook of mergers, acquisitions and buyouts. Englewood Cliffs: Prentice Hall, 1981. Paul Temple and Simon Peck. Mergers and Acquisitions: critical perspectives on business and management. : Taylor Francis, 2002. Thomas Straub. Reasons for frequent failure in mergers and acquisitions. Germany: DUV, 2007. Rottig, D. Reus, T.H. Organizational and national cultures consequences for acquisition performance: A meta-analysis, Paper presented at Southern Management Association, Clearwater Beach, 2006. Saigol, L. Politi, J. MA volume tops $1,000bn, Financial Times, March 30: 13, 2007. KPMG. Mergers and Acquisitions: Global Research Report 1999. London: KPMG, 1999. Gertsen, M., Soderberg, A.M. Torp, J.E. Cultural Dimensions of International Mergers and Acquisitions, Walter de Gruyter: Berlin, 1998 Gertsen, M.C., Soderberg, A.M. Torp, J.E. Different concepts of culture, in Gertsen, M. C., Soderberg, A.M. Torp, J. E., editors (eds.) Cultural Dimensions of International Acquisitions, Walter de Gruyter: Berlin, 1998. Vaara, E. Post-acquisition integration as sense making: Glimpses of ambiguity, confusion, hypocrisy, and politicization, Journal of Management Studies, 40(4): 859-94, 2003 Very, P. Schweiger, D.M. The acquisition process as a learning process: Evidence from a study of critical problems and solutions in domestic and cross-border deals, Journal of World Business, 36(1): 11-31, 2001. Sirower, M.L. The Synergy Trap: How Companies Lose the Acquisition Game, Free Press: New York, 1997.

Maintaining Cultural Identity in the Face of Adversity Essay -- Cultura

Maintaining Cultural Identity in the Face of Adversity "At the turn of the century, Sea Island Gullahs, descendants of African Captives, remained isolated from the mainland of South Carolina and Georgia. As a result of their isolation, the Gullah created and maintained a distinct, imaginative, and original African American Culture. Gullah communities recalled, remembered, and recollected much of what their ancestors brought with them from Africa†¦" - Prologue to Julie Dash’s "Daughters of the Dust" The people who settled in the United States from all over the world built the rich history of the country. Indeed, the U.S. is a country that has been built on immigration. The first non-indigenous arrivers were European and with them they brought to the United States all of the western ideologies of their homeland. This is true of all of the groups that immigrated here over the course of the next several hundred years. However, the initial settling of the Europeans in America created a standard by which other immigrants would have to compete against. Once a particular group saturates an area, it is difficult for diversified outgroups to bring their own culture and belief systems into a society that has already established itself. This rift in cultures is evident at the turn of the 20th century. There are communities of like-minded people carefully segregated in New York City, for example. The Italians, the Irish, and the Jews and the Blacks all had their own niche carved for themsel ves in the big city. These pockets of ethnic groups are created for several reasons. First, people are most comfortable with what they already know. Imagine coming to a new country for the first time. If you can go to an area where you know they will... ...o that fact. The only way balance can be achieved, though, is if the past is not forgotten. African Americans must "recall, remember, and recollect much of what their ancestors brought with them from Africa†¦ ." Bibliography Online; Internet. available at http://www.lik.berkeley.edu/MRC/africanambib2.html. Pabis, Dr. George S. "Sub-Saharan Africa Under Foreign Rule." Online; Internet. available at http://www.gpc.peachnet.edu/~gpabis/lecdoc1503/lec23-Africa_Foreign.htm. University of Georgia Press. "The Gullah People and Their African Heritage." Online; Internet. available at http://www.uga.edu/ugapress/newsite/books/shelf/0820320544.html. Members of Honors Religious Traditions of the African Diaspora 1997. "The Gullah People and Their Link to West Africa." Online; Internet. available at http://dickinsg.intrasun.tcnj.edu/diaspora/gullah.html.

RFID in Health Care Industry

Radio Frequency Identification is one of the technological advancement that has made its way into almost all the industries. It serves the purpose of identifying and tracking the objects by transferring the data. Health care sector is one of the industries in which RFID is being used to enhance clinical practice, patient care and access the medical records of patients. RFID also helps in improving the operational efficiency and also patient safety. This paper gives a basic overview of the use of RFID in health care industry and the standards associated with it. Radio Frequency Identification is the process of identifying a person or an object or a thing using the RF-transmitted identification code. Over the years, the technology has played a vital role in improving the efficiency and effectiveness of health care systems. Today the health care systems are using a wide range of RFID applications to enhance the overall performance of their industry. A few applications include; RFID tracking system, RFID bracelets, RFID under the skin, RFID for patient management system and RFID for resource management system (Banks, 2007). Hand Hygiene Monitoring in Hospitals According to (Symonds, 2011) â€Å"RFID can also be used to ensure that proper hygiene (and other) procedures are followed† (p. 10). Hand hygiene monitoring is an important step to be taken by healthcare industry. The RFID system can keep a track of the employees washing their hands and also the cycle time of their hand washing process using an RFID card or a bracelet. This system utilizes the simple concept of washing hands and aids in reducing the number of infections passed on by the staff in the hospitals (Symonds, 2011). According to Centers for Disease Control and Prevention, healthcare associated infections are one of the major causes for the death of hospitalized patients. Humans or the healthcare workers are one of the major means of transmission of viruses and infections. Infections can spread either through direct contact or through the equipment used by these health care workers. Hand hygiene is therefore the fundamental measure in reducing the number of healthcare associated infections. The main aim of RFID systems here is to improve the hand hygiene in hospitals by building an automated monitoring system (Bennett, Jarvis, & Brachman, 2007). The hand hygiene system comprises of the following measures to be taken to prevent the transmission of diseases: * Cleaning hands with soap * Hygienic hand rubs The main objective here is to kill the bacteria that live on the surface of the skin to avoid its transmission to other people when in contact. The hand rubs consist of alcohol that kills micro organisms from nails, hands and forearms. They prevent drying of skin and reduce the rapid re-growth of bacteria (Raftery, 2008). RFID Hand Hygiene Monitoring System The RFID technology uses small â€Å"tags† which emit radio signals. These signals are read by the RFID readers. One of the recent developed RFID enabled system is a IntelligentM’s wrist band system which functions as follows. * The RFID readers are placed on the hand washing and sanitizing stations and the RFID system know all the locations of these stations. The employees who wear the wrist band developed by IntelligentM consist of the tags that can be read by the readers that are present on these sanitizing stations. The accelerometer that is present in the wrist band will identify the time spent by the wearer in washing the hand. The wrist band will not buzz once if the hands are washed correctly and thrice if they are not. * The RFID tags are also placed on some of the equipment and outside the patient’s rooms. Before carrying out any procedures that have higher risk of carrying infections, this system alerts the health care workers to properly clean their hands. * The employees are monitored at the end of each shift by collecting the data from the wrist band through the micro USB. In this way the hand hygiene system is monitored by the use of RFID (Young, 2013). RFID World Regulatory Bodies The regulating bodies from the following countries have an influence over the advancements of the RFID related technologies. * United States: FCC regulates electromagnetic spectrum. * Japan: Ministry of Public Management, Home Affairs, Posts and Telecommunications (MPHPT) * Europe: Bothe FCC and MPHPT are related to European Conference of Postal and Telecommunications Administrations (CEPT). RFID Standards in Health Care Industry International Standards Organization (ISO) ISO is a â€Å"non-governmental, international body based in Geneva, Switzerland† (McDonnell & Sheard, 2012). It provides standards for the tag data management and air interface protocols. European Committee for Standardization (CEN) European Committee for Standardization is a â€Å"European based non-profit organization located in Belgium†. CEN works in collaboration with ISO to develop balanced international standards in healthcare (McDonnell & Sheard, 2012). British Standards Institute (BSI) British Standards Institute â€Å"is a national standards body in the UK†. It is concerned with the products that are used in Healthcare and standards of these products (McDonnell & Sheard, 2012). American National Standards Institute (ANSI) American National Standards Institute is a body that is based in USA. It provides guidelines to develop products and approves the products that have met the recommended practices set by Association for the Advancement of Medical Instrumentation (McDonnell & Sheard, 2012). It provides standards related to the RFID labels on the products used by health care providers. ISO Standards for Health Care * ISO 13485: Provides guidelines for companies that manufacture medical equipment. * ISO 11784: Provides guidelines for structuring data on the tag. * ISO 18047: Provides guidelines for testing the conformance of RFID tags and readers. * ISO 18046: Provides guidelines for testing the performance of RFID tags and readers. * ISO 17664: Requires guidelines to be provided by the manufacturer to re-sterilize and decontaminate the medical devices. ISO 14937: Guidelines for developing and validating the sterilization process of healthcare devices (McDonnell & Sheard, 2012). Conclusion The RFID technology has come a long way in improving the productivity and efficiency of healthcare sector. By using the RFID technologies healthcare organizations can aim at providing improved patient care. By providing standards for development of various products equipped with RFID, t he products can be easily trusted and widely accepted.

Embracing Perspectives Essay

What does an apology really mean? Does mean being sorry? Or maybe it means giving something to compensate. It might even mean both or none of these things. The Rwandan genocide and Indian residential schools are legacies of historical globalization. We should embrace the perspectives behind these kinds of historical legacies to the fullest of our ability. People need to realize all the perspectives behind an issue. We need to learn from these actions of globalization and explore contemporary society’s responsibilities to address these injustices. The legacies continue to affect us today. For example, the residential schools were a dishonorable memory in the Canadian history. The Indian children were isolated from their cultures and removed from their homes. Their were sexual, mental and physical brutalities in residential schools. Our contemporary society responded to this issue in 2008 giving an apology from our prime minister and getting additional rights. Our society did everything they could to compensate for what happen in history. Our society gave an apology and a source for compensation. Although that is good it not all that can be done, we should embrace the perspectives reflected in historical globalization. Educating people about the different perspectives is important. For instance the residential schools, we need to highlight the perspectives of the children, the perspectives of the parents and the perspectives of the people behind residential schools. This is the only way to understand the whole story. If you only understand the perspective of only one party, it is like reading half or maybe even less of a book, and saying you understand the story line. It is evident that we should embrace the perspectives reflected in the source regarding legacies of historical globalization. We see this in the different legacies of historical issues. The issue in Rwanda is a detrimental chapter in historical globalization. The countries that should have been helping Rwanda at that time did not because simply they had no investments to gain from. If these countries were to understand the perspectives of everyone involved in this global issue they would have seen that the perspective of every one was important not only their own nations. Clearly the extent to which we embrace perspectives was not to the fullest and as a result there were millions of death and brutal murders. The residential schools and the Rwandan genocide were both a great example of how different perspectives should be embraced to a fullest extent. Without knowing all the perspectives to good extent it is not possible to understand the full story, therefore we cannot stop violence of an issue or even learn to properly apologize or a nation cannot apologize for historical cold-bloodedness. We should embrace the perspectives behind these kinds of historical legacies to the fullest of our ability. It is clear and evident that understanding the perspectives behind a complex issue is the first and the major step to apologize for a society or to stop a conflict even in current time.

Summary Example

Summary Example Summary – Article Example First Last 4 September Framing Energy Security between Russia and South Korea: a Summary For severalyears, South Korea and Russia have been involved in fuel and energy projects having Russia as the producer and South Korea, the consumer and distributor. One of the biggest projects was the Kovykta PNG project which started on December, 1997. The original plan was to build pipelines and deliver natural gas from Eastern Siberia to the participating countries: Japan, China, Mongolia and South Korea who proposed North Korea to be also part of the project. Although this has been a very promising project, the hopes of providing one-third of South Korea’s annual fuel demand in 30 years was suspended. This was because of the new nationalist views that Russia should prioritize Russian consumers and protect its natural resources. The Kovykta project with South Korea was discontinued (Ahn 593).The Sakhalin gas project has been the first successful energy project between Russia and South K orea. Sakhalin has produced 60M barrels of oil that was exported to seven countries. In a signed contract, Sakhalin Energy has agreed to provide 1.5 metric tons of liquefied natural gas (LNG) to South Korea. It is now the closest source of LNG, taking only two to three days for delivery. Because of the good quality of Sakhalin’s crude oil, South Korea has also been importing this for production of diesel and kerosene (595).Other projects between South Korea and Russia included: (i) a $38B project between LG (South Korea) and Tafnet (Russia) to construct an oil refinery in Tarstan; (ii) a $50M deal by Vneshtong bank to finance acquisition of Korean equipment by Russian companies, and; (iii) a $250M agreement between Rosnef and Korea for the exploration of West Kanchatka and Sakhalin Island for oil reserves (595).Despite these projects and agreements, bilateral energy security between the two nations is still being stagnant of the lack of government policies regarding the energ y market infrastructure. For example, projects located in the trans-border will not materialize if the states around the border will not cooperate. Also, there is a lack of mutual trust between the two countries. South Korea has a few energy specialists that are capable of solving government-related issues. Thus, the Korean policy makers had only been occupied with short-term projects instead of eyeing for the longer terms. South Korean investors were also doubtful in investing in Russia’s fuel supply because the other side had failed to provide legal and infrastructural evidences to attract investors (603).Providing gas and oil to South Korea would promote growth to Russia’s economy. On the other hand, Russia’s resources would provide answers to South Korea’s energy shortage. However, in order to create a functional oil and gas pipeline, a multilateral instead of bilateral energy cooperation project should take into place between Japan, China, Korea and Russia (606).Discussion Questions:1. Why was the Kovykta project discontinued?2. What project was the most successful between South Korea and Russia?3. What are the other deals signed between South Korea and Russia?4. What are the problems of a bilateral energy cooperation project?5. How can a gas and oil pipeline be a plausible system?ReferenceShe Hyun Ahn. â€Å"Framing Energy Security between Russia and South Korea?† Asian Survey 50.3 (2010): 591-614. Summary Example Summary – Article Example Phrenology In the article, Snaring the Fowler; Mark Twain Debunks Phrenology, we find that Lorenzo Niles Fowler had gainedcelebrity status by reading people’s minds using phrenology. Many people of that time were of the belief that phrenology had the capability of explaining the totality of human experience. They wrote books that described the various ways in which phrenology can be applied, for example; to know the qualities of an employee or a potential mate (Lopez). Mark Twain was not fazed by the claims and testimonies lavished upon phrenology. He used a simple single-blind reliability test to note whether the practice was accurate in reading one’s personality. He visited Fowler’s offices for a reading in 1872 or 1873; he was disguised. Twain notes how Fowler examined bumps on his head to come up with positive qualities like; courage, spirit of daring, and fearlessness (Lopez).On the other side of his head, Fowler found cavities and used them to counter Twain ’s positive personality traits. For instance, Fowler found a cavity of Twain’s skull and concluded that he lacked a sense of humor. He found a â€Å"courage† bump, but it was canceled out by a cavity that shown a timid trait.Twain likened the readings to palmistry; he later indicates how the readings were different after he went for a second reading. This time, he identified himself and the cavity that signified a lack of humor was gone and now had a lofty sense of humor. Studying the bumps and cavities of someone’s skull to get an understanding of the brain’s underlying functions was pioneered by Frank Gall. Phrenology’s only success is that it helped researchers to focus their attention on the localization of functions of the brain. It is the idea that brain regions contain specific functions. Further research has lead to the discovery of neurons. They contain dendrites, axon and myelin that enable the neuron to send messages after stimula tion. Scientists have found out that neurotransmitters influence our moods, mental abilities and memories, not bumps on our skulls (Myers).Lopez, Delano Jose. Snaring The Fowler: Mark Twain Debunks Phrenology - CSI.  Csicop.org. N.p., 2002. Web. 16 Feb. 2015.Myers, David G.  Psychology. New York: Worth Publishers, 2004. Print. Summary Example Summary – Article Example Article Summary This paper gives a summary of the journal article, with Intellectual Disabilities Going to College? Absolutely!† authored by Kleinert, Jones, Sheppard-Jones, Harp and Harrison. This article appreciates the tremendous gains in the enrolment for postsecondary education by students with disabilities in the recent past. However, those students suffering from intellectual disabilities (ID) have widely been excluded from postsecondary education. The available opportunities for include stand-alone programs involving customized classes in college setting, integrated programs where students with and without ID undertake courses together and mixed programs encompassing both the stand-alone and integrated models. The rationale for postsecondary education for intellectually disabled students includes the associated increase in participation in community activities and improved employment outcomes.The article gives a case study of Kentucky’s Supported Higher Education Project, SHEP, where young people with ID are provided with opportunities to pursue their career goals and learn critical life skills. From this, the researchers appreciate the key to success for inclusion of students with ID as recognition of such students as members of the community with the ability to actively participate and contribute in communal activities. Individualized support models include small teams who offer person-centered support. Peer mentors could also be used, these being other students offering the requisite support. Thus educators should collaborate with local colleges to come up with new programs that support students with ID. Thus, Kleinert et al. (2012) recommend that teachers develop person-centered planning processes to prepare students with ID to transition to postsecondary education, ensure that they access grade-level general curriculum, support their involvement in extracurricular activities, access supportive technology and have an opportunity for sch ool’s guidance and counseling services. In conclusion, the article appreciates that times have changed and thus the need to develop education systems that meet the needs of all students regardless of their disabilities.ReferenceKleinert, H., Jones, M. M., Sheppard-Jones, K., Harp, B. & Harrison, E. M. (2012). Students with intellectual disabilities going to college? Absolutely! Teaching Exceptional Children, 44 (5), 26 – 35. Summary Example Summary – Article Example In Person: Columbia Banks Dressel Tries to Balance Growth and Local Focus In Person: Columbia Banks Dressel Tries to Balance Growth and Local Focus The news article is about Melanie Dressel, the CEO of Columbia Banking System (DeSilver, n.d.). It tells of the rise to success of Dressel that led to her being named for the fourth time, by the American Banker as one of the 25 most powerful women in banking. She was also named as Business Leader of the Year for 2010 by the University of Washington-Tacomas Milgard School of Business. Dressel is instrumental in the growth and success of Columbia Banking which is now 10 times the size since they started. The article gave a brief background of Dressel, tracing her roots from a little girl who helped in the jewelry and gift store of her parents to someone who wanted to be a politician. Dressel revealed that banking was not her first career choice because her early passions were drawn towards politics. She graduated from UW with a political s cience degree hoping to apply in law school. She however took a job at the Bank of California, Tacoma branch, which she taught would be a short term thing but lasted for 14 years. This marked the start of her banking career which eventually brought her to Columbia. The success of Dressel is attributed to her management style. According to Bill Philip, Puget’s retired CEO, Dressel is â€Å"a good administrator and has good people skills. She gets along well with the staff, the customers and the outside world" (DeSilver, n.d.). Dressel does not want Columbia to be considered like the other banks which does not give the personal touch to their clients, instead she wants â€Å"to take care of people in a community-bank style† (DeSilver, n.d.). This is what differentiates Dressel from the other CEOs of big banks and this is what led to her and Columbia’s success.ReferencesDeSilver, D. (n.d.). In Person: Columbia Banks Dressel tries to balance growth and local focus . Retrieved December 6, 2011, from seattletimes.nwsource.com Web site: http://seattletimes.nwsource.com/html/businesstechnology/2016866702_inpersondressel2 8.html. Summary Example Summary – Book Report/Review Example Education and Social Change The history of social change in America is intertwined with the history ofeducation. A look into the history of social change proves that both these factors influenced each other. Education enabled certain social groups to climb the ladder of social status in different styles and at different paces. The history of social change in America can never omit the history of education. Chapter 3Education had an important role in American social development in the 19th century. During 1800s, different groups including women and African Americans faced exclusion and discrimination in the American education system. A perfect example of the role of education is the Irish immigrants. They faced serious discrimination in the 19th century and did menial jobs in the society. There were more Irish in jails than other groups (Rury 98), and they represented most of the homeless. However, the second generation of them managed to get skilled jobs, and with better financial si tuation, by the end of the 19th century, the Irish school enrollment rate was equal to that of long-settled American natives (Rury 100). In addition, by 20th century, nearly one-third of the public school teachers in New York were Irish (Rury 104). Most other ethnic groups followed similar patterns, though in a slower manner. Similar is the case of females. The change started through visionaries like Emma Willard and Horace Mann who advocated advanced education for women. Thus, by the end of 19th century, women reached jobs which required advanced education. However, African-Americans faced the toughest deal as there was strong racist ideology against them. The situation changed for a short period after the Civil War when North initiated Reconstruction (Rury 113). There was a considerable increase in the number of African American students in the South as a result. However, the reconstruction came to a halt as the White supremacists regained power. The schools for Blacks received li ttle or no assistance from the White leaders and the situation again worsened. The history of American Indians is more or less the same. Chapter 4The beginning of the 20th century witnessed considerable economic and industrial growth followed by population growth. The result was a weakening of the existing social and community bonds. In addition, there was influx of immigrants to industrial areas. Harsh working conditions resulted in revolts and labor conflicts became common. A large number of scientific advances and theories came, offering a new world order and creating uncertainty about future. This progressivism introduced two changes in education; firstly, education became more responsive to the needs of children, and secondly, schools were more closely integrated with the community. Thus, by the early 20th century, nearly half of the nation’s teenage population attended schools, and the rise of secondary schooling boosted the educational attainment in America. This incre ase in education attainment led to better productivity and efficiency (Rury 142). However, these changes did not considerably benefit women and Blacks as racism and sexism still existed. Another change during the period was the birth of modern university. Chapter 5The period after World War II witnessed â€Å"baby boom†, and a new adolescent culture emerged around educational institutions (Rury 178). As the Nazi theory of superiority was averted, many people started questioning the existing ideas of social superiority based on race. In addition, the experience of Great Depression and the growth of trade unions broke the existing concepts of social status. In addition, the increasing number of Black population in cities caused a change in racial composition of public schools. For the first time in the history of American, federal government started using schools as a way to address the problem of inequality. The period thereafter saw various initiatives from government to addr ess inequality through schools. As more teens started attending high schools, there arose an adolescent culture. They had their own entertainment; fast cars, cigarette, alcohol, sexual promiscuity, and rock-and-roll music. The period after 1950s saw an ever-larger number of youth reaching colleges. This â€Å"baby boomers† became a significant force. With distrust towards the values of the adult society, this new generation gave birth to a new â€Å"counter-culture† and impressed the same on the rest of the society (Rury 184). In total, it becomes evident that social change in America during the 19th and 20th century was considerably influenced by the developments in education. In addition, it is seen that social change had an important role in shaping American education system. Rury, John L. Education and Social Change: Contours in the History of American Schooling. New York: Routledge, 2013. Print. Summary Example Summary – Term Paper Example September 10, Summary: â€Å"Fully Training Your Food and Beverage Staff While Reducing Turnover† The article en dâ€Å"Fully Training Your Food and Beverage Staff WhileReducing Turnover† written by Craig Pendleton disclosed relevant information, specifically common issues and concerns that besiege the food and beverage (F (2) the complexity in operations within food and beverage operations which include â€Å"manufacturing, service, marketing and sales† (Pendleton 34); (3) employment preferences select F (4) personnel hired in F (5) promotions were reported to be based primarily on performance and not on leadership ability; (6) trend of high turnover rates associated with F (7) lack of understanding by personnel of F (8) outdated training materials; and (9) lack of knowledge and competencies of HRM staff regarding F (2) a more comprehensive training program should be designed to cater to the needs, demands, competencies, and skills of F (3) HR department should have a personnel who is competent and qualified on F and (4) promotions and performance evaluation should be designed based on standards, as well as abilities and aptitudes (Pendleton). Overall, Pendleton emphasized that the F&B department is a crucial part of the operations of a casino. Therefore, to ensure that F&B personnel perform in the most effective and efficient manner, proper training and development should be accorded, as consistent with the mission and vision of the organization. Likewise, to address the evident high turnover rate, the personal and professional growth of F&B personnel should be aptly taken in due consideration.Work CitedPendleton, Craig. "Fully Training Your Food and Beverage Staff While Reducing Turnover." Indian Gaming (2003): 34-35. indiangaming.com/istore/May13_Pendleton.pdf. Summary Example Summary – Article Example Summary Summary Yik Yak Company develops an anonymous social media app called the Yik Yak. The app targets mostly colleges and universities. This app is causing troubles in these institutions, which it targets. The app allows one to post an anonymous â€Å"yaks†. In most cases, the â€Å"yaks† are offensive. Eastern Michigan is among the universities, whose campuses have been affected by offensive â€Å"yaks.† Since its inception, individuals have been using the app in a negative way. Users within colleges and universities often use it to issue threats to their colleagues and even to their lecturers. Professor Margaret Crouch of the University of Eastern Michigan, is one person who has been attacked by the offensive â€Å"yaks.† A number of colleges and universities complained about this app. Some individuals suggested that the organization needs to redesign its product because it allowed criminals to issue threats to their victims. It also allowed student s to send offensive â€Å"yaks†, which others found abusive. Some individuals who have experienced harassment on Yik Yak supported a move to ban the app. In other schools, for instance, a group of African-American students at Clemson felt racially offended by some posts (Mahler 2015). They constituted part of the group that demanded the ban of this app. The organization has so far responded to these complaints and redesigned the app to prevent posting of offensive â€Å"yaks† by users. ReferenceMahler, Jonathan. (2015). Who Spewed That Abuse? Anonymous Yik Yak App Isn’t Telling. The New York Times, March 8. nytimes.com/2015/03/09/technology/popular-yik-yak-app-confers-anonymity-and-delivers-abuse.html, accessed March 27, 2015. Summary Example Summary – Case Study Example In ‘IT Doesn’t Matter’ Nicholas Carr (2003) has raised the question of the reduction of strategic importance of information technology within the wider goals and objectives of businesses. The article claims that IT has lost relevance with regards to its strategic value within a business. With commodification of information technology, easy accessibility to IT resources and development of generic software for various operations, the businesses can no longer use it as competitive advantage. Hence, increasing expenditure in the IT infrastructure must be reassessed. The rapid advancement in technology significantly enhances the prospect of existing technology becoming a burden rather than an asset. Hence, it would be prudent to use effective bargaining tools with sellers to reduce the cost of upgrade. Indeed, as Carr states, the companies must ‘manage cost and risk meticulously’. On the other hand, McAfee and Brynjolfsson (2008), in their article, Ã¢â‚¬Ë œInvesting in IT That Makes a Competitive Difference, assert that IT still remains a strong component of competitive advantage if applied within the business processes to improve and improvise outcome. Industry data from Bureau of Economic Analysis of BEA was analyzed as to how IT had changed competition dynamics. It revealed new technologies were not the main force but the innovation in processes, because through the use of technology helped companies to make a difference and gain advantage. Thus, using IT as a platform to innovate new processes within operations and propagate them widely to enhance efficiency, accuracy and timeliness becomes critical elements of competitive advantage. Hence, article reinforces the relevance of IT in creating significant difference within the industry which helps to provide competitive advantage to the firm. (words: 269)Works citedCarr, Nicholas, G. IT Doesn’t Matter. Harvard Business Review, May 2003: 41-49. PrintMcAfee, Andrew., and Brynjo lfsson, Erik. Investing in IT That Makes a Competitive Difference. Harvard Business Review, July-August 2008: 98-107. Print SUMMARY Example SUMMARY – Article Example Summary In "TV," Mary Pipher clams that TV negatively influences the development of the medium community. The iswary of the verity that TV has replaced the human relations that were in existence previously (Pipher 358). With the streets arguably getting insecure by the day, a lot of individuals have resulted to staying indoors and watch TV instead. Children no longer enjoy the play time that they used to before as they have resulted to watching TV. It is evident that TV has slowly replaced the ‘persons’ with ‘personas’ as Pipher indicates (358). Families have been affected as well. The author gives a good example of people who no longer visit their neighbors to check on their progress (Pipher 357). Visiting time has slowly been taken up by the TV. Worse still, the author is more concerned resulting from the reality that TV is on even during family special and private moments such as meal time (Pipher 357). Adults are no exception. They have been indicated to stay for long hours listening to speeches and watching violence linked movies (Pipher 358). Arguably, this influence of the TV escalates the chances that TV might lead to violence in the adults watching TV regularly. Conclusively, it is evident that the TV has changed the societal structures and the way systems were run previously. TV has destroyed family links, human relations and attitudes towards life. With this in perspective, it is recommended that individuals minimize the amount of time they dedicate to TV and focus on mending their relations. Work CitedPipher, Mary. TV. 2014. JPG  file.

Canada Criminalizing Pornography Essay

Canada Criminalizing Pornography Essay Canada: Criminalizing Pornography Essay During the 1950's there was a social movement against the pornography industry in Canada. Religious and Feminist groups were concerned about the harmful effects regarding the danger and degradation of women. The opposition to this movement was that pornography was a freedom of expression and sexual orientation. This brought about many political debates and controversies about what is ethically right and what is a personal freedom. This created many problems for the Canadian government on how to legislate pornography and up hold the Common Rights of Canada. First Legislation on Obscenity and Criminal Law In 1959 the Canadian government passed the first law regarding obscenity after a social movement by feminist groups. The Canadian law stated "For the purpose of the Act, any publication of a dominant characteristic of which is the undue exploitation of sex, and any one or more of the following subjects, namely, crime, horror, cruelty and violence shall be deemed obscene." The addition of this law did not settle the conflict between Liberals and Conservatives over the value of pornography and sex itself. Everything was based around one question: Were representations of sex socially and morally dangerous or sexually liberating? Feminist Movement During the 1980's another Feminist movement began because they felt the current law didn't do anything to protect women and it didn't criminalize pornography in any way. Feminist groups argued that pornography oppressed women and it would influence men to believe that this degrading behavior portrayed in adult entertainment is acceptable and something must be done to change it. However, not all Feminist believed in this movement. This particular group went under the name Feminist Against Censorship. This special group was opposed to censoring pornography because it would give power to the men in the Canadian government power to control women's rights: it's the epitome of sexism. Some of the Feminist leaders in North America said that current laws interpret text in such a way that the government ignores the realities of women's lives. In other words, the Feminist group says, the law is too subjective and it must be thrown out and a completely new law be instated that will do away with pornography completely. In order for women to change this law they would have to prove that men who consume pornography also behave in this way by degrading and dehumanizing women. At this point in time there was no evidence supporting that if a man watched pornography that he was going use violence or demeaning behavior towards women. The other side of this argument is that pornography is the reality of sex and that it is a normal practice of sexuality. Pornography is some thing that both men and women enjoy and is used to shape their own human sexuality. It could be argued that the laws in a free society cannot limit or take away the right to read or watch something unless it is proven to harm another human being. It is the freedom of press that allows pornography to remain legal in North America. Conservative Stance Another group that had an opinion on this matter was the conservative religious groups. They argued that pornography was a danger to marriage and good moral values. These religious groups believe that sex is a gift from God and should only be between a man and his wife. However, conservatives did agree with the Feminist Against Censorship on the fact that sex does not degrade or dehumanize women when practiced in the right context. Sex is something that is equally shared between a man and women. The religious groups were fighting to protect what was given as a gift from God and not for it to be abused as entertainment for the public eye. Mobilization of Science: Fact vs. Morality Both Feminist and Conservatives joined forces to censor pornography on the basis that it degrades sex and oppresses women. In the late 1980's R.E.A.L Women of Canada stated that "scientific research was now

Why Astrology Lost Its Place in the Academic World

Why Astrology Lost Its Place in the Academic World Hashtag: #Signos (Portuguese for â€Å"Signs†) Through most of its history, astrology, a study of zodiac signs and its influence on our growth, personalities, and daily lives was highly regarded as â€Å"science†, a discipline that is closely associated with astronomy and mathematics.   A scholarly tradition, astrology was then accepted in political and academic contexts and a valuable system for a predicting astronomical event in many cultures throughout the centuries.   For instance, since the Arabs during the 10th century believed that the motions of celestial bodies affect life on earth and future events can be predicted by studying their movements, they were advanced in these areas and made significant contributions to the science of astronomy. Wearing the Trappings of Science Astrology was popular and continued to flourish during the 11th century. The Egyptians, Greeks, and Romans were also active in this field and built exceptional observatories to improve observation and understanding of celestial bodies. Sophisticated astronomical instruments such as the â€Å"astrolabe† (left image) were developed to enhance observation of the sky, calculation of latitudes, time and motion of the sun, stars, and the signs of the zodiac, and boost the accuracy of astrologer’s prediction. However, the legitimacy of the study that is now recognized as â€Å"pseudoscience† or a belief system that is â€Å"incorrectly presented as scientific†, was called into question by 17th-century scientific concepts and astronomical models.   In particular, the heliocentric model of the solar system where the Earth and other planets revolve around the Sun, significantly affect the credibility of the traditional geocentric (Earth-centered solar system) chart where the position of the zodiacal signs and horoscope are based. Read more information here: Unacceptable Words in Academic World Academic and Intellectual Credentials Why the South Lost the Civil War Computer Science Thesis The Scientific Basis for Defining Seasons Zodiac Signs and Horoscope Are not Science According to literature, although astrology relies on a scientific tool and complex mathematics such as those used to measure planetary motion in astronomy, the study is not a reliable predictive tool as it does not adhere to any valid scientific method and cannot be accurately tested.   Moreover, since astrology fails to abide by the standards of evidence or characteristic of most legitimate science, it eventually lost its place in the academic world.   The scientific community also disowned astrology, as it cannot provide a precise explanation on how the positions of celestial objects could actually affect people and influence events on our planet. Astrology according to Karl Popper lacks falsifiability or refutability, the ability that separates science from non-science.   Contrary to Popper, Thomas Kuhn argued that the non-empirical process and concepts involved in astrology make it unscientific. This is because failed predictions and inability to explain why horoscope fails do not necessarily make them violators of scientific principles. In reality, since astrology is not amenable research (see Research Paper), most astrologers do not investigate and merely adhere to rules and guidelines for a field of study fraught with known limitations. Instead of correcting a failure and revising a flawed astrological hypothesis in a meaningful way, most astrologers explain away failures.   According to Kuhn, even if the stars actually influence human lives and the world around us, individuals who do not solve puzzles are not practitioners of science.   Similarly, due to the presence of numerous fallacious logic and poor reasoning in astrological literature, philosopher Edward James view astrology as an irrational field of study. For instance, most astrological writings in James analysis are not coherent, blatant, uncorroborated by evidence, reluctant to pursue arguments, no sense of a hierarchy of reasons and incapable of satisfying the demands of legitimate reasoning.

Evaluate the Significance of Imperfect Competition Models for Essay

Evaluate the Significance of Imperfect Competition Models for Explaining the Pattern of International Trade - Essay Example This type of market does not operate under the rules of perfect competition. In this type of market structure, a firm has the ability to affect the prices. In spite of being close substitutes, the products can be differentiated and advertising and branding plays a major role in this type of market. A large number of sellers exist in the market. The market structure is characterized by freedom of entry and exit. Monopolistic competition and oligopoly constitute the structure of imperfect competition. Firms that are imperfectly competitive offer many products. The products are offered at administered prices. The price changes are costly and slower. The prime prediction of the theory of monopolistic competition is that firms will produce at the level where marginal cost equals marginal revenue in the short run. However in the long run, the firms will operate at zero profit levels and the demand curve will be tangential to the average total cost curve. Intra Industry Trade Situation wher e there is exchange of similar products between similar industries is referred to as intra industry trade. This is a very common term in international trade where imports and exports of similar product take place. The three types of intra industry trade include trade between goods that are homogeneous, trade between horizontally and vertically differentiated goods. Consider the Krugman’s model of monopolistic competition. This model helps to explain intra industry trade by using economies of scale as experienced by production, products that can be differentiated and heterogeneous preferences between and within countries. The sum of fixed cost and variable cost is the total cost of the firm. Therefore, C= F+cX, where F is the fixed cost, c is the constant marginal cost and cx is the variable cost. So, average cost, AC= F/X+c The demand curve faced by the monopolistically competitive firms is downward sloping. Profit is maximized at the level where marginal revenue equals margi nal cost. The equation of the demand curve faced by a monopolistically competitive firm is X= S[1/n-b(P-Pavg)] Where X= sales of the firm, S= total sales of the industry, n= number of firms participating in the industry, P=price charged by each firm, Pavg=average price charged by each firm, b=parameter of MR. A typical firm that charges the price greater than Pavg, is likely to enjoy smaller share of the market. Another assumption is that S is not affected by P. This refers to the situation where competition in price will simply redistribute the share of the market without increasing the total sales. To determine the market equilibrium, firms are assumed to be symmetric. The demand and cost functions are the same for all firms. An upward sloping relationship is said to exist between the number of firms and average cost of any firm. A downward sloping relationship is said to exist between the number of firms and price charged by each firm. In equilibrium, P=Pavg as all firms are assu med to be symmetric. The demand curve is X=S/n, and AC=nF/S+c. The demand curve can be rewritten as X=(S/n+SbPavg)-SbP where the bracketed term is the intercept and Sb is the slope. Then the marginal revenue is P-X/Sb. MR=MC, therefore, P-X/Sb=c or, P=c+X/Sb. But each firm charges the same price, then, P=v+1/bn. (Cashel, n.d., p. 1). The long run equilibrium takes place where P=AC. This model can be used now to derive the implications of international trade. International trade is

Comparison between training day and adjustment buerau Essay

Comparison between training day and adjustment buerau - Essay Example Crime refers to an unlawful activity that is done in law violation, where moral inclusiveness is used in ensuring criminal justice. Criminal justice system is a composition of a group of professionals, who exercise power and authority bestowed to them over other parties, to use force and physical coercion against them. Application of ethical values in rational decisions made in the criminal justice is also critical so that right decisions are made after serious critical thinking is employed to address the important issues of ethics, and the code of conduct within the law (Ethics in Criminal Justice Administration, 2012). When ethical values are effectively applied or incorporated when making serious and critical decisions, the decisions made are bound to be correct and very appropriate to the situation under consideration. Ethics are very critical when making critical decisions, because they help in guiding the decision which in most cases, if not well guided, may be wrong or inappro priate. Each field has its own ethics to be followed, though there are various ethical standards which are common in almost all the disciplines or which are universal. These universal standards of ethics or ethical standards guide a lot in decision making. In criminal justice just like any other field, proper decisions are critical because they aid in facilitating success. Adjustment bureau and the training day film critically analyzing the various issues of the ethics, crime and criminal justice where various decisions are made by significant actors in the movie. Here, the adjustment bureau does everything to stop David and Elise from being together using their considerable power. David in the destiny of all manners of fate is presented with a scenario where he has to do all that he can to ensure that he fulfills his desires regardless of the adjustment bureau (School of Criminal Justice, 2008). David as depicted in this scenarios is a go getter, who won’t let anything stop him from achieving what he wants or intents to achieve in life. His determination to achieve is clearly demonstatated in this scenario where he works so hard to ensure that none of his desires go unsatisfied in the end. The kind of determination exhibited here by this character is overwhelming, and is of great encouragement to those people who easily give up before achieving their targets or before satisfying their desires. In the idea of criminal justice, The Adjustment Bureau and The Training Day present the process of claims that dramatizations in media are so often misrepresent, and distort concepts of criminal justice. They also present the various legal systems leveled in various fictional bureau, such as the police officers implementing criminal justice in the movies, Adjusting Bureau and Training Day. In understanding all the connections in terms of decision making and critical and rational decision making, it’s very critical for one to be very considerate. According to the film and the instruments of criminal justice in line with ethical codes of conduct, the following discussion exemplifies the issues ironed out (United NationsOffice on Drugs and Crime, 2009). Justifying beliefs and decisions In validating the ways of life and decisions made in the criminal justice system, explaining what such decisions and who

Hyundai Auto company and GM Auto company Research Paper

Hyundai Auto company and GM Auto company - Research Paper Example With these, the company embarked on restructuring its brands in a manner that they were responsive to market needs yet still competitive. It has focused on restructuring its brands while still focusing on their core business: that is they have focused on strengthening the core businesses which are Buick, Cadillac and Chevrolet, while reducing focus on other lesser brands which are not the core of the business (GM Company 2010 Annual Report, 2010; Norton, 2008). Hence, while focusing on high quality and exciting vehicles, they have also focused on affordability and fuel efficiency. The key focus is mainly providing high quality and affordable vehicles to the market (General Motors Corporation, 2008). Over the past decade, GM has weathered a dip its US market share, with the key reason for this for this being that most of the company’s vehicles did not seem to appeal to younger buyers, nor was it responding fast enough to the changing customer needs. In most parts of the market, the cars were mostly irrelevant (Szczesny, 2009). While sales for some of GM’s cars such as Buick, Cadillac, and Chevrolet were high, performance for other brands such as Hummer, Saturn and Saab were lagging behind. Furthermore, brands such as the Hummer did not fit the new GM business model of cost and fuel efficiency (GM Company 2010 Annual Report, 2010; Norton, 2008). In essence, GM reduced focus on non performing brands and increased its focus on the performing brands, while also shifting its focus to production of vehicles appealing to a younger demographic such as Grand Prix, G6, and Grand Am, as well as production of fuel efficient vehicles such as hybrid, electric and FLEX that respond to high fuel cost pressures and environment consciousness pressures (Norton, 2008). These changes have resulted to improved contribution margins in various new models as well as increased fuel efficiency where the cars use $6-$8 per gallon gasoline, 15%-55% fuel improvement than other vehicles. For instance, the Chevrolet Volt and Chevrolet Malibu have won car of the year awards in 2010 and 2008, while Cadillac CTS and Chevrolet Malibu generated contribution margins of more than 30% and 50% respectively in 2008 (General Motors Corporation, 2008; GM Company 2010 Annual Report). These changes have positively impacted the GM’s brand value enhance its new business model (GM Company 2010 Annual Report). However, cutting the non performing brands also resulted to loss of jobs in the divisions that were cut. On the other hand, Hyundai motor company, one of the largest Korean automobile companies, has undergone changes in its brand strategy where it has mainly focused on fuel efficiency and fluidic sculpture in its products in response to changing competitive pressures in the market place (Cho, 2012). Years after Hyundai had launched its vehicles in the US market, it was still viewed as a â€Å"cheap car suitable for the lower class† customers. Over the pas t decade, Hyundai has undergone massive changes in its brands to appeal to a wider customer base in the US. They have over the past ten years not only focused on

Research Article Summary (Organizational Behaviour) Essay

Research Article Summary (Organizational Behaviour) - Essay Example Avolio and Howell in their article suggest that transformational leadership has three measures that define the performance of managers and these measures are linked with local of control and innovation. The article also discusses how transactional leadership is connected to manager performance but is negatively linked unlike transformational leadership. Dubinsky and Yammarino suggest in their article that that transformational leadership can be studied at the level of individuals, dyads and groups to understand how their performance is impacted by this leadership method. Dubinsky and Yammarino further define four hypotheses for their levels of analysis or evaluation on how transformational leadership is based on and is affected by individual differences, differences in dyads within groups, differences between dyads and between each of them, cross level: â€Å"Hypothesis 1: Relationships derived from transformational leadership theory (five previously stated expectations) will hold at the individual level of analysis; that is, they are based on individual differences† â€Å"Hypothesis 2: Relationships derived from transformational leadership theory will hold at the dyads-within-groups level of analysis; that is, they are based on differences among dyads within groups.† â€Å"Hypothesis 4: Relationships derived from transformational leadership theory will be cross-level in nature, holding at three levels of analysis; that is, they are based on individual differences, between-dyads differences, and differences among dyads within groups.† To understand how business performance can be impacted through transformational leadership and whether performance is a direct result of transformational leadership, the following hypotheses have been designed by Avolio and Howell: Hypotheses 3a, 3b, and 3c: Charismatic leadership, leadership based on intellectual stimulation, and leadership based on individualized

CHEMISTRY Essay Example | Topics and Well Written Essays - 1500 words

CHEMISTRY - Essay Example In the US, two antithyroid medications are being used, propylthiouracil (PTU) and methimazole, while in Europe and Asia, carbimazole which has a similar action to methimazole, is being used (Fenton 2006a). Carbimazole is converted to methimazole inside the body (Ross 2008a). The three antithyroid medications mentioned belong to the class of compounds known as thionamides and these medications inhibit thyroid hormone biosynthesis by decreasing the oxidation of iodide and iodination of tyrosine (Fenton 2006b). PTU also blocks the conversion of T4 (thyroxine) hormone to the more metabolically active T3 (triiodothyronine) hormone (MedicineNet 2005a). The chemical IUPAC name of methimazole is 1-methyl-3H-imidazole-2-thione, its chemical formula is C4H6N2S, its average molecular weight is 114.1688 g/mol, its melting point is 146 degrees Celsius, its experimental water solubility is 275g/L, and it has a half life of five to six hours (DrugBank 2007a). The following statements describe the mechanism of action of methimazole: ‘Methimazole binds to thyroid peroxidase and thereby inhibits the conversion of iodide to iodine. Thyroid peroxidase normally converts iodide to iodine (via hydrogen peroxide as a cofactor) and also catalyzes the incorporation of the resulting iodide molecule onto both the three and/or five positions of the phenol rings of tyrosines found in thyroglobulin. Thyroglobulin is degraded to produce thyroxine (T4) and triiodothyronine (T3), which are the main hormones produced by the thyroid gland. So methimazole effectively inhibits the production of new thyroid hormones.’ The chemical IUPAC name of propylthiouracil is 6-propyl-2-sulfanylidene-1H-pyrimidin-4-one, its chemical formula is C7H10N2OS, its average molecular weight is 170.2321 g/mol, its melting point is 219 Â °C, its experimental water solubility is 219 Â °C, and its half life is two hours (DrugBank 2007c). The chemical IUPAC name of carbimazole is

Mali Economic Development Research Proposal Example | Topics and Well Written Essays - 1000 words

Mali Economic Development - Research Proposal Example In 2005, Mali returned to a robust and good growth rate of 5.5 % after being characterized by a poor 2.2 % in its previous year. Cotton production in Mali involves around 3.3 million people and close to 200000 families farms hence accounting for about 10 percent of the Malian GDP. When compared to 2004, cotton production in 2005 improved greatly due to well distributed and adequate rainfall. Since the Mali government acknowledges the importance and significance of the cotton sector, it has organized it in an integrated format managed by the Compagnie Malienne pour le DÃ ©veloppement du Textile. CMDT is tasked with regualtiong and managing the whole chain of cotton production. Additionally, it is mandated with the development of rural areas via the provision of the necessary infrastructure such as a road network some areas like Segou, Kayes and Koulikoro. In general, Mali’s agricultural sector is characterized by low productivity due to lack of a specialized labor force. In light of this, it is clear that human capital has a significant impact on a country’s economic development. Human capital is often made up of education and health of the people. A human welfare index which incorporates education shows that Mali has a very low rate of school enrollment rates when compared to the rest of sub Saharan Africa. As such, Mali’s economic development over the years lags behind in comparison to most sub Saharan states. Thus, Mali’s failure to possess enough human capital is a challenge and hinders its economic development.

CHEMISTRY Essay Example | Topics and Well Written Essays - 1500 words

CHEMISTRY - Essay Example In the US, two antithyroid medications are being used, propylthiouracil (PTU) and methimazole, while in Europe and Asia, carbimazole which has a similar action to methimazole, is being used (Fenton 2006a). Carbimazole is converted to methimazole inside the body (Ross 2008a). The three antithyroid medications mentioned belong to the class of compounds known as thionamides and these medications inhibit thyroid hormone biosynthesis by decreasing the oxidation of iodide and iodination of tyrosine (Fenton 2006b). PTU also blocks the conversion of T4 (thyroxine) hormone to the more metabolically active T3 (triiodothyronine) hormone (MedicineNet 2005a). The chemical IUPAC name of methimazole is 1-methyl-3H-imidazole-2-thione, its chemical formula is C4H6N2S, its average molecular weight is 114.1688 g/mol, its melting point is 146 degrees Celsius, its experimental water solubility is 275g/L, and it has a half life of five to six hours (DrugBank 2007a). The following statements describe the mechanism of action of methimazole: ‘Methimazole binds to thyroid peroxidase and thereby inhibits the conversion of iodide to iodine. Thyroid peroxidase normally converts iodide to iodine (via hydrogen peroxide as a cofactor) and also catalyzes the incorporation of the resulting iodide molecule onto both the three and/or five positions of the phenol rings of tyrosines found in thyroglobulin. Thyroglobulin is degraded to produce thyroxine (T4) and triiodothyronine (T3), which are the main hormones produced by the thyroid gland. So methimazole effectively inhibits the production of new thyroid hormones.’ The chemical IUPAC name of propylthiouracil is 6-propyl-2-sulfanylidene-1H-pyrimidin-4-one, its chemical formula is C7H10N2OS, its average molecular weight is 170.2321 g/mol, its melting point is 219 Â °C, its experimental water solubility is 219 Â °C, and its half life is two hours (DrugBank 2007c). The chemical IUPAC name of carbimazole is

Leading Strategic Change Essay Example | Topics and Well Written Essays - 2500 words

Leading Strategic Change - Essay Example Mittal Steel Company is regarded as the largest producer of steel in the world in terms of the production volume. The company, however, is placed second in terms of the annual turnover behind Arcelor, its closest rival. The company is headquartered in Rotterdam, and is owned by Lakshmi Nivas Mittal. The company started during the late 1970s an early 1980s and has since grown on to become one of the most powerful steel conglomerates by owning steel plants in all the continents. The company was recently in the news over its attempt to merge with Arcelor steel, the deal being finalized on 25th June, 2006. The merger, when completed, will catapult the new company (which will thereafter be known as Arcelor-Mittal) to the position of numero-uno with a global share of nearly 17% in the steel production arena (Financial Times, June 23, 2006). The reason for choosing this company has been multi-faceted given the fact that the position achieved by the Mittal group under Mr.Mittal’s lead ership has been something phenomenal over the last decade, which has seen it grow from nowhere to commanding the largest share in one of the most profitable industrial sectors in the world (Research and Reports, 2006). These will become clearer as the essay progresses. The first aspect that will be discussed under this section will be the use of PEST analysis to study the various factors that have been contributing to noticeable changes in Mittal Steel over the years. This analysis will take into consideration the internal as well as the external changes that have contributed to the growth of the company to the position it enjoys today. The analysis will also need to perform an analysis of the micro as well as the macro environment, which have been known to play a role. In terms of the internal changes, Mittal steel is known to adopt a very well-known procedure that has contributed to its growth both in terms of size as well as in

Change Management Strategies at IKEA

Change Management Strategies at IKEA IKEA is the worlds most successful mass-market retailer, selling Scandinavian-style home furnishings and other house goods in 230 stores in 33 countries and hosting 410 million shoppers per year. An acronym for founder Ingvar Kamprad and his boyhood home of Elmtaryd, Agunnaryd, IKEA began operating in Sweden in 1943 and continues its original ethos based upon cost obsession fused with design culture. No design, no matter how inspired, finds its way into the catalogue if it cannot be made affordable.As a means of expanding the business, the company considered change in its business in the form of selling 2nd hand furniture by reconditioning damaged or old furniture stocked in its warehouse and offering furniture reconditioning services to customers. In developing this kind of business, it expects to make this constitute fifty percent of its business. 2. Term of reference In this part of the section, we will list several aspect of theoretical approaches that we could apply in the company to plan and implement the change. 3. Planning and implementing the change 3.1. The need factor during the change Waste reduction and improvement in recycling wastes are the issues that are driving the need for change. IKEA incurs waste because of damaged furniture during transportation, handling or wear-and-tear when stocked for longer periods in the warehouse. Although the compa . Problem/Issues that Prompted the Need for Change Waste reduction and improvement in recycling practices are the issues that prompted the need for change. Eastern Furniture Company incurs waste because of damaged furniture during transportation, handling or wear-and-tear when stocked for long periods in the warehouse. Although the company takes its cue from the inflow and outflow of furniture from its warehouse for delivery to customers in determining which furniture to make in greater volume and which furniture to stop making or make in lesser volume, the company has to manage a bulk of damaged furniture that it cannot sell. These take up valuable warehouse space and comprise loss for the company. Overall, the issue is one of efficiency, which has two elements. One is the ability to maintain a good ratio between the input allocated or employed and the output generated. Ideally, there should be balance in the ratio to ensure break-even but to ensure positive returns the ratio should be greater in favor of output. (Thompson, Strickland Gamble, 2007, p. 93) Waste represents input not transformed into output. The company wanted to place greater weight on output by optimizing resources use. Another is the enhancement of the skills in avoiding or preventing wastage of resources and time. The company has to minimize waste of both resources and time to improve performance. 3. Identifying and Assessing the Causes of Change Understanding the change and clarifying the justifications for the change is an important management process. There are various diagnostic tools useful in assessing change. These clarify the change and points to compelling reasons that supports the decision to implement the change. One tool is the force field analysis, which refers to the process of listing down the pros and cons of the planned change and evaluating the merit or soundness of the decision as well as the viability of the change (Hurt, 1998, p. 55). The table below shows the forces supporting and discouraging the implementation of the planned change. Forces for Change -boost resource management efficiency -increase sales -control cost -enhance profitability address customer demand -add value for products and services to customers increase market share -ensure sustainable growth Planned Change (establish a 2nd hand furniture trading) Forces against Change -increase operating cost -pull or stretching of available resources -resistance from managers and employees -risks of incurring further losses A number of forces support change. These forces encompass different areas from the improvement of resource management practices by optimizing output from the input used, financial performance in terms of sales and profitability by controlling cost, and marketing outcomes by meeting new demand and adding value to customers. The occurrence of these forces of change could mean sustainable growth for the company. However, there are also important forces discouraging the change. These include increasing operating cost because of the expansion of the business, the pull of resources from the existing business to the new business that means the stretching of available resources. There could also be resistance from managers and employees because of the change in organizational structure. The risk of incurring further losses in case the company is unable to manage effectively the rigors of the change process is also an adverse factor. By balancing these forces, it appears that the forces supporting change weigh greater than the forces discouraging change. Achieving the benefits is viable given the stable financial situation of the company and the opportunities for expansion in the market. The company has sufficient resources to invest in the change and the expected returns are high because of the growing market for refurbished and environmentally friendly furniture products and services. The establishment of a 2nd hand furniture business also adds value to its product and service offering to customers by providing customers with the opportunity to help in conserving the environment by minimizing waste through recycling. However, the company needs to address the forces discouraging change by developing a sound resource management and investment plan, developing preventive and contingency plans for risks, and easing the resistance of managers and employees. By addressing these discouraging factors, the company can e nsure expected results from the change. Another tool is critical pathways, which refers to the use of directions and schedules in planning tasks and monitoring completion to ensure the achievement of the expected results. Using this tool determines the viability of the change and the areas requiring focus. (Thompson, Strickland Gamble, 2007, p. 93) The table below shows the tasks required in the implementation of the change, the commencement period, the period for completion, type of activity, and the relative depends on the tasks necessary for completion. Task Commencement Completion Type Task Interdependence 1. marketing study Month 1 1 month Sequential 2. consultation of managers and employees Month 1 2 month Parallel 3. brainstorming and preliminary planning Month 2 2 months Parallel 2 4. expansion strategy implementation (i.e. mergers and acquisitions, joint venture, takeover, etc.) Month 4 2 months Sequential 1-3 5. restructuring and hiring of new employees Month 4 3 months Parallel 4 6. preliminary marketing activities Month 7 6 months Sequential 1-5 7. preliminary evaluation Month 10 1 month Sequential 1-6 8. final evaluation Month 12 1 month Sequential 1-7 The entire change process happens in a twelve-month period. The identified tasks support the viability of the change. The tasks distinguish the preparatory activities, implementation proper activities, and post-implementation activities that the company needs to complete the change process. The tasks also coincide with the issues requiring consideration such as resistance during the restructuring process relative to the results of the consultation with managers and employees and the development of the appropriate marketing activities coinciding with the results of the marketing study. The determination of the sequencing of tasks and interdependence of the tasks also supports the viability of the change by determining priorities during a particular period to ensure due preparation and evaluation of implementation. Overall, the critical pathways analysis supports the commencement of the change and identifies the tasks for completion to achieve the change. 3. Stakeholder Analysis The change process is organization-wide, which means various parties likely affected by the change involving the development of a 2nd hand furniture service. Stakeholders pertain to the parties linked to the business firm who stand to experience benefits or adverse effects from the change (Friedmand, 2007, p. 172). Identifying the stakeholders and the respective interests is important to develop ways of wining over these various stakeholders who are likely to contribute to the success of the planned change. Determining stakeholders or the parties affected by the change together with the impact of the change to these parties is also important in prioritizing stakeholder interests as well as the resolution of issues faced by the stakeholders. (French Delahaye, 1996, p. 22) There are a number of stakeholders in the planned change falling under either internal or external stakeholders. First is top management of the organization who decide on the change, direct strategy implementation, and carry accountability for the outcomes of the change. Second are middle managers affected by the change and comprise implementers of the tasks constituting change. Third are employees also affected by the change and serve as movers in the change process. These three stakeholders also constitute internal stakeholders as they form part of the organization and directly experience and participate in the change process. Fourth are suppliers of furniture retailed by the company who could be affected by the expansion. Fifth are investors and investment parts providing capital needed in the change process. Sixth are customers for whom the change is directed and from whom the impact of change is assessed. These last three stakeholders comprise external stakeholders by not being part of the organization. These stakeholders influence the change indirectly but could influence the success of the change management activity. There are a number of tools in analyzing these stakeholders. The application of these tools identifies stakeholder interests and clarifies the prioritization of stakeholder interests, in case of conflict. This is necessary to ensure that the intended impact for stakeholders and the expected response from these stakeholders ensure the achievement of objectives for the planned change. One analytical tool is the power model, which classifies stakeholders according to their relative power or influence in swaying the change process. There are four classifications of stakeholders relative to power, which are promoters, defenders, latents or apathetics. These classifications vary according to the interest in achieving the change and the influence on the change process. The model also determines the stakeholders included in the decision-making over the change process depending on the relationship with the company and the influence on the operations of the company. (Cooper, 2004, p. 13) Stakeholder Classification Prioritization of Change Influence on the Change Internal Stakeholders External Stakeholders Promoters High High Top Management Investors or Investment Partners Defenders High Low Middle Manager Latents Low High Employees Customers Apathethics Low Low Suppliers In implementing this analytical tool, the identified stakeholders fall under different classifications. This determines differences in interest and the means of managing these interests. In achieving the planned change via policy support, there should be strong support from the top management and middle managers. It is important achieve strong support from top company officers as well as middle managers to ensure the development and implementation of policies towards the planner change. To ensure successful implementation, it is important to consider and integrate the interests of investors to gain capital that supports the change process, employees who would implement tasks comprising the change process, and customers whose acceptance determine the marketability of the new business. Another analytical tool is the resource dependence theory (Frooman, 1999, p. 191) that classified the relationship between the firm and stakeholders into four types, which are 1) firm power, 2) high interdependence, 3) low interdependence, and 4) stakeholder power. The nature of the relationship determines the issues requiring resolution to manage effectively stakeholders. The core idea of this analytical tool is the recognition of the limited self-sufficiency of business firms so that they have to rely on their environment to address difficulties. Firm-Stakeholder Relationship Stakeholders Firm Power Middle Managers, Employees, Stakeholder Power Customers, Top Management High Interdependence Investors and Investment Parties Low Interdependence Suppliers The implementation of this analytical tool shows the stakeholder priority of the organization in achieving the planned change in the context of resource accumulation. Since the company has strong dependence on investors and investment parties as source of capital and investors also rely on the company to experience returns. This means that the company should develop mutual positive relationship with investors and investment parties. Since the power of stakeholder is high in the case of customers and top management, which means that the company should consider the important roles of top management in directing change policy and customers in justifying the area of change. 4. Change Implementation Strategy Determining the appropriate and effective change implementation strategy is an important part of the management of the planned change. The change implementation strategy determines points to the viability of the change by identifying the nature and direction of the intended change together with the corresponding roles of the parties involved and the activities requiring completion. There are two considerations in developing the change implementation strategy. One is the direction of the change, which is either top-down or starting from the front line. Another is the source of the factors for change, which is either internal or external. A top-down change implementation refers to planned change because change emanates from the implementation of change policy from the top management. This means that change occurs through directives from the top expressed through change in the attitudes and behavior of employees as well as work processes and output. Top-down change implementation strategy is also similar to the hierarchical model of change, which places stress on the manner of utilizing the firm structure, compensation and incentive system, and other control systems to facilitate the achievement of the intended change. As such, senior management serves as architects of the change and manages the organization to achieve the desired change. The hierarchical model usually applies in changes involving the change in structure, staff, compensation systems, incentives, performance measures, and other similar change. Control serves as the means of ensuring the change. Rational connection between the planners and doers also ens ures change implementation, which means that the intended change should be rational in terms of firms and stakeholder benefits to be accepted by the doers, which is made up of the front line employees. However, this also has limitations such as the use of inaccurate information to support decisions over the change process and problems in motivating change at the lower levels of the organizational structure. In addition, this aligns with the economic perspective of organizational change. (DeWit Meyer, 2004, p. 297) Change commencing from the front line refers to the encouragement of creativity and innovation at the bottom level of the organization. The creation of an innovative working environment and implementation of incentives for innovative outputs encourage employees to determine solutions to problems they experience in the delivery of products and services and dealings with customers. The implementation of these solutions comprises the change. This has relation to the cultural model of change implementation, which emphasize on the participation of employees at the lower level in the formulation and implementation of strategy in terms of information feedback to their immediate managers or supervisors. As such, there is a fusion between the roles of thinkers and doers because managers participating in doing while employees also take the role of thinkers. Because of this, the change focuses on the infusion of organizational culture across the firm. Top management provides broad guidance in i nnovation. (Goold Quinn, 1990, p. 176) This works well for decentralized business firms. However, this also limitations including the assumption that the managers and employees are well-informed and able to make informed decisions on areas of change and sound solutions to front line problems. Focus is difficult to maintain in using this model. The change process would also likely involve costs and involves a certain period. Not all organizations can afford the high price for change from the grassroots or culture-based change or have the luxury of time to wait for protracted change. (Parsa, 1999, p. 73) There is also an alternative change implementation perspective, the collaborative model, which requires the participation of senior managers in the process of strategy formulation. This means that top management facilitates brainstorming, consensus building and other collaborative methods in planning the change so that top management also comprises the bridge for change implementation on the part of middle managers and employees. (Goold Quinn, 1990, p.176) As an integrative model, this addresses the problem of information inaccuracy likely to occur in the implementation of top-down change as well as the assumption of complete information at the grassroots in applying the cultural model (Parsa, 1999, p. 73). The distinction between thinkers and doers blurs but this does not completely disappear because of the assumption of the parties of dual roles. Based on the understanding of the planned change, which is expansion by establishing a 2nd hand furniture business and requiring prioritization of the interests of investors and customers, the appropriate change implementation strategy is the collaborative model. The change involves the acquisition of business units, restructuring of the organizational structure, and hiring of new employees. The acquisition of new business units is a strategic issue for resolution at the level of top management with feedback from senior managers to support sound decision-making. The hiring of new employees and restructuring of the organizational structures are management issues for resolution at the senior management level obtaining policy guidance and confirmation from top management while at the same time obtaining feedback from middle managers and employees on emerging problems and effective solutions. Senior managers serve as the fulcrum balancing or bridging change implementation and the change process. Successful change ensures the interests of investors and customers. Change implementation strategy could also be internal and external. Internal change implementation means that the parties involved in the change are members of the organization and the achievement of change depends on internal competencies. External change means that the parties facilitating change do not form part of the organization and infuse external competencies into the change process. However, these are not conflicting, which means change implementation could involve both internal and external factors, with the extent of combination depending on the requirements of change implementation. (Grant, 2002, pp. 132-133) The change implementation strategy for the planned establishment of a 2nd hand furniture business involves the combination of internal and external factors. The internal factors refer to top management directives or guidance, consensus building and feedback from senior managers, and feedback from middle managers and employees over issues and solutions emerging from the front line. The external factors include capital infusion from investors, feedback from external consultants, and acquisition of business units. 5. Addressing Resistance Key to the success of the change implementation strategy is the identification and understanding of the factors blocking the implementation of change. Kotter (1996, p. 3) described blocks as the entirety of the hindrances and issues experienced by business firms in the course of implementing change. This requires resolution to ensure the successful implementation of change. An impending block to change implementation is resistance or disagreement, disapproval or opposition to some aspects or all of the planned change. If unaddressed, resistance could lead to delays, accumulation of additional costs or even the failure of change implementation. Resistance finds explanation through the transition curve (Fisher, 2001, n.p.) [See Figure 1 below] that explains the response of parties to the change as a process. Upon learning of the planned change, the affected parties experience anxiety because of concerns over whether they can cope with the change. This could lead to happiness because of the realization that change, which could be anticipated, could happen or denial because of the inability to accept the change. However, this could immediately turn into fear because of concerns over the expectations of their role and the impact on them that could develop into depression when in the stage of uncertainty. This could then lead to two directions. One is towards gradual acceptance and moving forward as the affected parties develop confidence in the change and their roles in the implementation of change. Another is towards hostility and absolute resistance because of the inability to find their place and role in the expected change. Recognizing the adjustment to change as a process implies that business firms should address the fears and threats faced by the parties affected by the change to ensure that the attitudes and behaviors of stakeholders lead to acceptance and moving on. Based on the transition curve, resistance to the planned establishment of a 2nd hand furniture business would likely come managers and employees. The change involved the acquisition of new business units to comprise 50 percent of the business. The different nature of the business means change in existing practices and norms. The change also involves the restructuring of the organization, which means the removal of some positions and creation of new one and the removal or reassignment of people. These situations build fear among managers and employees. The change also involves the hiring of new personnel, which could be perceived as threats by existing employees. Specifically, there could be several sources of resistance to the planned change. One is the concern of employees over the changes in their employment status after the implementation of the change. The initial response to threats on employment status is resistance by fighting against the change to prevent the cancellation of positions and removal of personnel. Another is the concern over possible changes in their tasks if they remain employed with the company after the establishment of the new business. Employees experience security by developing knowledge and skills necessary to accomplish their work effectively. The change requires the accumulation of new knowledge and skills that challenge the security of employees. Still another is the different perspectives of managers and employees towards the purpose and impact of the planned change. The different in opinion could divide support for the change. Last is the adverse perception towards the change because of lack of consultation. The implementation of change without sufficient consultation, based on the perspective of managers and employees, could develop negative regard towards the change. Addressing the problems of resistance that develop in a process could also be through a process that requires strong leadership. Addressing resistance is a three-stage process [See Figure 2 below] that commences with the unfreezing of the present status of the organization, followed by the guided movement towards the new position, and concluding with the freezing of organizational life at the new position. This means top management, with feedback from senior managers, should determine the existing position of the company, articulate the new position, and implement policies or activities that move the organization from the current to the new position. This finds further explanation by the parallel three-step process. The first step is defrosting of the status quo, followed by the taking of actions that usher change, and concluding with the anchoring of the achieved changes using corporate culture. This also highlights the importance of leadership and adds the incorporation of the chan ge in the corporate culture as the means of ensuring that the organization remains at the new position. (Lewin, 1997, pp. 330-334) These three-step processes address resistance in a number of ways. Completing the first step means that the company has identified a rational justification for the change by understanding problems in the present status of the company and developing a vision of the outcome of the required change to address these problems and gain benefits. Implementing the second step requires the identification of activities and processes that encourage the intended behavior or action from all stakeholders. These behaviors and actions comprise movement towards the new position. The application of the third process through activities that secure the comfort and satisfaction of the organization towards change should ensure the stability of the organization in its new position. (Lewin, 1997, pp. 330-334) Specific actions or activities that could help the organization address resistance. First is the establishment of a sense of urgency over the need for change. It is common for people to require a reason for agreeing and participating in change. Leaders or top management has to provide an acceptable justification to expect change from managers and employees. Second is the development of the vision for change and communicating this to the parties affected. People also expect to make changes when they know where they are going. This means that leaders need to clarify where the change would lead the organization to expect managers and employees to understand the importance of their role in the change process and the impact of the change on them. Third is the establishment of a guiding coalition made-up of a team nurturing and supporting the change. The team has to exert influence because of their qualifications and other forms of influence towards managers and employees. Fourth is the em powerment of employees to participate in the change process with confidence. This means that leaders should provide room for the development of ideas on the part of managers and employees. This environment develops flexibility, which supports change. Fifth is the establishment of short-term goals that is realizable in a short period because people are not likely to cooperate in change without seeing positive results, no matter how minute, in the short-term. Sixth is the encouragement of additional changes to secure long-term or sustainable change to take advantage of the momentum of change by encouraging open communication and innovation. Seventh is the reinforcement of change through positive developments in the organization that justifies the better position of the company after the change. (Kotter, 1996, pp. 33-145) 6. Project Evaluation The evaluation of the project constitutes another important aspect of change management. Evaluating the project ensures the resolution of problems as well as the prevention of issues. One project evaluation model is the lifecycle of change management. The implementation of this mode commences with modifications at the model level and then the translation of these changes at the implementation level. This minimizes rework at the implementation level while at the same time developing a model for use in the assessment of the outcomes of change implementation. (Singh Shoura, 2006, p. 25) Simulation is a means of considering possible modification at the model level. In application to the establishment of a 2nd hand furniture business, simulation could apply to the assessment of different modes of mergers and acquisitions to determine the best means of achieving the desired change. The selected option is subject to implementation and expected outcomes, based on the model as the point of r eference. Another situation implementing the lifecycle model is the consideration of the role of leadership in the change implementation process. Ideally, leadership should develop the vision for change and guide movement towards the change through activities that comprise the change such as the assumption of new tasks by managers and employees. This ideal serves as the means of evaluating the role of leadership in actual practice. Managers should also facilitate consultations and feedback sharing within and across the different levels of the organization. This ideal comprises the point of reference in assessing the role of managers in the change process. Overall, the intention of the lifecycle model of change is that the organization should remain operational after the implementation of change but placed at a better position compared to the previous state before the change. The comparison of the difference between the old and present status in terms of strategic objectives tells so mething about the merit of the change and the effectiveness of the change implementation strategy. (Singh Shoura, 2006, p. 25) 7. Conclusion Change management is important in achieving strategic objectives. There are a number of elements for consideration in implementing change management. One is the clarification of the change by determining the problem or issue underlying the planned change. This is important to rationalize and justify the change. Another is the assessment of the change by weighing the forces that persuade and dissuade the change. The persuading factors should outweigh the dissuading factors to support the change. Still another is the identification of the stakeholders or the parties affected by the change together with the interests for purposes of the prioritization of interests in case of conflict. The development of the change implementation plan is also important because this determines the activities comprising change and the role of the parties in achieving the change. Understanding the blocks to change, particularly resistance is also important to ensure a smooth change process. Lastly, designin g a project evaluation is also an important element because this determines the extent of achievement of the change and areas for improvement in the course of implementation.