Political Analysis on China Essay Example for Free

Political Analysis on China Essay China has been under the communist party rule for many decades. The communist party exercises absolute power over legislations and economic and cultural institutions. China rules and regulations are not so transparent or absolute. Due to lack of transparency and corruption the social network with the people from the communist party can help the business avoid red tape and bureaucracy. A political risk refers to government interference in the business affairs of foreign persons or companies doing business in a particular country. China is particularly hazardous with respect to political risk. In fact this has occurred in china in 1949. There are the risk of confiscation, risk of expropriation, and risk of contract repudiation.A unique form of political risk occurs in china, and this is the constant battle between the country’s central government and the provincial and local governments over applicable law, and observance or non-observance of it. This makes it difficult for companies operating in China to know exactly what the rules are. Other Political risk of China are as follows- 1) Political Effectiveness- Political effectiveness is actually not very effective in china as compared to other countries. Barely anyone bothers to call the police and they be easily bribed. Road laws are not enforced and thus there is a high rate of accidents in China with the way they drive. The government is even less confident than outside observers regarding their nation’s political stability. 2) Institutional Stability- Corruption still plays a huge role in China. They believe that profit comes first and mostly for personal reasons. At first it was only the Chinese Communist Party who took control in 1949. Later the other branches such as the Judicial Branch came into power in 1980. 3)Currency inconvertibility – The import and export business exchange currencies in either USD or RMB. Only certain worldwide currencies can be exchanged in China, other than that they use the RMB. 4) Honest Government- There are many cases known to justify corruption among government officials. Policies and laws are not solid or stable in China, therefore everything is negotiable. The CPI ratings of China are 3.5 this year. This looks bad compared to the United States and Canada. 106,000 officials were prosecuted for corruption in 2009 which was a 2.5% increase from 2008. With China’s growing economy, it will only get worse. Minimizing Political Risk- For minimizing political risk we should understand the importance of social networks and their relationship. It is a challenging process for a company to recruit the right people with the appropriate network to overcome these challenges. Legal System- For thousands of years, the Chinese legal system was based on Confucian ideology that emphasized ethics and relationships between the people and their leaders. China does not technically have an independent judiciary or a legal system that operates outside the influence of the ruling Chinese Communist Party. In fact, China’s lack of an independent judicial system. Legal and Regulatory Risk Regulatory risk in China is high. Although many sectors of Chinas economy have become more market oriented, numerous restrictions and a massive bureaucracy still hinder full implementation of regulations and make the approval process unpredictable. Chinas Judicial System- Using Chinas judicial system also involves risk. Because of Chinas WTO membership and growing pressure from foreign investors for greater transparency and rule of law, China increasingly recognizes overseas arbitration awards and rulings. It is, however, still risky for companies to rely solely on the PRC judicial system to protect their interests. Similarly, China’s accession to the WTO has brought with it the inclusion of international business laws and patent rights amendments, but even today it is common to see technology being stolen either by the employees of the outsourced firm in China or by a Chinese competitor in the country. Protection from foreign Currency Earning Enterprises- The cost of doing business in China is frequently higher than companies expect. These issues, coupled with a recent rise in policies aimed at protecting domestic companies from foreign competition— especially in engineering and construction, legal services, and banking—create risks and obstacles that few foreign companies are aware of until too late. Minimizing Legal Risk- Hence western companies that plan to outsource manufacturing to China should be aware of these legal challenges. One way of preventing these issues is to have a strong network with the locals or to make sure that sensitive technology is not outsourced to China. Cultural Challenges China has evidenced thousands of years of history, culture and traditions. The way Chinese people behave today is the result of its historical transformations, which is very different from the transformations witnessed by western societies. Hence the modern day Chinese culture is very different from the cultures of the west. The cultural aspects of the Chinese are immensely reflected in the business world, for example, A CEO in the western world is normally looked upon as a consensus builder or as an individual who debates and discusses strategies with their employees and then executes the strategy, whereas in China the leader is looked upon as the sole decider and executor of strategies. There is a strict hierarchy in the Chinese business culture, which is very different from the business culture of some of the west countries. So to run a successful wholly owned outsourcing unit in China, the western businessmen need to understand and overcome these cultural chal lenges. Challenges in Scale and Demographics China is a vast country with a massive population, Western businesses are often at awe about China and think that the 1.3 billion people could become a large customer base, but in reality China is a complex market. 850 million people in China live in the impoverished countryside; their life is harsh, uncertain and poor.536 million people live in the urban areas out of which 247 million people are considered middle class and have an expendable income. The middle class earns over $5000 per head over the period of a year, but one must also consider the fact that the Chinese are the largest savers in the world unlike some western countries such as the US where the consumers have massive spending power and a culture that promotes spending. Hence for a western company to succeed they need to understand these Demographic differences. Challenges related to market behaviour The Chinese market is unique in many aspects, many western companies have tried to sell their product as-is in the Chinese market and failed miserably, and these are not some small unknown brands but large mega brands that have been successful for many decades and different markets. To be recognized as a brand in China, one need to market and advertise the Chinese way, marketing and branding in China should carry a strong Chinese Cultural overtone to be successful in the mainland. Successful western companies such as Google and eBay have failed to become market leaders in China. The lesson learnt from the failure of these companies is that they â€Å"did not understand the localization factor† Therefore for the long run, western companies should â€Å"Think Chinese but act western† and sell the right product at the right price to be successful in the Chinese market. Economic instability Trade policy Challenges China is the world’s second largest economy and is among the fastest growing economies of the world. When western companies move to China they have to consider the economic stability of the country and prepare themselves for the various risks due to changes in fiscal policy, monetary policy, trade policy and other macro economic factors. China’s economy is mostly dependent on exports from the manufacturing industry and foreign economists suggest that the Yuan is undervalued by as much as 40%. Hence a Change in the Yuan can impact the profitability of the western business. Due to high economic growth there has been a strong demand for semi and highly skilled labour all over China. The labour costs have steadily increased over the last 5 years and the government has increased the minimum wage level. This will impact operating costs in China and hence a western company planning to operate in China will have to factor in this ri sk. In summary western enterprises need to be aware of macroeconomic risks before they start their operations in China or face the possibility of failure.

Nissan revival plan was achieved one year ahead of schedule

Nissan revival plan was achieved one year ahead of schedule In 1999 Nissan had been facing great losses for seven of the past eight years which were now resulting in debts. This was mainly caused by the Japanese business custom of keiretsu investments which left little capital for other investments, like innovations in product designs. This lack of design innovation furthermore caused the Nissan brand to weaken as competitors were producing vehicles more stylish and up to date, reflecting customer demands. To foster a turnaround the Nissan president and CEO Yoshikazu Hanawa formed a mutual beneficial strategic alliance (Global Alliance Agreement) with Renault, allowing both companies to expand in new desirable geographic areas. With his experience in turnarounds Carlos Ghosn seemed to be the obvious choice to lead the Nissan turnaround from both the Renault and Nissan point of view. Evaluation The approach was an overall success in meeting the specific and measurable goal of turning the losses into profits not only on time but 6 month prior to the deadline. The Nissan Revival Plan was achieved one year ahead of schedule and succeeded in reducing their purchasing costs by 20 % which meant that they approximately reached the level of Renault. The large emphasis Ghosn placed on the execution also gave him an edge as this phase is much more demanding in terms of communication, meeting objectives on time and budget, potential conflicts with power resources and resistance to change. The respect Ghosn showed for the Japanese culture was vital for the initiatives to succeed, even though I believe it was a mistake for him not to learn about Japan before coming there as it is very easy unintended to insult people from other cultures if you are not familiar with their specific customs, but it also gave him an edge in being open-minded in perceiving the Japanese and Nissan culture. Coming to Japan he only brought three principles of management with him were to be well received and understood by employees: transparency, execution vs. strategy; improving quality and customer satisfaction and reducing costs. Not just anybody could have managed the Nissan turnaround as well as Ghosn did. For instance, A COO from Japan would not have been able to cut back on keiretsu investments. Because of the Japanese business culture to make these kinds of investments and the Japanese emphasis on cooperation and loyalty, it would have been considered to be a sort of betrayal and ultimately would 3 have harmed the Nissan brand even more. Only an outsider with different cultural background could legitimize such a change. The resistance Ghosn eventually faced when ignoring the almost sacred tradition of promoting by education, age and time within the company would likewise have been much more pronounced if the initiative came from a Japanese COO. Resistance to change Ultimately some sort of resistance was inevitable because of the major structural and cultural changes Nissan was facing with Ghosn as COO. People generally do not resist change, per se. but some underlying causes, like lack of understanding, fear of the unknown or fear of an outcome worse than the present situation.1 In this specific case Ghosn went a long way implementing many changes before meeting actual resistance in form of lack of cooperation among employees caused by the elimination of the old promotion system, allowing younger, less experienced employees to be promoted based on their skills and achievements. This resistance was clearly caused by fear of the unknown and fear of loosing/not gaining status by promotions. Resistance is generally a very important form of feedback and Ghosn chose to view the resistance as an opportunity for experience rather than a limitation.2 1 Dent, E. B. and Goldberg, S. G. (1999). Page 26 2 Ford, J. D. and Ford, L. W. (2009). Page 101 3 Nohria, N., Joyce, W. and Roberson, B.(2003). Page 45 4 Ford, J. D. and Ford, L. W. (2009). Page 100 Ghosn has overcome the actual resistance and prevented potential resistance to the cultural and structural changes in large by clearly communicating all initiatives and objectives to all Nissan employees. Communication had previously been a problem within the company but by creating a matrix structure (combining efficiency and effectiveness) and through consistency between his own actions, thoughts and communication Ghosn was making sure that transparency as well as communication within the organization was improved and afterwards maintained, keeping focus on the strategy.3 Likewise by creating the Cross-Functional Teams, he sought to build engagement and participation and made sure that the employees would have a sense of ownership over the Nissan Revival Plan and motivate communication across departments, stimulate future risk-taking and responsibility as well as regaining confidence in the companys future. Mitigating resistance by involvement and communication are generally very e ffective and will increase employee commitment to execution.4 4 The former lack of accountability and acceptance of responsibility among employees was eliminated by directly assigning responsibility and accountability and encourage people to take risks. This was accomplished in part by monetary rewards and stock options whenever the actions led to increase in operating profits or revenues.5 The previous consensus mentality at Nissan seems to have been: à ¢Ã¢â€š ¬Ã¢â‚¬ ¢If everyone one is responsible then no one is accountable, and nobody gets punished,à ¢Ã¢â€š ¬- which was affecting risk-taking and slowing decision-making processes across the company. 5 Fu, Dean and Millikin, john P. page C553 Organizational culture As mentioned above, the understanding and respect Ghosn expressed for the Japanese Nissan culture and the fact that he communicated his wish to work through this culture were vital for his acceptance within the organization. He made it clear from the very beginning that he too had a personal stake in the outcome and thereby created a sense of cohesion with the employees. His visibility in the organization from day one and the consistency between his communications and actions was a new but welcome change that made him human in the eyes of the employees. This transparency and consistency together with his explicit promise to respect the culture also helped building a sense trust and thereby employee support for most of Ghosns change initiatives. The Nissan president and CEO, Yoshikazu Hanawa, had a positive attitude towards Ghosn and his experience and abilities in turnarounds, since he explicitly asked Renault to send Ghosn to Nissan to lead the changes. But because Ghosn was a foreigner and not accustomed to the Japanese way of doing business, several industrial business analytics expressed scepticism and concern for this arrangement. It is likely that middle-managers and higher-level-managers have been influenced by these critics and therefore had a negative attitude towards Ghosn as COO, but if they did, they did not make much fuss about it. 5 National culture When you consider the differences between Ghosns leadership style and the Japanese (Nissan) way of doing business, it is actually a bit of an achievement that resistance did not arise earlier and more pronounced than it did. The cultural differences between Ghosn, with his experience in working in organizations with strong corporate cultures, and the Nissan organization, with its weak culture traits, were very pronounced and had great potential to cause some trouble along the way, but it takes two to tango, and one of them has to lead. The initiative of putting together Cross-Functional Teams had great potential for meeting resistance in part because of the Japanese tradition of reaching consensus when making decisions. In addition, if every member of a Cross-Functional Team had to make sure, that their respective departments were supporting every suggestion, then the decision-making process would not only have been slowed severely but would have staled. It is also very likely that the employees at Nissan would have resisted the Cross-Functional Team initiatives because of the Japanese culture of loyalty and cooperation within departments but not necessarily across departments (especially not in troubled times) caused by the weak organizational culture. Early on Ghosn became aware that in order to turn Nissan around, he would have to address some of these cultural issues in order to get to root of the problems and meet the overall goal of creating profits. First and foremost, he would have to communicate and make understood the importance of meeting customer wants and needs (included a radical change in the decision-making processe).6 The management would have to create a shared vision (or long-term plan as opposed to their usual sort-term). Management at Nissan was displaying tunnel vision and was focusing on regaining market share instead of increasing margins and product innovation to meet customer demands.7 The emphasis placed on informal contacts and information, complicated knowledge sharing across the organization, as nothing was written or formally communicated, which also slowed decision-making processes. He would have to overcome these cultural obstacles (underlying problems) before addressing the real problems at Nissan. 6 Nohria, N., Joyce, W. and Roberson, B.(2003). Page 46-47 7 Fu, Dean and Millikin, john P. page C549 6 Luck and timing The timing for these changes was absolutely perfect. Had Ghosn and his Cross-Functional Teams tried to implement the same changes a few years earlier, they would most likely have met great resistance and possible failure. But because of the resent bankruptcy of the major financial house, Yamaichi, and the lack of bailout by the Japanese government, the employees at Nissan began to take their situation seriously and this imposed a sense of urgency among the employees. This sense of urgency helped push changes by making the employees more willing to cooperate and implement the proposed changes as well as taking more risks in order to turn the company around. This willingness for taking risks decreased the previous fear of making decisions (especially faulty decisions) which decreased the need for consensus decision-making , which again increased the speed with which decisions was able to be made. This further fostered motivation for innovative proposals for the product line, which had a positive effect on the Nissan competiveness and on consumer satisfaction. In short, the bankruptcy of Yamaichi was a stroke of luck at the exact right time to help kick-start the major changes at Nissan, especially in the minds of the employees. Looking forward In the next few years (2005) Ghosn will have to return to Renault to take over as CEO (his lifelong dream). The right replacement for his job must ensure continuous growth and success, keeping focus on customer needs and increases in profit as well as to nurture the newly accomplished sense of urgency to keep driving employees towards continuous improvements (Nissan 180). A successor should, besides the above mentioned, be able to create a balance between long-term and short-term objectives to ensure that employees do not fall back into old habits.8 Constantly setting short-term objectives, aligning them with long-term objectives will enhance motivation among Nissan employees as they will see their effort and hard work paying of. 8 Griswold, H. M. and Prenovitz, S. C.(1993). Page 5 9 Krackhardt, D. and Hanson, J. R.(1993). I would recommend Ghosn to use the network analysis9 as a tool for helping him making the best possible decision, ensuring that the person he will choose is trustworthy among employees, accountable and responsible, has influential power. The friendship network is always a good place to start, but he should be sure to mad both the communication network and advice network as well. Perhaps there will be an obvious overlap between the three. 7 Conclusion The Nissan turnaround was a great success in that it met measurable objectives and accomplished to overall strategic goal of increasing profits within the schedule. By approaching the Japanese and corporate Nissan culture with an open mind, Ghosn was able to gain the employees trust. His approach to the cultural differences combined with a great stroke of luck, turned the challenge into and opportunity and he was thereby able to meet the overall goal. In facing the fundamental problems within the organization; lack of clear profit orientation, insufficient focus on customers and too much on competitors, lack of a sense of urgency, no shared vision or common long-term plan, lack of cross-functional, cross-border, cross-cultural lines of work, he had to bend the rules of engagement by changing large parts of the Nissan culture. More specifically, based on the recommendations from the Cross-Functional Teams, he implemented some rather radical changes on the Japanese traditions of doing business, in order to help Nissan get back on track. Even though he was hereby violating his prior commitment to be sensitive to the Nissan culture, he did not experience serious resistance in doing so, because it was ultimately Nissan employees suggesting these changes, he was just executing them. In choosing his Successor Ghosn should map the informal networks within the organization, emphasising on trust, accountability and power to create change. 8 List of literature  · Dent, E. B. and Goldberg, S. G. (1999). Challenging resistance to change. Journal of Applied Behavioral Science, 35(1), 25-41.  · Ford, J. D. and Ford, L. W. (2009). à ¢Ã¢â€š ¬Ã¢â‚¬ ¢Decoding resistance to change.à ¢Ã¢â€š ¬- Harvard Business Review, 87(4), 99-103.  · Fu, Dean and Millikin, john P. (2003) à ¢Ã¢â€š ¬Ã¢â‚¬ ¢The Global Leadership of Carlos Ghosn at Nissan,à ¢Ã¢â€š ¬- Thunderbird The American Graduate School of International Management, C546 C556  · Griswold, H. M. and Prenovitz, S. C.(1993).à ¢Ã¢â€š ¬Ã¢â‚¬ ¢How to translate strategy into operational results.à ¢Ã¢â€š ¬- Business Forum, 18(3), 5-9.  · Krackhardt, D. and Hanson, J. R.(1993).à ¢Ã¢â€š ¬Ã¢â‚¬ ¢Informal networks: the company behind the chart.à ¢Ã¢â€š ¬- Harvard Business Review, July/August, 104-111.  · Nohria, N., Joyce, W. and Roberson, B.(2003).à ¢Ã¢â€š ¬Ã¢â‚¬ ¢What really works.à ¢Ã¢â€š ¬- Harvard Business Review, 81(7), 42-52.

Essay --

Hunter Reagan Mrs. Paschall Honors English IV 30 October 2013 The Good Guy Rules In the work The Road by Cormac McCarthy a father and son struggle to survive in a post-apocalyptic world with evil surrounding them. They always refer to themselves as, â€Å"The good guys,† (McCarthy 66) and try to not become evil. They see things like cannibalism as evil, and would rather go hungry than succumb to this evil. The father constantly tries to keep the child’s eyes away from the gruesome scenes that characterize this environment. When thinking of themselves as the good guys they keep from doing any wrong. Erik J. Wielenberg puts it best when he lists the rules of the good guys. He lists them as follows: "1. Don’t eat people. 2. Don’t steal. 3. Don’t lie. 4. Keep your promises. 5. Help others. 6. Never give up." (Wielenberg 4). All of these rules also have Biblical implications behind them. These rules are taught by the father to his son. Although the father does not always follow them. The father has a hard time following rule five, "Help others." The Biblical reasoning for this rule is, "And as ye would that men should do to you, do ye also to them likewise" (King James Version, Luke 6.31). The child continuously wishes to help all people that don’t seem to be bad guys. At one point the man and his son find a man that was struck by lightning the child questions, â€Å"Cant we help him? Papa?† (McCarthy 25). The father doesn’t want to give him any help. This conflict is exemplified when the child and father run into a man named "Ely." The man seems weary of the man as shown when it is said, "He looked up the road and down. If this is an ambush he goes first, he said." (McCarthy 83). The child follows the rules better than the man as shown whe... ...s son live by seven rules that make them the good guys. They do what they have to do to survive, without compromising their morals. They are the epitome of a light shining in the darkness. The conflict of the father and son’s polar opposite personalities is exemplified when looking at how they feel about the rules. The child has ease with following every rule but number six, whereas the father has trouble with every rule but number six. This shows that maybe the characters complete each other. This also shows that maybe the son is better cut out for living in this kind of world than his father is. That fact shows that the father taught the child correctly. â€Æ' Works Sited "Bible Gateway." BibleGateway.com: A Searchable Online Bible in over 100 Versions and 50 Languages. N.p., n.d. Web. 14 Nov. 2013. McCarthy, Cormac. The road. New York: Alfred A. Knopf, 2006. Print. Essay -- Hunter Reagan Mrs. Paschall Honors English IV 30 October 2013 The Good Guy Rules In the work The Road by Cormac McCarthy a father and son struggle to survive in a post-apocalyptic world with evil surrounding them. They always refer to themselves as, â€Å"The good guys,† (McCarthy 66) and try to not become evil. They see things like cannibalism as evil, and would rather go hungry than succumb to this evil. The father constantly tries to keep the child’s eyes away from the gruesome scenes that characterize this environment. When thinking of themselves as the good guys they keep from doing any wrong. Erik J. Wielenberg puts it best when he lists the rules of the good guys. He lists them as follows: "1. Don’t eat people. 2. Don’t steal. 3. Don’t lie. 4. Keep your promises. 5. Help others. 6. Never give up." (Wielenberg 4). All of these rules also have Biblical implications behind them. These rules are taught by the father to his son. Although the father does not always follow them. The father has a hard time following rule five, "Help others." The Biblical reasoning for this rule is, "And as ye would that men should do to you, do ye also to them likewise" (King James Version, Luke 6.31). The child continuously wishes to help all people that don’t seem to be bad guys. At one point the man and his son find a man that was struck by lightning the child questions, â€Å"Cant we help him? Papa?† (McCarthy 25). The father doesn’t want to give him any help. This conflict is exemplified when the child and father run into a man named "Ely." The man seems weary of the man as shown when it is said, "He looked up the road and down. If this is an ambush he goes first, he said." (McCarthy 83). The child follows the rules better than the man as shown whe... ...s son live by seven rules that make them the good guys. They do what they have to do to survive, without compromising their morals. They are the epitome of a light shining in the darkness. The conflict of the father and son’s polar opposite personalities is exemplified when looking at how they feel about the rules. The child has ease with following every rule but number six, whereas the father has trouble with every rule but number six. This shows that maybe the characters complete each other. This also shows that maybe the son is better cut out for living in this kind of world than his father is. That fact shows that the father taught the child correctly. â€Æ' Works Sited "Bible Gateway." BibleGateway.com: A Searchable Online Bible in over 100 Versions and 50 Languages. N.p., n.d. Web. 14 Nov. 2013. McCarthy, Cormac. The road. New York: Alfred A. Knopf, 2006. Print.

sponsorship management Essay -- essays research papers

SPONSORSHIP MANAGEMENT PRESENTED BY: JULIUS TABLE OF CONTENT 1.  Ã‚  Ã‚  Ã‚  Ã‚  What is Sponsorship? 2.   Ã‚  Ã‚  Ã‚  Ã‚  What is Management? 3.  Ã‚  Ã‚  Ã‚  Ã‚  What are the Management’s Functions? 4.  Ã‚  Ã‚  Ã‚  Ã‚  What is Sponsorship Management? 5.  Ã‚  Ã‚  Ã‚  Ã‚  Know the Game: understand what sponsorships can do and cannot do 6.  Ã‚  Ã‚  Ã‚  Ã‚  The Passion Connection 7.  Ã‚  Ã‚  Ã‚  Ã‚  How does sponsorship really enhance brand building? 8.  Ã‚  Ã‚  Ã‚  Ã‚  Understand leverage 9.  Ã‚  Ã‚  Ã‚  Ã‚  Measurement 10.  Ã‚  Ã‚  Ã‚  Ã‚  Case Study What is sponsorship? ‘As a marketer, why wouldn’t you use sponsorship? What better medium is there? With sponsorship, you already have a loyal, passionate consumer following of whatever that sponsorship is, whether it’s music or football or sailing-you already have a connection with the consumer. So if the fan that has the passion for something is the same person that is your customer, why would you not borrow some of that equity and use that as the essence of an idea around which to build your communication ‘Chris Weil, Momentum Worldwide Sponsorship is a multi-faceted strategic brand building and marketing tool, which allows a company or brand to associate with a relevant marketing asset (e.g. sport event, social cause, issues or passion), and leverage that association for the mutual benefit of all stakeholders. Sponsorship is a heaven sent opportunity that allows consumer to experience the brand. Sponsorship â€Å"embraces† the consumers while advertising â€Å"wave at them†. If there is any brand building effort that provides a sustainable competitive advantage, it is sponsorship. The value of sponsorship is being enhanced rapidly and key events and organisations are able to choose from a wide range of potential sponsors and attract high rights fees. Prime factors in the rise of sponsorship fees are the globalisation of communications, new technology of cable and satellite broadcasting, the internet and digital communications and the growing aspirations of societies for leisure and information. Sponsorship is changing too, and it now figures as part of mainstream marketing. For example, sports sponsorship is increasingly referred too now as sp... ...;  Match day tickets to staff †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Global newsletter distribution with promo activities Guinness Rugby World Cup Ambassadors †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ex-players to serve as World Cup ambassadors †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Used at trade events, staff events, etc Website †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Guinness created website †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Elements of broadcast could be downloaded as screen savers †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Average visit to website lasted 9 minutes Results †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Increased consumption in priority markets (GB=17%, Fr=37%, Australia=20%, SA=24%) †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  94% prompted awareness in GB, post activity †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Guinness was the most dominant sponsor of the Games †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Positive results in reinforcing brand essence, injecting energy, promoting newsworthiness and co temporizing the brand Conclusion †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Principles must be applied consistently over time †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Message must be consistent with brand essence †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Measure, measure, measure

The Assassin :: Papers

The Assassin Description: He was a tall man, very slim with a small egg shaped head. His teeth were a brilliant white and his eyes were a bright blue, they were like hawk eyes, quick and twitchy. His hair was dark brown and was combed through very neatly with a small quiff. His habits were very strange one of them were eating pistachio nuts when he was nervous another was when he was bored he would look for animals such as snakes, deer and fox's and to shoot them out of pure boredom. The woman's house was a very tall house with quite a few windows the walls were a greyish colour and there were fences running all along the side of the house. It was about 4pm on November the 11th when a car pulled up at the house; the house was a very lonely house although big it was quite a way away from the town. All of a sudden the car door opened and a man dressed in black stepped out from it, the car started to pull away the man just stood there then he looked left then right then at the house until finally he stared to run. He ran towards the woods that surrounded the house, he ran quite far in until he came to the back fence of the house. He stopped and looked around once more then he ducked down and pulled off a bag he had been carrying on his back. From the bag he pulled out a pair of pliers, as he did this a large Jaguar pulled up on to the stone drive of the house. A man dressed in a smart black suit stepped out of the driver's side of the car he walked round to the back door of the car and opened it, a young woman stepped out, she was tall, very slim, and had long blonde hair, the man closed the door they then both made their way towards the house, the man opened the front door to the house and they both stepped inside.

Ignou solved assignment 2014 Essay

Describe the evolutionary process of organization design and different perspectives of organization design and their relevance. Q. Explain the meaning and purpose of Job design and briefly discuss the impact technology has on Job design. Q. Discuss the purpose of organizational analysis and briefly describe the tools which could be used for organizational analysis and their effectiveness. Q. Identify different kinds of change which take place in organization and strategies which are used for change and their effectiveness. Discuss how resistance to change can be handled before implementing it. Give examples. Q. Discuss the process of institution building and the role of chief executive in institution building with an example. 1. Organization design-A process for improving the probability that an organization will be successful. More specifically, Organization Design is a formal, guided process for integrating the people, information and technology of an organization. It is used to match the form of the organization as closely as possible to the purpose(s) the organization seeks to achieve. Through the design process, organizations act to improve the probability that the collective efforts of members will be successful. Typically, design is approached as an internal change under the guidance of an external facilitator. Managers and members work together to define the needs of the organization then create systems to meet those needs most effectively. The facilitator assures that a systematic process is followed and encourages creative thinking. Hierarchical Systems Western organizations have been heavily influenced by the command and control structure of ancient military organizations, and by the turn of the century introduction of Scientific Management. Most organizations today are designed as a bureaucracy in which authority and responsibility are arranged in a hierarchy. Within the hierarchy rules, policies, and procedures are uniformly and impersonally applied to exert control over member behaviors. Activity is organized within sub-units (bureaus, or departments) in which people perform specialized functions such as manufacturing, sales, or accounting. People who perform similar tasks are clustered together. The same basic organizational form is assumed to be appropriate for any organization, be it a government, school, business, church, or fraternity. It is familiar, predictable, and rational. It is what comes immediately to mind when we discover that †¦ we really have to get organized! As familiar and rational as the functional hierarchy may be, there are distinct disadvantages to blindly applying the same form of organization to all purposeful groups. To understand the problem, begin by observing that different groups wish to achieve different outcomes. Second, observe that different groups have different members, and that each group possesses a different culture. These differences in desired outcomes, and in people, should alert us to the danger of assuming there is any single best way of organizing. To be complete, however, also observe that different groups will likely choose different methods through which they will achieve their purpose. Service groups will choose different methods than manufacturing groups, and both will choose different methods than groups whose purpose is primarily social. One structure cannot possibly fit all. , the form of organization must be matched to the purpose it seeks to achieve. The Design Process Organization design begins with the creation of a strategy — a set of decision guidelines by which members will choose appropriate actions. The strategy is derived from clear, concise statements of purpose, and vision, and from the organization’s basic philosophy. Strategy unifies the intent of the organization and focuses members toward actions designed to accomplish desired outcomes. The strategy encourages actions that support the purpose and discourages those that do not. Creating a strategy is planning, not organizing. To organize we must connect people with each other in meaningful and purposeful ways. Further, we must connect people with the information and technology necessary for them to be successful. Organization structure defines the formal relationships among people and specifies both their roles and their responsibilities. Administrative systems govern the organization through guidelines, procedures and policies. Information and technology define the process(es) through which members achieve outcomes. Each element must support each of the others and together they must support the organization’s purpose. Exercising Choice Organizations are an invention of man. They are contrived social systems through which groups seek to exert influence or achieve a stated purpose. People choose to organize when they recognize that by acting alone they are limited in their ability to achieve. We sense that by acting in concert we may overcome our individual limitations. When we organize we seek to direct, or pattern, the activities of a group of people toward a common outcome. How this pattern is designed and implemented greatly influences effectiveness. Patterns of activity that are complementary and interdependent are more likely to result in the achievement of intended outcomes. In contrast, activity patterns that are unrelated and independent are more likely to produce unpredictable, and often unintended results. The process of organization design matches people, information, and technology to the purpose, vision, and strategy of the organization. Structure is designed to enhance communication and information flow among people. Systems are designed to encourage individual responsibility and decision making. Technology is used to enhance human capabilities to accomplish meaningful work. The end product is an integrated system of people and resources, tailored to the specific direction of the organization. 2. Job design refers to the way that a set of tasks, or an entire job, is organized. Job design helps to determine: †¢ What tasks are done? †¢ How the tasks are done, †¢ how many tasks are done, and †¢ in what order the tasks are done. It takes into account all factors which affect the work, and organizes the content and tasks so that the whole job is less likely to be a risk to the employee. Job design involves administrative areas such as: †¢ job rotation, †¢ job enlargement, †¢ task/machine pacing, †¢ work breaks, and †¢ Working hours. A well designed job will encourage a variety of ‘good’ body positions, have reasonable strength requirements, require a reasonable amount of mental activity, and help foster feelings of achievement and self-esteem. 3. Organizational analysis may be done for different purposes. These include: 1) Enhancing the general understanding of the functioning of Organizations (i. e. educational or research purposes. ) (The direct beneficiary is the researcher or the analyst rather than the Organization). Such a study may aim at enhancing the understanding of human behaviour through a study of it in organisation, or to enhance the understanding of the society as reflected in organisational life. 2) Planning for growth and diversification An analysis or a diagostic study may be necessary for planning growth, diversification, expansion etc. Organisational analysis may reveal the strengths that could be used for growth and diversification, weak spots that need to be removed in the new plans, the precautions to be taken, structural dimensions to be kept in mind etc. Several insights may be provided on structure, people, systems, styles, technology etc. that have implications for growth. 3) Improving Organisational Effectiveness or Planning General Improvements Organisational Analysis may be used also for improving the general efficiency of an organisation. On the basis of a diagnosis made out of the analysis action steps could be initiated in terms of toning up administration, introducing new management systems and processes, reduction of wasteful expenditure, introduction of time savers, change of personnel policies to enhance employee motivation, restructuring of some parts, training, elimination of unwanted structures and teasers, improvements in general health of the organisation etc. 4) Organisational Problem Solving Whenever some subsystems departments, units etc.fall sick or start creating problems a diagnosis may be undertaken with a view to identify the source of the problem and take corrective action. A sick unit, a bottleneck, a communication block, a poor performing department, frequently occurring conflict between two departments, repeated failures of a management system or an organisational process, a frequent violation of an organisational norm, fall in discipline, reduction in output absenteeism, increase in conflicts e tc. can all lead to the need for an organisational diagnosis of a part of the organisatioin or the entire organisation. tools of organisational analysis Observation represents the careful and planned method of recording certain phenomena, objects, events in conjunction with a given situation. Constantinescu, etc. (2008) considers it necessary, within the organisation, to focus on observing the interaction between employees, in order to find answers to questions such as: What is the working pace of the employees – slow, methodical, alert, spontaneous? What rituals do you notice in the enterprise? What are the values disseminated? Do the meetings generally provide revealing information? Who participates in these meetings? Who speaks? Whom do these people speak to? To what extent is sincerity situated in these meetings? How much time is devoted to different topics? The topics which often recur and which are discussed in depth frequently represent indications of the organisational culture values. Observations are used for gathering data on the symbols which are analyzed by the qualitative analysis methods. Observations include mostly behavioural material, but also semantic symbols. Observations of behavioural symbols include monitoring and recording the organizational rituals, such as, for example, the celebration of company day as a ritual of integration. There will also be careful attention focused on the state and architecture of the buildings, decor, billboards, staff dress code, behaviour and habits, working environment, the way in which everyone fulfils their role, employee behaviour in conflict situations. The analysis of these aspects allows knowing the reality, the working environment, both the organisation’s physical components and the emotional, psychological elements, harder to decipher at first glance. The opinion interview technique always involves oral information, having the advantage of flexibility, of the ability to get specific answers to each question. Along with the use of the questionnaire, it is one of the techniques most often used in qualitative research. The interview is, however, a complex technique that requires certain abilities and skills from the researcher, especially social, communication and self-reflection skills. The interview is used in the study of organisational culture to collect qualitative data about the cognitive elements of the culture, such as assumptions, values, norms and attitudes. Interviews may also serve to identify symbols, certain expressions, stories, anecdotes specific to the organisation. â€Å"To successfully use the interview in organisational culture research, it is important to determine the persons that will be interviewed, when, where and how the interview will be conducted, the set of questions that will be used and the method of recording it† (Janicijevic, 2011 , p 85). Interviews help us perceive the consistency between what the interviewees say and the facts recorded from other sources. † These perceptions are generally useful for:  · defining an updated vision of the history, the important events and its impact on the functioning of the organisation;

Hamlet’s antic disposition is feigned Essay

Hamlet has been known as one of the greatest of Shakespeare’s plays. This is mainly because the protagonist has confused scholarly minds for centuries on end with his complex personality and muddled thoughts, which in turn leads onto his actions, or rather inaction. His incomprehensibility by many leads me only to conclude that he is mad. His irrational and rational thoughts are forever in conflict due to his state of depression and paranoia; therefore, he chooses to put on an â€Å"antic disposition† which serves as a â€Å"convenient outlet† to his â€Å"sanity slipping away† (Wilson), masking the true nature of his mind, which has become â€Å"far gone, far gone†. In Hamlet’s introduction, we see him portrayed as a weak, melancholic man – as exemplified through his clothes of â€Å"nighted† colours. He is consumed by the grief of the passing of his father, the â€Å"dexterity† of which his mother re-marries, and her pleasure in entering the â€Å"incestuous sheets† with Claudius, Hamlet’s Uncle. This melancholic state is shown to be quite serious in his soliloquies, where he states that he wants to â€Å"Thaw and resolve [himself] into a dew†. This sorrowful talk of suicide clearly shows Hamlet’s melancholic mind which can be perceived as mad. In the Elizabethan time, Hamlet’s melancholy would have been seen as an imbalance of humour, therefore, although not as blatant as Ophelia’s madness, Hamlet would have still been perceived to be insane. Perhaps in the modern day, one would state that Hamlet is not completely conscious that he is insane, but rather that there is an underlying layer of insanity in Hamlet’s subconscious which influences the temperamental consciousness which the audience sees on stage. Freud states that the conscious mind is similar to a fountain which rises from a great subterranean pool, which is the subconscious. Complying with this image, due to the fact that Hamlet is inclined to take the path of â€Å"self-slaughter†, which he would have done were it not for his fear of God’s â€Å"canon ‘gainst† it, I can only conclude that Hamlet is emotionally and mentally damaged. He consciously clings onto his conscious sanity by turning his hatred towards Gertrude’s â€Å"incestuous sheets†; however, he is already rotten subconsciously due to his depression. Stoll states that Hamlet was a â€Å"renaissance man, loving contemplation†¦. † implying that Hamlet never intended to take part in murder and insanity, but is merely an â€Å"intellectual spirit† (Coleridge). However, the renaissance was a time of change, a revival of learning and culture. How can Stoll justify Hamlet’s thoughts of suicide with such an absurd argument as he was a â€Å"renaissance man†? His thoughts of â€Å"to be or not to be† are marks of inclination towards the path of suicide; however, suicide is nothing but an escape. It certainly does not relate to a â€Å"renaissance man† whose method of thinking would be that of intellectual learning and change for the better. It is a mere product of his insanity which is in turn produced by his melancholia. Perhaps Hamlet’s treatment of Ophelia is the prevailing factor in which we can clearly see Hamlet’s insanity. Wilson Knight states that he is â€Å"murdering his love for Ophelia, on the brink of insanity, taking delight in cruelty. † Hamlet has been summed up quite well within this quote, however, Knight is mistaken in stating that Hamlet was on the â€Å"brink of insanity†. Hamlet was not on the â€Å"brink†. He has passed the â€Å"brink† and fallen into his dismal insanity – this is clearly exemplified through his temperamental behaviour. In his letters, Hamlet writes to Ophelia, â€Å"never doubt I love†, however, in his scene â€Å"alone† with Ophelia, he labels her a whore and states that he â€Å"loved you (Ophelia) not†. His behaviour here cannot be justified by assumptions that he realised Polonius and his Uncle were there, for he only realises this sometime after his mood swings: â€Å"where is your father? † The fact that he suspects another presence to be in the room only further conveys his paranoia. In the nunnery scene of Kenneth Branagh’s ‘Hamlet’, Hamlet hears a faints sound which gives him evidence to presume Polonius is present, however, in the original text, there is no such pause or sound. It is said in a fluent motion which when read out loud, making clear that his thoughts are compiled haphazardly upon one another; exemplifying his imbalanced mind. Ophelia was not acting differently to him yet his insanity manifested itself as paranoia. It is a mere coincidence that this paranoia was founded. His treatment of Ophelia is a clear case where his insanity looms into his conscious. Surely this shows his deterioration and progression towards complete subconscious and conscious insanity. Hamlet’s later exclamation that he â€Å"loved Ophelia† in the graveyard scene with apparent sorrow clearly contradicts his earlier statement that he â€Å"loved† her â€Å"not†. Why he would state such lies to a women he loved – for he had no reason to say he loved her after she was dead – is puzzling. It is clear that insanity had created his imbalanced mind, and the graveyard scene merely shows that shreds of his mind before his depression and insanity set in are still present. Another such case where Hamlet shows conscious insanity is in his talk with Polonius where he calls Polonius a â€Å"fishmonger† and answers his questions irrationally. Although he may mask it as attempting to fool Polonius and others by acting insane, Hamlet is too convincing. Hamlet has given too much away and shown his insanity. The foolish Polonius states that Hamlet’s replies are â€Å"pregnant† with meaning, but Hamlet has merely succeeded in convincing Polonius with mere wit. The only thing Hamlet is â€Å"pregnant† with is his insanity which grows and shows itself in full bloom later in the play. Analysis of Hamlet’s psyche leads quite nicely into his possible Oedipal complex. This is the theory which postulates that Hamlet represses his subconscious sexual desires for Gertrude and it is this subconscious sexual frustration which influences his conscious behaviour to become one of obsession and temperamental paranoia. Ernest Jones states that â€Å"Hamlet feels anguish caused by his father being replaced in his mother’s affections† and that the affection he feels for his mother has underlying â€Å"erotic qualities†. In regards to the replacement of his father, this is quite understandable, for change is hard. His father, Hamlet’s idol (as clearly conveyed through his talks of him as a â€Å"Hyperion†) has been destroyed and the whole structure has fallen. Hamlet wishes to almost become his father due to the subconscious sexual desires that would be fulfilled if he was to achieve this. Therefore, it is only natural that he would feel hate for an intruder – Claudius – for he is almost taking what his subconscious describes as rightfully his. In the closet scene, where Hamlet says to Gertrude that he will â€Å"set up a glass where you can see the inmost part of you†, there is a certain ambiguity in the statement which could have one meaning of reflecting evaluation, and another more sexually explicit meaning. In Kenneth Branagh’s Hamlet, this line is vividly conveyed as if he was about to rape Gertrude. Possibly obsession and insanity followed the anger which spewed out of him coming up to this line, and were it not for the foolish actions of Polonius, it would have gone further. Hans Eysenck has regarded this theory as â€Å"idle speculation†. However, it is not merely â€Å"speculation† for the evidence supporting such a theory refutes this claim. Due to the presence of the Oedipal complex, Hamlet’s speech clearly shows an obsession with the coupling of Claudius and Gertrude. Although this may be due to revenge, the focus on the â€Å"incestuous sheets† and â€Å"adulterous† further supports the Oedipal. Moreover, if Hamlet’s mind was completely focused on revenge, then he would have carried out the vengeful murder directly after the play. He does not because he is confused and internally conflicting against his subconscious sexual desires and his conscious revenge ideas. This is why he does not kill Claudius for quite some time. These conflictions within his psyche is a clear characteristic of an imbalanced mind; implying his insanity.