“Ah, Are You Digging My Grave” by Thomas Hardy Essay

â€Å"Ah, Are You Digging On My Grave?† by Thomas Hardy has six regular stanzas of six lines, which are written sequentially. The lines generally have eight syllables. In all but the second and last stanzas, the second and last lines of each stanza have six syllables. The rhyme scheme is regular, with the second and last lines rhyming and the three lines in between rhyming with each other. The meter is very irregular, with accents falling on different syllables. This quality was possibly inspired by the folk music of Hardy’s time. Another musical quality of this poem is that there is a refrain: â€Å"Ah, Are You Digging On My Grave?† In the second line, when the woman asks if the one digging is her â€Å"loved one? – planting rue?† the word ‘rue’ is a double entendre. Rue is a shrub that symbolizes sorrow, so the corpse is really asking her loved one both if he is planting flowers on her grave and if he is feeling sorrow about her death. When the woman’s kin say â€Å"No tendance of her mound can loose/ Her spirit from Death’s gin† they are referring to a gin as in a type of snare or trap used to catch animals. There is synecdoche in the phrases â€Å"the brightest wealth has bred† in the first stanza and â€Å"one true heart was left behind† in the fifth stanza. This poem also uses a lot of irony. The woman-corpse wants to believe that her former acquaintances remember her and are affected by her death, but she continually finds out that the opposite is true: they have little concern for her now that she is dead. Hardy uses personification with the corpse and the dog. He gives them human traits like the ability to speak and feel emotions. When the dog is burying a bone on his dead mistress’s grave, it symbolizes how the people she knew while she was alive now view her. To them, she is just a bunch of bones buried in the ground, and no longer of any importance. The central theme of this poem is that no love or hate outlasts death. There is a lot of disappointment in the poem, depicting death and the afterlife as tragic things. The black humor and irony reveals a sad message: the dead woman is forgotten and eternally lonely. The poem is also satiric, mocking the sentimentalism of continual devotion to the dead. Hardy takes a similar stance as the Feste in Twelfth Night.

Analysis of Social Movements in the Egyptian Revolution

The Egyptian Revolution can undoubtedly be considered one of the significant events of the 2011. However, even after three months since the 18-day revolution, people are still unable to determine whether or not this revolution will bring about positive amends to Egyptian society. Having said that, the Egyptian Revolution has shown to be a convenience to many sociologists, as it offers a promising case study on social movements. Throughout this three-month revolution aftermath, it has become clear that the January 25th Revolution has brought about symptoms of virtually all sorts of social movements. In the typical sociological perspective, social movements are collective efforts to bring about social or political change. Characteristics of a social movement include it being goal-oriented, having a unified ideology, and having an organized, sometimes bureaucratic, system. Social movements can be characterized by the type of change they promote. There are six major types of social movements: expressive social movements, progressive social movements, resistant social movements, reformative social movements, revolutionary social movements, and utopian social movements. Expressive social movements attempt to change individuals, rather then directly trying to change institutions or laws. Evangelical groups and Alcoholic Anonymous groups offer examples. Members of such movements believe that because institutions are people-created, they can only be changed by changes in people. Progressive social movements attempt to improve society by making positive changes in institutions and organizations. The Labor Movement and Civil Rights Movement exemplify progressive social movements. Resistance movements, rather than advocating change, seek to hold it back and keep the status quo. For instance, an example of this type of movement is the anti-gun control movement. Reformative social movements attempt to make a major change to some aspect of society or politics in general. For instance, efforts to end the death penalty, or efforts to apply gun control in a society are considered reformative social movements. Revolutionary social movements advocate a radical shift in the fundamental structure or practice of a society. Such types of social movements tend to involve violence. Almost all revolutionary social movements arise when a specific segment of the population is strongly oppressed or generally dissatisfied with the society they inhabit. Examples of revolutionary social movements include the American Revolution, the French Revolution, and the Bolshevik Revolution. The last type of social movement is the utopian social movement. Such movements seek to create an ideal social environment from an image of a perfect society. They tend to reject violence as a method to gain its goal. Examples of such revolutions include Gandhi’s Peaceful Revolution and the counterculture movement in the United States in the 1960s and 1970s. First and foremost, the Egyptian Revolution, according to its name, can obviously be categorized under a revolutionary social movement. During the 18-day uprising, people, people assembled in the now distinguished, Tahrir Square, for a simple, yet drastic agenda. They called for the resignation of the President as well as his staff, substantial amendments to the constitution, and a promise for a democratic nation that grants its people their human rights. The protestors remained devoted to their aims until they eventually had them fulfilled. The fact the protestors’ agenda was realized makes the January 25th incident a revolution and not a revolt. Furthermore, unlike in reformative social movements, participants of the Egyptian Revolution called for drastic change in the ruling system. Reformative social movements tend attempt to gain rights and protection for some segment of society without changing other aspects. The Egyptian Revolution brought forth a change to the whole system. Furthermore, among the participants of the Egyptian Revolution, there were undoubtedly protestors that exemplified the symptoms of a utopian social movement. Evidently, many of the protestors zestfully chanted â€Å"Selmeya! Selmeya! † (Arabic roughly meaning, â€Å"Remain peaceful! †). Despite the eventual violence and chaos that emerged in streets all around Egypt, there is sufficient evidence to prove that many protestors did in fact call for non-violent demonstration. After the resignation of President Hosni Mubarak, symptoms of other social movements began appearing. For instance, having had their nationalist spirit replenished, many citizens took part in expressive social movements to better themselves and abide more strictly to their moral codes. Such campaigns can easily be observed by watching the television, as there have been many advertisements urging Egyptians to take better care of their nation. Additionally, progressive movements sporadically appeared after the resignation of the 83 year-old President. After the ouster of the President, minority groups in the population, such as the Copts, began calling for better treatment by the government. Also, groups that were previously subjugated by the government, specifically Islamist groups, began appealing for the Islamic amendments they asked for before. Such groups eventually came up with more stringent demands, that their progressive movements became reformative movements. For instance, the Copts who protested at the State’s ‘Maspiro’ building initially called for better conduct towards Coptic Christians in Egypt, however they eventually began calling for the change in the article of the constitution that states that Egyptian law is mostly derived from Islamic ‘Sharia’a’ Law. Ultimately, it is without a shadow of a doubt that the Egyptian January 25th revolution brought about the trend of desiring change. Hence, Egypt is commonly seeing all sorts of social movements nowadays. Having said that, although the change-urging groups in Egypt all claim to have the good of the country as their top priority, it must be acknowledged that a large number of these groups of conflicting ideologies. On top of that, many participants of these social movements derive their ideologies from religion, and thus this makes the matter delicate. Throughout the past few months, Egypt has seen a number of incidents involving sectarian strife. Such incidents gave a warning signal to what this revolution may very well lead to. The question to ask now is will Egypt remain â€Å"2eed wahda† (Arabic for â€Å"one hand†) as they fervently chanted during the 18-day uprising, or will contradictions in ideologies and demands for change lead to a theological strife within Egypt.

Nissan Report Essay

Company Overview Established in Yokohama, Kanagawa in 1933, Nissan Motors Co. Ltd currently manufactures vehicles in 20 countries and areas around the world, including Japan. Global unit sales in fiscal 2009 totalled 3.515 million vehicles. In addition to vehicles, Nissan also develops, manufactures and markets marine equipment. Nissan has a portfolio of two brands, NISSAN and INFINITI, worldwide. NISSAN vehicles are marketed in all major market worldwide. INFINITI was launched as a luxury car brand in North America in 1989. The INFINITI brand has since expanded to Middle East, Korea and Europe, and will continue to enter into new markets globally. Nissan builds high-quality cars that are safe and have the bold design and innovative technology to satisfy our customers’ needs. Vision Nissan: Enriching People’s Lives Mission statement Nissan provides unique and innovative automotive products and services that deliver superior measurable values to all stakeholders* in alliance with Renault. Long term goal Nissan wants to continue its quest to optimize product development and deliver highly innovative technology. Today, in various countries and regions around the world, they enjoy a stellar reputation for creating truly innovative vehicles and service programs. Short term goal The world is changing, and Nissan is adapting with it. Their short term goals are to harness the power that’s inside Nissan to prepare solutions that their customers will want and value, now and in the years to come. Solutions such as: electric and fuel cell vehicles that are attractive, fun-to-drive cars with the appealing benefit of zero emissions; global entry cars that make mobility more accessible and affordable for all; and Innovative technological advances that are good for the environment, enhance safety, improve dynamic performance or provide greater life-on-board satisfaction. Organisational structure Nissan places high value on transparency, both internally and externally, in its corporate management. They focus consistently on the implementation of efficient management for the purpose of achieving clear and quantifiable commitments. In line with this principle, and in accordance with Japan’s Company Law and its related regulations, the Board of Directors has decided on the Internal Control Systems to pursue these goals and on its own basic policy. The board continually monitors the implementation status of these systems and the policy, making adjustments and improvements as necessary. One board member has also been assigned to oversee the Internal Control Systems as a whole. Nissan has adopted a system under which the Board of Statutory Auditors oversees the Board of Directors. The Statutory Auditors attend board and other key meetings, and also carry out interviews with board members to audit their activities. The Statutory Auditors regularly receive reports on the results of inspections and plans for future audits from independent accounting auditors, as well as exchange information to confirm these reports. The Statutory Auditors also receive regular reports from the Japan Internal Audit Office, making use of this information for their own audits. The organisational structure could also be explained with the help of the following diagram Here the Board of Directors overlooks the working of the CEO and President who is Carlos Ghosn. The CEO overlooks the working of the branch managers in various locations. Each branch manager handles a groups o VP marketing, VP production, VP finance, VP Public Relations, and VP Human Resource. Organisational Behaviour Nissan is deploying various activities under the banner of Blue Citizenship, which encapsulates their desire to preserve the blue Earth and to be a corporate citizen in harmonious coexistence with people and society. Those activities range from such global issues as the environment to contributing to communities, promoting diversity and making personal mobility available to as many people as possible. SUSTAINABILITY Nissan Green Program The history of Nissan taking environmental measures goes as far back as 1947. Since 1992, abiding to our environmental philosophy â€Å"Symbiosis of People, Vehicle, and Nature†, we have as an enterprise, been accelerating the activities pertaining to the said philosophy. At present we are promoting our mid-term environmental plan â€Å"Nissan Green Program 2010†, identifying the 3 crucial issues, and setting the ultimate goals of â€Å"reducing CO2 emissions†, â€Å"cleaner (conservation of the atmosphere/water/earth) emissions†, and â€Å"resource circulation (the promoting of the 3 Rs: reduce, reuse, recycle)†. We are furthering our measures to achieve these goals. The 4 optimums, Nissan’s Powertrain Road Map In order to steadily reduce CO2 emissions, Nissan sees the total contribution of providing truthfully effective technology at an affordable price to its clients, while at the same time swiftly propagating these technologies, as crucial. That said, we believe the â€Å"4 optimums† – â€Å"Investment in the optimum technology that fits the market needs, at the opportune moment, at the best value for the clients†, as the basis of technology investment. Based on these 4 optimums, we will not only ultimately heighten the engine efficiency of petrol motor vehicles, but also proceed with the development and  investment of electrical vehicles which are zero-emission vehicles. Measures for a zero-emission vehicle For vehicle manufacturers, the best long-term policy that both creates demand and protects the environment, is to created a zero-emission vehicle that has no negative effects toward the environment. The Renault-Nissan Alliance sees the propagation and investment in electrical vehicles, which are zero-emission vehicles, as central to the corporate strategy, and committed to become a â€Å"leader through electrical vehicles†. The electrical vehicles that are being developed in Nissan will be introduced in the United States, Europe as well as in Japan in FY2010. By FY2012, there are plans to globally merchandise them. Lithium-ion Batteries Nissan had, at an early stage, taken interest in the development of motors, batteries, and inverters which are key technologies for electrical vehicles. Aiming to achieve the goals set forth in the â€Å"Nissan Green Program 2010†, we are striving to strengthen the developmental measures we have been taking up to this point. Additionally, we are working to develop technology for further practicability, and taking efforts in reducing their costs. In 2007, we established the Automotive Energy Supply Corporation (AESC) that deals with the production and sales of â€Å"compact lithium-ion batteries†. The batteries that are to be developed will be used within electrical vehicles, as well as hybrid vehicles and fuel cell vehicles. Quality At Nissan, we believe that the quality of our products allows us to build a relationship of mutual trust with our customers and is the foundation for continual growth. Product quality is far more than just the performance of Nissan vehicles. It means everything related to our car that brings satisfaction to our customers, from the moment of seeing and touching a Nissan car in the showroom to the support given by the sales staff and the post-purchase driving experience. Nissan quality also extends to after-sales inspections and repairs. We will continue to evaluate and improve all areas of our operations in order to provide the products and services that will constantly give satisfaction to our customers. Safety Shield Nissan aims to halve the number of fatal and serious injuries from accidents involving Nissan vehicles in Japan by 2015 compared with 1995. Based on analysis of real-world accidents, Nissan has been working progressively to design and engineer safer vehicles. Safety shield is an approach to provide continuous support against dangerous situations, by activating various barriers according to the circumstances, from normal driving to post-accident. We are advancing development based on even more sophisticated and proactive safety policy. PARTNERSHIP Yokohama mobility â€Å"Project ZERO† In March 2009, the Renault-Nissan Alliance and Yokohama City saw an agreement over the 5-year -plan, the `Yokohama Mobility â€Å"Project Zero†Ã¢â‚¬Ëœ, which aims to realize the â€Å"environment model city† that is promoted by Yokohama City. In order to reduce CO2 emissions, this partnership will see cooperation in disseminating eco-drive, in addition to testing guidance routes that will contribute to reducing traffic, as well as propagating electrical cars. Additionally, Nissan is in works with Tokyo University in developing a joint industry-university research concerning vehicle transport that aims for the symbiosis of urban space and nature. In terms of the evaluation and the release of information concerning this time’s planned items, we are, in cooperation with Tokyo University, also furthering them. Yokohama City is planned to be one of the first markets where Nissan’s electrical vehicles will be supplied, similarly to the various regions throughout the world that have similar partnership agreements with the Renault-Nissan Alliance. Partnership regarding zero-emission mobility From January 2008, aiming for the realistic propagation of electrical vehicles, the Renault-Nissan Alliance concluded on the 40 cases (as of December 2009) of â€Å"Partnership regarding zero-emission mobility† along with governmental sectors, municipal sectors and other sectors. With this, we are working to prepare the social infrastructure such as by installing chargers, as well as taking into consideration benefit measures in times of purchasing the zero-emission vehicles. Through the cooperation with our partners throughout the world, we are contributing to a vehicle society that is both  people-friendly and considerate of the environment. Sky Project In Sky Project, which has been implemented since October 2006 in partnership with non-automobile industries and in cooperation with government agencies, Nissan, with the participation of customers, has been working to reduce the number of traffic accidents and alleviate traffic congestion by using intelligent transportation system (ITS). While providing information to cut the number of encounter head accidents and reduce driving speed in school zones and other areas, we investigate the potentiality for the alleviation of traffic congestion, realized through daily use of ITS, to improve effectiveness of energy use and reduce CO2 emissions. In Beijing, China, we have been implementing Star Wings, a project to develop new transportation information system, in cooperation with Beijing Traffic Information Center (BTIC), in order to alleviate traffic congestion and improve traffic conditions in Beijing and China. Wind power Beginning in 2007, Nissan became an active â€Å"Y-green partner† when it harnessed wind-power for use in its facilities in Japan. The company, through its Yokohma plant facility and the new Global Headquarters, seeks to utilize â€Å"green energy in its facilities and implement local green energy for local consumption. Since November 2005, Nissan Motor Manufacturing Ltd. (UK) has been using a wind-power facility at its Sunderland plant. Addressing the key issues of Nissan Green Program 2010, the company is reducing C02 emissions by utilizing wind derived power in its facilities worldwide. ACCESSIBILITY BUI-2 (Best usability interior-2) BUI-2 (Best Usability Interior-2) is a concept car, whose interior has been created with a focus to â€Å"design the way people feel† so that all the elements can smoothly appeal to people as they engage in cars. For Nissan, three types of design – interface design, colour and material design, and sensitivity quality design – are broadly defined as interaction design. Through various research activities, we are making efforts to realize even more convenient and attractive interior designs. Lifecare vehicles (LVs) Nissan lifecare vehicles (LVs) help bring mobility to the elderly or those with physical disabilities. We regard LVs as an essential part of our line-up of cars rather than specialty vehicles, and we are enhancing the products and services available to them. As of the end of January 2009, in Japan there were 401 certified dealerships with LVs on display and advisory staff with expert knowledge of the vehicles, and a total of 5,520 LV advisors. There are dealerships in every prefecture of the country meeting the needs of customers and offering the chance to test-drive these vehicles. Since 2003, we have also been carrying out an annual campaign of LV trial rides for people who have only limited opportunities to get out and about, so that they too can experience the joy of mobility. COMMUNITY Corporate citizenship activities distinctive of Nissan Nissan endeavours to fulfil its role as a corporate citizen toward the realization of a sustainable society, while providing attractive products and services globally, under the vision of â€Å"enriching people’s lives.† We are thus advancing corporate citizenship activities in fields centered on three priority areas – support for education, environmentally friendliness, and humanitarian assistance – in order to contribute to the sustainability of society. We share our vision globally with Nissan employees around the world and strive to strengthen our relations with local communities by conducting activities responsive to the circumstances and needs of each country and region. Corporate citizenship in education field (Japan) Nissan’s corporate citizenship initiatives have been always focusing on â€Å"Cultivating Future Generation†. In education field, we have many programs such as â€Å"Nissan Children’s Storybook and Picture Book Grand Prix† with its long history, and â€Å"Nissan Joyful Picture Book and Storybook Exhibition†, and in addition, we started the new programs such as â€Å"Nissan Monozukuri Caravan† and â€Å"Nissan Design Waku-Waku Studio†, which utilize Nissan’s strength for those original programs. Organisational culture The diversity of Nissan’s employees is the driving force enabling them to meet the varied needs of their customers and to maintain sustainable growth. The employees create greater value by sharing their knowledge, based on their individual experiences and different ways of thinking, in response to the various challenges they all face. For these reasons, Nissan have made diversity a corporate strategy and strive to create an environment where all their employees—who numbered 169,298 at Nissan and its affiliates as of March 2010—can extend their individual talents to the fullest. SUPPORTING CAREER DESIGN Continually Improving Human-Resource Systems A company’s employees are its most important resource. So that both Nissan and its employees can reach their full potential, they constantly work to improve our human-resource systems. The evaluation-based remuneration system used to accurately gauge employee contributions is structured in a way that motivates them to set and achieve high goals. An employee’s salary is determined through a combination of performance evaluations, which measure how well the employee achieved certain goals (commitments), and competency evaluations, which measure such intangible variables as technical skill, knowledge and attitude. Support for Self-Designed Careers Nissan believes that employees should â€Å"design their own careers† and actively assists their efforts to do so. Employees in Japan meet with their supervisors twice a year to discuss their performance and competency evaluations, as well as to express their ideas on how to proceed in their career path. Employees in Japan also have the chance to take on the challenge of a new position through the Shift Career System (SCS) and the Open Entry System (OES). The SCS enables employees to apply for positions in other departments and work areas that interest them regardless of whether there is a position immediately available. The OES allows them to apply for all openly advertised positions. Around 250 employees applied for approximately 100 open posts during fiscal 2009, and roughly 80 of them were successful in getting the positions they applied for. Fostering Specialized Skills Helping employees develop specialized skills over the medium to long term is vital for a company to achieve sustainable growth. They introduced the Nissan Expert Leader System as a means of strengthening and fostering further development of specialized skills in a wide range of technical and nontechnical areas like purchasing and accounting. In fiscal 2009, the system’s fourth year, they focused on 91 fields of specialization, designating 42 employees as Expert Leaders and 2 management-level employees as Nissan Fellows. The Expert Leaders and Fellows make use of their specialized knowledge to contribute to Nissan’s business endeavours overall. In addition to sharing their knowledge with others via our corporate intranet and other communication tools, they contribute to the fostering of the next generation of experts by passing on their specialized skills in seminars and training courses. CREATING A CULTURE FOR LEARNING A Variety of Learning Opportunities As an organization that continues to grow through constant learning, Nissan supports employees’ personal growth with a proactive, systematic approach to human-resource development. The act of learning is one in which people stretch themselves to develop skills that create value. They believe that a corporate culture of learning cannot exist without the motivation to take part in this value creation. The Learning Navigation system on their intranet is one means of providing employees with opportunities for learning. This system lets employees search for information whenever they wish to develop specialized skills, receive training in management techniques, participate in e-learning programs or take distance-learning courses. The site is updated regularly to provide information our employees need to increase their skills and build their careers, meeting their growing thirst for knowledge. Management Institute The Nissan Learning Center Management Institute in Hakone, Kanagawa Prefecture, was established with the aim of cultivating human resources with  the specialized skills and leadership qualities needed for future development. The institute contributes to the ongoing creation of Nissan value through a number of programs, including human-resource development seminars, which provide leadership training to pass on the company’s accumulated experience and knowledge to the next generation; cultural diversity workshops; and our Consortium Program, in which they invite other global companies to take part in cross-industry exchange. Moreover, the leaders of our business activities around the world who have taken part in such programs as our Nissan Way Workshops are now active in educating fellow employees in the Nissan Way—the crystallization of experience and knowledge gained through our company’s revival—demonstrating our commitment to promoting a corporate cult ure of learning. Global Training Centers With the globalization of production systems, manufacturers must ensure that all of their manufacturing sites maintain consistent standards of quality. Nissan established Global Training Centers (GTCs) at its Oppama and Yokohama Plants in Kanagawa Prefecture, Japan, and at its Sunderland Plant in the United Kingdom to educate trainers who share their knowledge at Nissan plants around the world. Trainees selected from among all employees at Nissan’s production facilities worldwide are brought to the GTCs to take part in the company’s Master Trainer Program. Upon finishing the program they are certified as Master Trainers and charged with instructing other employees at Regional Training Centers using a globally standardized curriculum and materials. As of the end of March 2010, 466 Master Trainers were hard at work passing on their technical skills to local employees at Nissan plants worldwide. Nissan’s accumulated know-how has been put into audio-visual form as an educational tool, available in five different languages, for global-standards training at GTCs. They also conduct â€Å"Nissan DNA† training seminars for all management-level employees at our production sites, working to strengthen skills that contribute to improved quality and lower costs and to foster the human resources that can carry out more efficient management of production operations. INTERNAL COMMUNICATION Employee Surveys Nissan carries out surveys to get employee input and suggestions for improvements, using the results to help improve the company’s management quality and employee motivation. From the results of these surveys, they identify the strengths of the company as a whole and those of individual divisions, as well as areas for improvement. They then work to make improvements that will lead to the creation of a better work environment for our employees and to continued growth for the company. The results of these efforts are analyzed for the company as a whole and for each region and department. Based on these analyses, each level of management formulates and carries out action plans tailored to specific needs. Enhancing Communication Tools Nissan introduced a corporate intranet system called WIN (Workforce Integration @ Nissan) in 2005 as a tool to promote communication and information sharing. Since then they have continued to update the system with new technologies while encouraging employees to make active use of this tool for internal communication and collaborative activities. They have expanded the WIN network beyond Japan, North America and Europe to include other markets and our major business partners. They also use internal newsletters and in-house video broadcasts to provide a variety of information to be shared by all employees at Nissan production sites around the world with no difference in time. Employee-Executive Exchange Nissan holds opinion-exchange meetings involving executives and employees as a means of building trust through clear communication between these two groups, as well as among employees themselves. These meetings, held at Nissan’s corporate headquarters in Japan as well as the company’s business offices in China, North America and other parts of the world, give executives a venue for informing employees of the current situation of the company and delivering management messages. They also provide employees with opportunities to ask questions and voice their concerns in a direct and open manner. They plan to continue these meetings as an important channel for active communication. Ethical Issues Global Educational Activities to Promote Compliance As a means of fostering compliance awareness throughout the company, Nissan has established groups and placed officers in charge of promoting compliance policy in each region where it operates. We place special emphasis on education to ensure that all employees have a correct understanding of the Code of Conduct and, as a result, make fair, transparent judgments in the course of their duties. To ensure full understanding of the code in Japan, all employees, including executives, take an elearning or video training course based on the Japanese version of the Nissan Code of Conduct—â€Å"Our Promises,† instituted in April 2004—after which they sign an agreement to abide by it. The revised parts of the code in fiscal 2010 were in response to legal amendments and retained all employees since fiscal 2010 to further strengthen the spirit of compliance within the company. Education programs to promote compliance are held regularly for all employees in North America, and a set of universal guidelines has been drawn up for each country in Europe. Compliance-related training is also being carried out in the General Overseas Markets based on guidelines that take into account conditions in each of those countries. Moreover, all group-affiliated companies have introduced their own codes based on the Nissan Code of Conduct. Additionally, they have created sets of internal regulations covering the global prevention of insider trading and the management of personal information. Nissan seeks to heighten awareness of compliance companywide through such measures as well as various education and training programs. Our Stance against Discrimination and Harassment Item 6 of Nissan’s Global Code of Conduct, â€Å"Value Diversity and Provide Equal Opportunity,† is our requirement to accept value and respect the diversity  to be found among our employees, business partners, customers and communities where we do business, and to reject discrimination and harassment in all their forms, no matter how minor they may be. Nissan executives and employees must respect the human rights of others, and may not discriminate against nor harass others based on race, nationality, gender, religion, physical capability, age, and place of origin or other reason; nor may they allow such a situation to go unchecked if discovered. We also work to ensure that all employees, both male and female, can work in an environment free from sexual and other forms of harassment. PEST analysis PEST analysis is a useful strategic tool for understanding market growth or decline, business position, potential and direction for operations. The use of PEST analysis can be seen effective for business and strategic planning, marketing planning, business and product development and research reports. PEST also ensures that company’s performance is aligned positively with the powerful forces of change that are affecting business environment. PEST is useful when a company decides to enter its business operation into new markets and new countries. The use of PEST, in this case helps to break free of unconscious assumptions, and help to effectively adapt to the realities of the new environment. Looking at the current condition of Japan, it is difficult to mention anything about its political, economical, technological or sociocultural since there is no stability in the country at the moment, due to the natural disaster crises they are facing. SWOT Analysis Strength: 1) Global Brand: According to business Week Global Brand Scorecard Nissan is the fastest growing automotive brand. Nissan’s brand equity was valued at $3,108 million in 2006. Some of the company’s passenger car models include Maxima, Sentra, Altima, Versa, Z Roadstar and Z Coupe. Some of its truck models are Quest, Armada, Pathfinder, Murand and Xterra. Brand strength provides competitive advantage that can offset the increasing competition. Over the last five years company has establish the global brand by focusing on the brand pyramid and dynamics that caters the silky design, the vibrant experience, the interplay between serenity and driving pleasure has reached a high level of alignment and consistency. That makes it easier to communicate about the brand and specific features of its model. 2) Renault-Nissan Alliance: The alliance has provided advantages to both companies. They can move into new markets faster and with lower costs because they don’t have to build new plants. (Renault builds cars in Nissan’s Mexico plants and Nissan uses Renault’s Brazil plant and distribution networks) The companies are collaborating on building common platforms, components and engines, and each company leads engine design in their area of expertise–Renault in diesel and Nissan in gasoline. And they have increased purchasing power because they buy components for six million cars not three as will be in the case of Nissan alone. The alliance has so far boosted the profitability, market capitalization and sales in 192 countries for both partners. CEO and president of Renault to his titles in 2005, says he’ll rely on the strengths of two distinct work forces: French innovation in concept stages and Japanese dedication to process in manufacturing. 3) Most fuel efficient car: Nissan is known to make the most fuel efficient cars over the years and this has become one of its major strengths in the competitive market. Due to its fuel efficient car, the demand for them has also increased over the past few years. Weakness: 1) Product Innovation time lag: Nissan launched two new or redesigned vehicles, in comparison to 14 in the three previous years. Nissan has misjudged its model strategy in the United States over the past few years. Like the other Japanese automakers, the company was a relative late-comer to the country’s high-profit margin and high-volume pick-up markets. Nissan’s late entry meant that it has suffered from the decline in the sector as a result of rising fuel prices in Japan, While Toyota and Nissan have been well placed to benefit from a shift in emphasis in Japan market towards compact sales as a result of the Scion and Civic models respectively, Nissan at the moment has no competitive offering in this segment. However, there  are a number of new models that should reinvigorate the company’s fortunes in the United States, including the Sentra and Altima mid-size sedans, as well as its luxury-brand Infiniti G35 sedan. The company also desperately needs new offe ring in key segments in the European market. The Almera C-segment hatchback and Primera D-segment sedan are hopelessly outmoded and largely ignored by European buyers, although the new Note small multi-purpose vehicle (MPV) should provide Nissan with a sales success in Europe. 2) Lack of Diesel Technology: In the Japanese market, diesel accounts for only 0.4% of vehicles sold (Rowley, 2006). In contrast, diesel is very popular and its share in overall sales has been increasing. In the year ending 1st January 2006 the number of diesel cars sold increased by 7.5%. Some analysts believe that the diesel market will account for more than 80% of total vehicle sales in Europe by the end of 2008. Diesel technology has been improving significantly over the past decade reducing emissions, fuel consumption and cost. As Nissan’s home country has a low demand for diesel engines, Nissan lacks the technology and experience to produce diesel engines of comparative quality. Opportunity: 1) Asia market: Lower penetration coupled with strong rise in income levels, led to continuous jumps in car sales in markets like china and India. In fact china, followed by India is estimated to be major growth driver in the next decade. Hence it is necessary for global player to be present in these countries. Therefore all global players either have products for these markets or planning to develop products to enter into these markets. In India in year 2004-05 domestic sales of car and utility vehicles has crossed the 1 million mark. 2) Relocate its manufacturing unit to reduce cost: The Japanese car maker has stepped up their policy of producing where demand exists. Car making is an industry situated at a forefront of globalization and major player is accelerating their cross border activities. Manufacturing units in America and Europe have huge capacities in line with their vast domestic automobile  output. While this offered them the benefits of scale, the continuous sluggish growth in their local market and their inflationary increase in production cost, especially wage cost. Adoption of cost reduction measure became imperative for players to survive. China, India and Thailand have been regarded as the Low Cost Production bases with their unique offering to the outsourcers. Low cost country will provide them the global clientele and technology and also have synergetic operation. Area of opportunity for India lies in the products which have high level of design and engineering requirements, low level of auto mation and significant assembly requirement. 3) Renault-Nissan Purchasing Organization (RNPO): The RNPO, which was established in 2001 in the early stages of the alliance, was one of the key ways in which Renault-Nissan would combine their resources to create a more efficient organization. Currently Nissan and Renault share 60% of the same part and raw material suppliers. This has led Nissan to achieve greater purchasing power and has served to reduce costs and reduce the bargaining power of suppliers. There still remains significant opportunity through the RNPO to decrease costs and provide increased competitive advantage. Threats: 1) Cross-Cultural Disharmony: As Nissan and Renault become further integrated with one another, the risk of cross-cultural disharmony increases. If disharmony occurs then, as occurred at DaimlerChrysler, overall company performance may be reduced and the current strengths that the Alliance provides may become instabilities. Nissan is currently working to reduce the likelihood through its ‘Business Way’ program but corporate and national culture takes a long time to change. 2) Rising Commodity Prices: Due to the economic expansion of China, changes in commodity prices could affect the costs incurred by Nissan. Over the past 12 months, the price of steel used in car production has risen by nearly 30% (London Metal Exchange, 2006). Nissan has taken steps to reduce the effect of rising steel prices; in 2000, Nissan began using hot dip zinc coated steel and converted to less expensive steel in 2002, which saved about $16 million per year (Nissan Motor Co., 2004). This however, has done little to  reduce the upward pressure on vehicle costs and prices. As this increase in cost has been passed on to the consumer, demand for new vehicles has reduced. This threatens Nissan’s viability in the region. 3) Market saturation: With overall industry sales number stagnant, if not declining in key economies term, the overall automobile industry has been significantly impacted. Due to overall market saturation, the individual company new product development strategy towards market expansion is changing from iterative year on year model changes to drastic innovation. The emergence of SUV market few years back is an evidence of how product and market innovation has changed the very composition of US auto market. Marketing Strategies TARGET MARKET Nissan’s target market will be the low-level income group and middle class. Whereas Infiniti’s target market is people looking for luxury, great driving experience with unparallel appeal. With constant awareness and education about Nissan affordability and safety features, different type of group could be acquired resulting in increase of brand loyal consumers. People are more aware and therefore, they are constantly more particular when deciding which car to purchase. With strategic advertisement, consumers can be attracted with its latest features and a new image Nissan will provide to owners. NISSAN TARGET MARKET: GEOGRAPHIC SEGMENT The major concern of Nissan is to capture all the district headquarters of the country resulting in its coverage of almost all over the country. NISSAN TARGET MARKET: PSYCHOGRAPHICS With new image Nissan will provide to its buyers, owners will feel more confident and proud considering that Nissan is an international organization with strong background resulting driving Nissan a status symbol. Also safety and comfort are big factors of considerations in a consumers mind so Nissan by focusing on these factors will attract safety and comfort conscious people. Seeing its potential, consumers will most likely shift to Nissan. NISSAN TARGET MARKET: DEMOGRAPHICS Primary Target market belongs to middle class, upper middle class and low earning income people in society, falling in income bracket of below $ 2500. Also the target will be people from 25 – 60year old who are major automobile buyers. DISTRIBUTION STRATEGIES Basically there are two types of distribution channels available: Direct distribution and In-direct distribution PROMOTION STRATEGIES Promotion is one of the most important factors of marketing; it is done to affect the consumer behaviour in order to achieve sales and increase product image. In promotion the major task is to make consumers aware of the product and to attract consumer towards the product by highlighting the advantages of the product. Also it keeps consumers aware and well informed about product’s features and improvements. ENVIRONMENT RESEARCH An extensive market research will be conducted to have better idea about consumers’ perception about Nissan and its competitors. For this purpose Nissan will acquire services of marketing and research agencies to better analyze market environment. This will enable Nissan to learn about the consumers’ behaviour, how they perceive us and compare with the competitor. The media of the advertising a product is always chosen after the market environment research to get knowledge that if the target audience is interested in that mode of advertisement or not. ADVERTISING To advertise the product better and create awareness about product; Nissan will use different advertisement methods to approach the consumers. The diversity of advertisement channels will help in reaching the masses of different mindsets. Following Advertisement methods will be used: †¢ Nisan will use print and electronic media to introduce the product to consumers. †¢ Special events will be sponsored by Nissan. †¢ Use of Billboards, flex signs etc for massive introduction of car’s launch. †¢ Special road shows and displays will be set at dealers outlets. †¢ Prize contest will be conducted to attract people towards the car. Financial Review Net sales For fiscal year 2009, consolidated net revenues decreased 10.9%, to  ¥7.517 trillion, which reflected the strong yen offsetting the increase in sales volume. Operating profit Consolidated operating profit totalled  ¥311.6 billion, compared to a negative  ¥137.9 billion in fiscal year 2008. Net income Net non-operating expenses increased  ¥69.1 billion to  ¥103.9 billion from  ¥34.8 billion in fiscal 2008. Net income reached  ¥42.4 billion, an increase of  ¥276.1 billion from fiscal year 2008. Major competitors In Asia the 3 big of the automobile industry is Nissan, Toyota and Honda. But Nissan Motors major competitor is Toyota Motor Corporation. Toyota, much larger than Nissan and possessing deeper financial pockets, was better positioned to sustain the losses incurred from the global economic downturn. Consequently, Nissan entered its ninth decade of operation facing formidable obstacles. The first financial decline came in 1991, when the company’s consolidated operating profit plummeted 64.3 percent to  ¥125 billion (US$886 million). Six months later, Nissan registered its first pretax loss since becoming a publicly traded company in 1951– ¥14.2 billion during the first half of 1992. The losses mounted in the next two years, growing to  ¥108.1 billion in 1993 and  ¥202.4 billion by 1994, or nearly US$2 billion. To arrest the precipitous drop in company profits, Nissan’s management introduced various cost-cutting measures–such as reducing its materials and manufacturing costs–which saved the company roughly US$1.5 billion in 1993, with an additional US$1.2 billion savings realized in 1994. Nissan also became the first Japanese company to close a plant in Japan since World War II and cut nearly 12,000 workers in Japan, Spain, and the United States from its payroll. Nissan also was staggering under a debt load that reached as high as US$32 billion and threatened to bankrupt the company. Only intervention from Nissan’s lead lender, Industrial Bank of Japan, kept the company afloat. There were some positive signs in the early 1990s to inspire hope for the future. Nissan’s 1993 sales increased nearly 20 percent, vaulting the car maker past Honda Motor Co., Ltd. to reclaim the number two ranking in import sales to the all-important U.S. market. Much of this gain was attributable to robust sales of the Nissan Altima, a replacement for its Stanza model, which was introduced in 1992 and marketed in the United States as a small luxury sedan priced under $13,000. To the joy of Nissan’s management, however, the Altima typically was purchased with various options added on, giving the company an additional $2,000 to $3,000  per car. Nissan also was encouraged by strong sales of its Quest minivan, which was introduced in the United States in 1992 and had been developed jointly with Ford Motor, which marketed its own version, the Ford Windstar. Nissan’s losses continued through the fiscal year ending in March 1996, cumulating to US$3.2 billion over a four-year span. The company’s return to profitability in fiscal 1997 came about in part because of the cost-cutting program and in part from the yen’s dramatic depreciation against the dollar. Despite the return to the black, Nissan remained a troubled company. From its 1972 peak of 34 percent, the company’s share of the Japanese auto market had fallen to 20 percent by early 1997. Competition from the more financially stable Toyota and Honda played a factor in this decline, but Nissan also hurt itself by failing to keep pace with changing consumer tastes both in Japan and in overseas markets. For example, Nissan was behind its rivals in adding minivans and sport utility vehicles to its product line-up, having for years dismissed these sectors as passing fads. Meanwhile, minivans, sport utility vehicles, and station wagons accounted for half of all passenger car sales in Japan by early 1997, up from just more than ten percent in 1990. In the U.S. market, the Altima lost ground to two midsized rivals, the Honda Accord and the Toyota Camry, because Nissan’s model was smaller and thus less desirable. In the luxury car sector, Toyota’s Lexus line became the hot brand in the United States, triumphing over the Infiniti. Because of these and other factors, Nissan returned to the red for fiscal years 1998 and 1999. Although the losses were not as large as earlier in the decade, the company’s continued sky-high debt load–which stood at US$19.7 billion in late 1998–did not bode well for Nissan’s future. Business Strategies, Keeping Competitive Edge 1) Product Strategy To secure our profitability and sustainable growth based on our future product line up plan, in our product strategy developing process, we are monitoring the impacts of some different types of risk scenarios such as global market changes and demand deteriorations to our future profitability (COP) based on our plan. 1. Drastic decline of total global demand, past examples as reference case. 2. A demand shift between vehicle segments drastically faster than our assumptions in our mid-term planning. 3. A demand shift from the matured markets to the emerging markets drastically faster than our assumptions in our mid-term planning. We periodically monitor the impact of these scenarios to secure our future profitability and sustainable growth, and also update our future line-up plans periodically based on the results. To improve the robustness of our product line up against these risks, we take following countermeasures as our main direction when planning our product strategy. Expand availability of individual products across markets to mitigate the risk of single market demand fluctuations. Increase volume and efficiency per product through a consolidation and rationalization of the portfolio to lower the breakeven point and thereby reduce the profit risk of global Total Industry Volume declines. Prepare a more balanced product portfolio meeting needs in a broader range of markets and segments reducing reliance on specific large markets. 2) Quality of Products & Services Nissan is working on the corporate task named â€Å"Quality Leadership† which aims for achieving top level quality by FY2012. In this project, actions are carried out with numerical targets for following 4 areas. 1. Perceived quality & attractiveness: Customers’ impression on vehicle’s quality when customer looks it at a dealer’s show room 2. Product quality: Quality of product itself based on the experiences as an owner of the vehicle 3. Sales & service quality: Quality related to behaviour or attitude of sales staff or quality of service when inspection and maintenance 4. Quality of management: internal management quality to improve employees’ motivation which supports above 3 qualities For example, target of â€Å"Product quality† is to become top level at Most Influential Indicator (MII) of each region. In order to achieve the target, it is broken down to internal indicators by model which correlate with MII. Progress of all quality improvement activities are monitored with those  internal indicators. All the actions are taken based on rotating PDCA cycle, such as, the progress of activities are monthly reviewed by â€Å"Quality Committee† chaired by EVP and necessary actions are decided. Total picture of â€Å"Quality Leadership† on global base is monitored and discussed at the Global Quality Meeting chaired by COO annually. 2 years passed since this project started and it is going well. We are confident that we can achieve the target by FY2012. With respect to new model project, in order to achieve the quality target of each project, milestone meetings set at each key process of design, preparation for production and production, confirm key check points, such as achievement of quality targets, adoption of measures to prevent recurrence of past problem, adoption of measures for potential risks related to new technology / new mechanism / design change. Commercial production can be started after confirmation at â€Å"SOP (Start of Production) Judgment Meeting†, which confirms all issues are solved and quality target can be achieved. Final decision that the model can be sold is made at â€Å"Delivery Judgment Meeting†, after confirmation of quality of commercial production and preparedness for service / maintenance. As described above, Nissan is implementing thorough quality check before new model launch. Nissan is progressing quality improvement activities also after launch by gathering quality information from markets and prompt deployment of countermeasures. In case of occurrence of safety or compliance issues, necessary actions such as recall are implemented with close cooperation with market side team based on the decision by independent process from management. Occurred incidents are deeply investigated, analyzed and feed backed to models on the way of production or development for prevention of recurrence In addition to above described activities, such as quality assurance at new model project and quality improvement activities on daily basis, the â€Å"Quality Risk Management† framework has been newly developed from FY2009.  This is the high level system to ensure successful quality management for on-going and future projects. This includes assessment of quality related risks, evaluation of risk level, assignment of responsible person based on the level and to clarify organization for follow up. These processes are implemented at â€Å"Quality Risk Management Committee† chaired by EVP twice a year. 3) Compliance and Reputation As described above, Nissan produced the Nissan Global Code of Conduct for all employees of the Nissan group worldwide. To ensure thorough understanding of the code, training and education program such as e-learning is improved and compliant situation is monitored by Global Compliance Committee. Nissan has also adopted the internal whistle blowing system (Easy Voice System). This allows any employees to submit opinions, questions, requests or suspected compliance issue directly to Nissan’s management. Additionally, Nissan created sets of internal regulations covering the Global Prevention of Insider Trading and the management of personal information. Nissan keeps effort to prevent reputation risk to the company by continuous implementation of such measures as various education and training programs. Conclusion As the automobile industry is booming, It is necessary to keep up with the competition. The only way to compete with the competitors is to come out with innovative technology, fuel efficient cars, and luxury looking yet affordable cars. Nissan has not only concentrated on making cars but also provided their support to various stakeholders. Its working has benefited the environment by taking many environmental initiatives such as starting the Nissan Green Program 2010. The company also has worked towards effectively and efficiently developing their employees in terms of specialisation, or giving them a work-life balance. In line with its vision of Enriching People’s Lives, Nissan’s desire is to provide attractive products and services to customers worldwide while at the same time fulfilling its responsibility as a corporate citizen to help realize a sustainable society.

Art History Question Essay Example | Topics and Well Written Essays - 500 words

Art History Question - Essay Example Many of the artists in America turned to publishing periodicals such as ‘Harper’s Weekly’ where they could represent their artistic work (Halliwell 1998 p. 97) The artists changed from the original portraits of people in farms to pictures of people operating machines. They had to develop a new way of representing their messages to the people who had changed their lifestyles. They had to match their art with the changing social and political environment. People preferred art work developed through the techniques that were more recent, assuming them to be superior and state of the art. They felt such art matched with the modern lifestyle. These changes had to be considered, with some artists concentrating on the development of images through photography as a form of art. Artists such as Alfred Stieglitz and Brady Mathews were amongst the artists who used cameras as a form of art for developing portraits to represent facts (Bohan 2006 pp

Research Paper Example | Topics and Well Written Essays - 2000 words - 7

Research Paper Example Health care reform is considered to be an important responsibility of any government. In simple terms, health care reform refers to the reform in the health care system and/or in some parts of this system. This paper is developed to serve the purpose of providing a clear review of the literatures that are available with respect to the Health Care Reform in U.S. In the process of doing so, the paper includes a brief history of health care system and reforms in the context of US. Furthermore, it also contains the present situation of health care reform in the country. It is important to review the literature regarding US health care system before reviewing the literature regarding US health care reform. Significant volume of literature can be found related to US health care system. Steven Jonas, Karen Goldsteen and Raymond Goldsteen in their â€Å"An introduction to US Health Care System† have opined that the health care system in US is very similar to the systems of the other nations where ‘allopathic medical model’ is mainly followed (Jonas, Goldsteen & Goldsteen, 2007). However, it has several features that are unique in nature when compared to the health care systems of other countries. While providing a brief overview of the Unites States health care system, Jonas and Goldsteens have said that an important aspect of the US health care system is that it is significantly fragmented and decentralized (Jonas, Goldsteen & Goldsteen, 2007). Its main function and role are significantly focused on the production of outcomes. It r emarkably emphasizes on the profits and power of the service providers. In US, health care is provided but it does not come at a low cost. High end education and researches that are related to health care are provided and funded. Surely there are loci of control and power. In the US as such there is no central Ministry of Health. The system allows

Mental Health Nursing Personal Statement Example | Topics and Well Written Essays - 1000 words

Mental Health Nursing - Personal Statement Example In 1993, the Burdekin Report also documented on human rights abuses within the institutions so that the Australian government was prompted to implement a five-year program to: (1) facilitate genuine participation for consumers and carers; (2) develop high-quality, community-based mental health care; and (3) outline a broader approach to population-based health promotion and disease prevention. You must understand then that many people in Australia especially those with mental disorders and their families, are getting frustrated, however, I am happy to tell you that many are still very willing to support the programs. I would like to quote the exact words of the Mental Health Care of Australia to make my point more vivid: "Their goodwill, patience and support for the protracted nature of genuine health care reform have been dissipated. They are willing to back another 5 years of government national planning - but only if it is supported by genuine national leadership and commitment (Mental Health Care of Australia). It is important therefore to have nurses and medical practitioners that are committed to the improvement in the mental health care. It is important to have a nurse like you who would take the challenges to work hard for the reforms needed for the mental health care not only for Australia but for your own country. I am most certain Australia's case is not isolated. The very fact that you are thirsting for more knowledge and exposure tells us that you too are confronted with the same problems and issues. Indeed we need to educate the society and battle the stigma associated with mental disorders that makes many fearful of medical treatments. I should also want to share with you the 10-point plan of... This paper approves that the Australian government provided $120 million funding that extended up to this year for the betterment of mental health care. It launched the 4 year program for the Better Outcomes in Mental Health Care Program which aims to support general practitioners in improving the quality of care through health education and training. The Government of Australia for instance has recorded significant progress in its reforms. The following are some of the achievements on the service development as published in the government’s website. Stop the over reliance on inpatient services. This means that there is the need to increase resources such as hostel type of accommodation, lifestyle support accommodation, 24 hour access emergency accommodation. According to the report "Their goodwill, patience and support for the protracted nature of genuine health care reform have been dissipated. They are willing to back another 5 years of government national planning - but on ly if it is supported by genuine national leadership and commitment". This essay makes a conclusion that Mental Health Services with recruitment largely done for the Healthy Young Minds workers. More than 600 people have a received a service under this program to date; Allocated $1.6m over four years for early intervention for young people experiencing mental illness for the first time including the establishment of an outreach service; Increased consultation with consumers and carers; and Implementing a workforce development plan to enhance delivery of services.

Is the MPAA Rating System Fair Essay Example | Topics and Well Written Essays - 750 words

Is the MPAA Rating System Fair - Essay Example rating system should not be ruled out, it would be appropriate to follow a fair open system rather than conforming to the outdated societal norms and beliefs. Unless and otherwise a renovation is made to the system, the whole thing seems to be of no worth to the film industry and its audience. Tracking back to the history of MPAA; in 1930, they crested the ‘Hays Code’ holding just two categories, ‘acceptable’ and ‘unacceptable’, which were later overhauled by the current 5-rating system in 1968, comprising of G, PG, PG-13, R, and NC-17 ratings. â€Å"For almost 40 years the US film industry was governed by the Motion Picture Production Code, which banned nudity, drug use, religious ridicule, disrespect for the law and other depictions in film that would have the effect of lowering society’s moral standards.† (Fieser, 2011). The system’s ultimate goal was to defend the artistic freedom of the filmmakers, at the same time, fulfilling the parent’s need to determine the film’s appropriateness for their children. Recently, there have been claims that the MPAA is not fair and is too conservative in its ratings. It is also criticized of being arbitrary in its rating decisions, consequently affecting numerous filmmakers with its random sexually-obsessed and biased judgments. This issue is well-portrayed in This Film Is Not Yet Rated, as it exposes the reasons and rules of ratings behind the mysterious organization, its membership and its bias in rating the films. To top of that, the film also uncovers the entity’s secrecy, its specific functioning and its rules. According to the film, the board does not have any specific members or guidelines but adheres to the so-called norms of an outdated system, which has turned out to be a mess. The entire concept of MPAA seems to be absurd in many cases. Normally, the NC-17 rating is regarded to have explicit sexual content, regardless of the scale of violence portrayed. What makes the issue harsher is that

Business pychology Essay Example | Topics and Well Written Essays - 2000 words

Business pychology - Essay Example As businesses try and become more competitive, the human asset behaviour within the business enterprise has become more and more relevant and hence a greater reliance on business psychology. Motivating and retaining this asset has always been a challenge to any business enterprise and this has called for an increased understanding of what causes individuals to be more effective at work. While efficient business organizations have looked at finding both the right person for a job function and the right job function for an individual, making them satisfied at work or providing job satisfaction is a factor that has increased in importance with the enhanced requirement for business organizations to become more competitive for survival in the modern era. Providing a definition for job satisfaction is not an easy task as there are several factors or experiences and the responses to them that make up total job satisfaction and some of these include satisfaction of the remuneration received, career prospects, satisfactory supervision, satisfaction in the environment and satisfaction in the job functions and responsibilities. The definition provided by Balzar et al, 1997 gives an adequate definition for job satisfaction. As per Balzar et al, 1997 job satisfaction is â€Å"the feelings a worker has about his or her job experiences in relation to previous experiences, current expectations, or available alternatives†. There are three factors that have given prominence to the job satisfaction and the study of job satisfaction. These three factors are humanitarian concerns, economic concerns and theoretic concerns. The presence of humanitarian concerns comes from the ethical beliefs of many managers in the business environment that employees require an acceptable, agreeable and pleasant work environment. The economic aspects lie in the very reasons for the existence of the business organization and that is the increased performance that job satisfaction provides increases the

Topics in Information Technology Ethics Essay Example | Topics and Well Written Essays - 1500 words

Topics in Information Technology Ethics - Essay Example Of course, security reasons are not the only purposes for Internet surveillance; corporations also use surveillance for marketing purposes. Paul Mobbs, in the article â€Å"How and when organisations and the state can monitor your actions,† discusses the â€Å"potential threats to civil liberties posed by the use of electronic networks for the purposes of surveillance, by the state and private companies, and the potential damage of these for civil society in the long term.† Karen McCullagh, in response to the growing security concerns after 9/11, also states that the modern use if the Internet has provided companies ad states with opportunities of surveillance that were not open to them previously. As she sees it, privacy and security are interconnected issues: â€Å"It is submitted that privacy and security are necessarily interrelated and interdependent. Therefore neither principle should ever be applied to the exclusion of the other, as they are both essential tenet s of a liberal democratic society.† These are difficult issues, and there are no easy answers to them. It is necessary, though, for people to be aware of the extent to which they are or can be monitored. Security is a necessity, but no will could argue that civil liberties are not also a necessity. Mobbs splits surveillance into two different categories, indirect and directed. Under indirect surveillance, the practices of dataveillance and data profiling are the two most commonly used. These practices are used typically for the purposes of marketing, political lobbying, police investigations, and the protection of intellectual property. As most users of the Internet do not understand the technology behind the Internet, these users are particularly susceptible to invasions of privacy. This is not to say that people are not aware that their privacy has been violated, though it does mean that people might attempt to protect their privacy by means which could be

Analysis of the Film Inception Essay Example | Topics and Well Written Essays - 1500 words

Analysis of the Film Inception - Essay Example Cobb who is a character that is played by Leonardo DiCaprio is a business raider of the highest order and is in the business of invading the minds of targets to steal the ideas that they might have. An influential billionaire goes on to hire him so that he can do the opposite of what he actually does which will mean that he has to plant an idea into the mind of a rival. He is supposed to do it in perfectly in such a manner that the target will not have any clue that it has happened and will also think that it was his own idea. The task that he has been given has never been attempted prior to this time since he considers that â€Å"our minds are as alert to foreign ideas as our immune system is to pathogens† which makes it a task that is difficult and almost impossible. The wealthy man that has hired Cobb for the job makes him an offer that is difficult to turn down. This offer by Saito, who is the wealthy man, is so good that it would enable Cobb to return to his home and family since he was in forced exile. Cobb brings a team together and in this part, the movie depends on the procedures that are well established in all the movies that involve heists. The accomplices that he chooses to work together with are introduced in different scenes to the viewers. Arthur, who is played by Joseph Gordon-Levitt, has been Cobb’s associate for a long time; Earnes, played by Tom Hardy is an extremely good at deception; Yusuf, played by Dileep Rao is a reputable chemist.

Research Project Assignment Paper Example | Topics and Well Written Essays - 1000 words

Project Assignment - Research Paper Example In most of the lower class of the society, the systems such as schools and the law enforcement are one of the major reasons why the people under such settings cannot prosper in their education and the job opportunities. In the lower class society, most of the families prefer taking their children to lower standard schools, which they can afford paying the tuition. A lower standard school signifies that the education offered is of a lower standard education, this compared to schools that the middleclass people and the upper class people are exposed to. In a high standard society, the institutions that are in most situations availed are such that have qualified teachers who offer quality education at standard levels. On the other hand, in most cases, a low standard learning institution tends to have less qualified teachers who lack the standard quality education. Lack of proper education values is one of the major problems that is faced in a lower class society. Education is fundamental in the aspect that when a person is exposed to good education, he or she has a higher chance to secure a job in the future and earn some money to take care of him or herself. In a lower class society most of the teachers and the school administration are underpaid by their various institutions, for this reason there tend to be laxity in offering proper education. The impact of the lack of the proper education in the society then is that when most of the students finish the school curricula, they lack the qualifications to secure good jobs and ends up working for the underpaying companies as well (Lee). In most lower class schools, the rates at which the teachers are changed in a learning institution is extremely low compared to the schools of the upper class society. The relevance in changing teachers in a institution has been attached to the ability of the students to

Literature of Knowledge Essay Example for Free

Literature of Knowledge Essay First printed in The North Briton Review, August, 1848, as part of a review of The Works of Alexander Pope, ed. W. Roscoe, 1847. What is it that we mean by literature? Popularly, and amongst the thoughtless, it is held to include everything that is printed in a book. Little logic is required to disturb that definition. The most thoughtless person is easily made aware that in the idea of literature one essential element is, ? some relation to a general and common interest of man, so that what applies only to a local or professional or merely personal interest, even though presenting itself in the shape of a book, will not belong to literature. So far the definition is easily narrowed; and it is as easily expanded. For not only is much that takes a station in books not literature, but, inversely, much that really is literature never reaches a station in books. The weekly sermons of Christendom, that vast pulpit literature which acts so extensively upon the popular mind? to warn, to uphold, to renew, to comfort, to alarm? does not attain the sanctuary of libraries In the ten-thousandth part of its extent. The drama as for instance the finest of Shakespeares plays in England and all leading Athenian plays in the noontide of the Attic stage, operated as a literature on the public mind, and were (according to the strictest letter of that term) published through the audiences that witnessed their representation, some time before they were published as things to be read: and they were published in this scenical mode of publication with much more effect than they could have had as books during ages of costly copying or of costly printing. Books, therefore, do not suggest an idea co-extensive and interchangeable with the idea of literature, since much literature, scenic, forensic, or didactic (as from lectures and public orators), may never come into books, and much that does come into books may connect itself with no literary interest. But a far more important correction, applicable to the common vague idea of literature, is to be sought, not so much in a better definition of literature, as in a sharper distinction of the two functions which it fulfils. In that great social organ which, collectively, we call  literature, there may be distinguished two separate offices, that may blend and often do so, but capable, severally, of a severe insulation, and naturally fitted for reciprocal repulsion. There is, first, the literature of knowledge, and secondly, the literature of power. The function of the first is to teach; the function of the second is to move: the first is a rudder; the second an oar or a sail. The first speaks to the mere discursive understanding; the second speaks ultimately, it may happen, to the higher understanding, or reason, but always through affections of pleasure and sympathy. Remotely it may travel towards an object seated in what Lord Bacon calls dry light; but proximately it does and must operate? else it ceases to be a literature of power-on and through that humid light which clothes itself in the mists and glittering iris of human passions, desires, and genial emotions. Men have so little reflected on the higher functions of literature as to find it a paradox if one should describe it as a mean or subordinate purpose of books to give information. But this is a paradox only in the sense which makes it honorable to be paradoxical. Whenever we talk in ordinary language of seeking information or gaining knowledge, we understand the words as connected with something of absolute novelty. But it is the grandeur of all truth which can occupy a very high place in human interests that it is never absolutely novel to the meanest of minds: it exists eternally, by way of germ or latent principle, in the lowest as in the highest, needing to be developed but never to be planted. To be capable of transplantation is the immediate criterion of a truth that ranges on a lower scale. Besides which, there is a rarer thing than truth, namely, power, or deep sympathy with truth. What is the effect, for instance, upon society, of children? By the pity, by the tenderness, and by the peculiar modes of admiration, which connect themselves with the helplessness, with the innocence, and with the simplicity of children, not only are the primal affections strengthened and continually renewed, but the qualities which are dearest in the sight of heaven-the frailty, for instance, which appeals to forbearance, the innocence which symbolizes the heavenly, and the simplicity which is most alien from the worldly-are kept up in perpetual remembrance, and their ideals are continually refreshed. A purpose of the same nature is answered by the higher literature, viz. , the literature of power. What do you learn from Paradise Lost? Nothing at all. What do you learn from a cookery-book? Something new, something that you did not know before, in every paragraph. But would you therefore put the wretched cookery-book on a higher level of estimation than the divine poem? What you owe to Milton is not any knowledge, of which a million separate items are still but a million of advancing steps on the same earthly level; what you owe is power, that is, exercise and expansion to your own latent capacity of sympathy with the infinite, where every pulse and each separate influx is a step upwards, a step ascending as upon a Jacobs ladders from earth to mysterious altitudes above the earth. All the steps of knowledge, from first to last, carry you further on the same plane, but could never raise you one foot above your ancient level of earth; whereas the very first step in power is a flight, is an ascending movement into another element where earth is forgotten. Were it not that human sensibilities are ventilated and continually called out into exercise by the great phenomena of infancy, or of real life as it moves through chance and change, or of literature as it recombines these elements in the mimicries of poetry, romance, etc., it is certain that, like any animal power or muscular energy falling into disuse, all such sensibilities would gradually droop and dwindle. It is in relation to these great moral capacities of man that the literature of power, as contradistinguished from that of knowledge, lives and has its field of action. It is concerned with what is highest in man; for the Scriptures themselves never condescended to deal by suggestion or cooperation with the mere discursive understanding: when speaking of man in his intellectual capacity, the Scriptures speak not of the understanding, but of the understanding heart, ?  making the heart, i. e. , the great intuitive (or non-discursive) organ, to be the interchangeable formula for man in his highest state of capacity for the infinite. Tragedy, romance, fairy tale, or epopee, all alike restore to mans mind the ideals of justice, of hope, of truth, of mercy, of retribution, which else (left to the support of daily life in its realities) would languish for want of sufficient illustration. What is meant, for instance, by poetic justice? ?It does not mean a justice that differs by its object from the ordinary justice of human jurisprudence; for then it must be confessedly a very bad kind of justice; but it means a justice that differs, from common forensic justice by the degree in which it attains its object, a justice that is more omnipotent over its own ends, as dealing? not with the refractory elements of earthly life, but with the elements of its own creation, and with materials flexible to its own purest preconceptions. It is certain that, were it not for the Literature of Power, these ideals would often remain amongst us as mere arid notional forms; whereas, by the creative forces of man put forth in literature, they gain a vernal life of restoration, and germinate into vital activities. The commonest novel, by moving in alliance with human fears and hopes, with human instincts of wrong and right, sustains and quickens those affections. Calling them into action, it rescues them. from torpor. And hence the preeminency, over all authors that merely teach of the meanest that moves, or that teaches, if at all, indirectly by moving. The very highest work that has ever existed in the literature of Knowledge is but a provisional work: a book upon trial and sufferance, and quamdiu bene se gesserit. Let its teaching be even partially revised, let it be but expanded, ? nay, even let its teaching be but placed in a better order, ? and instantly it is superseded. Whereas the feeblest works in the Literature of Power, surviving at all, survive as finished and unalterable amongst men. For instance, the Principia of Sir Isaac Newton was a book militant on earth from the first. In all stages of its progress it would have to fight for its existence: 1st as regards absolute truth; idly, when that combat was over, as regards its form or mode of presenting the truth. And as soon as a La Place, or anybody else, builds higher upon the foundations laid by this book, effectually he throws it out of the sunshine into decay and darkness; by weapons won from this book he superannuates and destroys this book, so that soon the name of Newton remains as a mere nominis umbra, but his book, as a living power, has transmigrated into other forms. Now, on the contrary, the iliad, the Prometheus of Aeschylus, the Othello or King Lear, the Hamlet or Macbeth, and the Paradise Lost are not militant but triumphant forever as long as the languages exist in which they speak or can be taught to speak. They never can transmigrate into new incarnations. To reproduce these in new forms, or variations, even if in some things they should be improved, would be to plagiarize. A good steam engine is properly superseded by a better. But one lovely pastoral valley is not superseded by another, nor a statue of Praxiteles by a statue of Michael Angelo. These things are separated not by  imparity, but by disparity. They are not thought of as unequal under the same standard, but as different in kind, and, if otherwise equal, as equal under a different standard. Human works of immortal beauty and works of nature in one respect stand on the same footing: they never absolutely repeat each other, never approach so near as not to differ; and they differ not as better and worse, or simply by more and less: they differ by undecipherable and incommunicable differences, that cannot be caught by mimicries, that cannot be reflected in the mirror of copies, that cannot become ponderable in the scales of vulgar comparison.

The Background Of Walmart Marketing Essay

The Background Of Walmart Marketing Essay Introduction International business is where business activities take place in other countries. Business activities include starting a joint venture, shipping, exporting goods and services across national borders. In this essay, I will be selecting Walmart as an international business which had encountered business failure because of the lack of understanding of the national cultural difference in South Korea. Background of Walmart Sam Walton was the founder of Walmart in July 1962 and the first Walmart store was opened in Rogers, Arkansas, offering Lowest Prices Anytime, Anywhere. In 1970s, the company goes national and expands their businesses. In 1980s, the company set up Sams club, attending small businesses and individuals. The first Walmart Supercenter was opened in Washington, Mo., merging merchandise and supermarket to offer one stop shopping convenience. In 1990s, Walmart became the countrys number one retailer and Walmart Supercenter reformulate their multiple services to Every Day Low Prices strategy (Walmart 2012). Walmart.com was founded to offer consumers a seamless shopping experience to shop online, handheld devices or in a store. Today, the company hires 2.2 million associates and have exceeded 10,000 retail stores in 27 countries. In conjunction to that, they also celebrated 50 years of assisting people to save money so they can live better. Problem Identification Walmart goes international to South Korea in 1998. At that point of time, American economy in 1998 had strong domestic economy. The fundamentals of South Korea market were excellent but Asian financial crisis had ruined the exchange value of the Korean won. And as their currency is artificially low and hence, Walmart sees it as an opportunity to expand into Korea. But due to the culture differences and underperforming business in the host country, they had decided to pull out and give up 16 of its South Korea stores to the countrys largest discount store chain, Shinsegae in 2006 after eight years in the market. At the time of withdrawal, Walmart Korea was ranked in the lowest among five major discount store chains in the South Korea (Ramstad 2006). According to the Walmarts spokesman Beth Keck, Walmart Korea earned $787 million of sales in 2005. Following on, they held an interview in Seoul to announce that the company had suffered a loss of $10 million in 2005 (Olsen, 2006). In less than a month, Walmart had become the next western retailer to pull out from South Korea after French retailer Carrefour, sell off its 32 South Korea stores to a local retailer, E.Land Group for $1.8 billion (Choe, 2006). The decision to pull out from Korea is part of its global strategy. Steers and Nardon (2006) stated that global strategy is to focus attention on cost reduction and effectiveness at the cost of local adaption. But as Walmart strive hard on their growth strategy, they still couldnt the reach the stage they desired from the South Koreas market. On May 2006, Walmart joined other reputable firms like Nokia, Nestle and Google under a list of multinational whom had experienced the same outcomes that failed to change the taste of the South Koreas customers (Choe 2006). Causes of the Problem There were many factors that led to the failures of Walmart in South Korea. Walmart failed due to the incapability to identify the shopping patterns of the local consumers and to modify its business model to suit the current culture of the South Koreans. Thus, the profits they earned from stores were very little and despite of large investments, consumers did not choose Walmart as their main shopping destination. Location Preference In South Korea, Walmart had only 16 stores. Just in Seoul, a metropolitan area of 10 million, there is only one single Walmart store. As a result, it couldnt generate enough customer flows as the location is not well located. Therefore, many Koreans have never heard of Walmart. This has resulted in many Koreans shopping at E-Mart, largest discount store chain in South Korea. E-Mart has a total of 79 outlets which are all easily accessible in the centre of the cities. The local retailers, E-Mart, has a more localized approach to suit the local consumers taste and preference. They changed the preference by moving from the open-air market into a well-situated indoors concept in supermarkets. They studied the local consumers preference and focused mainly on food and beverages like local delicacies, seafood as well as their products mix. E- Mart offer low-priced products in smaller quantities and in well-known locations instead of warehouses, having more fresh foods and feature special-in-store events (Coyner 2007). Therefore, most of the South Korean customers do not like the warehouse design of the Walmart. It pulls them off as the tall shelving causes them to use ladders or to stretch for items on higher shelves that were beyond their imagination. They prefer department stores like E-Mart which is clean, neat and have stylish atmosphere. Product expectation The OECD reported that Korea has the highest hours per worker in 2002 (OECD 2004) shown in figure 1. The standard number of hours worked per year in OECD countries is around 1700 and Korea reached 2410 hours per year. Therefore, Koreans work a lot, under huge amount of pressure. Hence, they want every moment when theyre not working or studying to be a luxurious life of living. They have a tendency to choose expensive products and better environment. As a result, Walmart was not very approachable in the host country. Product Mix The South Korean customers might not be interested in the same product categories as the Americans as both of the countries have different consumer preferences based on their cultures differences. Walmart sell dry products, electronics products and garments. Walmarts shoes to sausage product line concept do not go well with the shopping habits of the locals. Freshness of food is very important and in the aspect of the South Koreans and they take it very seriously. They dont mind travelling down to supermarkets or wet markets to buy the fresh food products frequently. Another reason is that they stay at small houses with limited storage and freezing space to store the food, therefore, they have to go for groceries shopping every day. Choe (2006) reported that South Koreans prefer to shop for fresh vegetables and fresh foods rather than buying foreign foods and beverages. In contrast to that, Americans doesnt travel to supermarkets often. They buy products in bulk for longer storage. Therefore, most of the products in Walmart are sold in boxes which do not cater to the Koreans as they prefer smaller packages. A retail analyst Hyundai Securities in Seoul said that Walmart Korea failed to attract customer to the stores (Olsen, 2006). South Koreans are visually-oriented shoppers. They prefer eye catching displays and local retailers were able to present it and grab their attention. Problem Solutions If I am in charge of the Walmarts businesses in Korea, the fundamental aspect to go global is to have an in-depth understanding of what local customers need, want and desire. Some of the business concepts can be easily transferred while others may suit only to particular countries. Walmart go into South Korea sticking to its own culture and sales strategy, ignoring local cultures and buying behaviour and failed to survive in the market at the end (Kottolli 2006). Based on Hofstedes dimensions of culture and Trompenaars cultural dimension, it will be easier to identify the similarities and differences between the Walmarts in United States and South Korea. Therefore, the cultural values are very important in a national culture, it could reflect how the business operate and organise within that country. Hofstedes Dimensions of Culture Figure 2 shows the comparison between South Korea and United States based on the Hofstedes five dimension of culture. They are categorized under Power distance (Power Orientation), Individualism (Social Orientation), Masculinity/ Femininity, Uncertainty avoidance (Uncertainty Orientation) and Long- term orientation (Time Orientation). Power Orientation Power orientation means that the people in the culture hold the power and authority differences in hierarchy levels such as business organisations. There are power respect and power tolerance in the power orientation. Power respect is individuals who have the tendency to accept power based on the position and will respect superiors decision. Power tolerance is those individuals whom often question people in higher authority. Based on the chart shown in Figure 2, under power distance, South Korea scored 60 and United States scored 40. This shows that South Korea is based on a hierarchical society which means that people agree to a hierarchical order based on the position and needs no further explanation. Social Orientation Social orientation reflects a persons beliefs about the relative importance of the individual and the group to which that person belongs (Ajami et al.2006). Under the social orientation there are individualism and collectivism. Individualism refers to the people or countries that look after themselves and their families first. Collectivism refers to people who look after others more than themselves. According to Hodstede (1997), people are integrated into strong cohesion groups which offer protection in exchange for loyalty. Figure 2 shows that South Korea scored 18 and United States scored 91 for the individualism. South Korea is considered a collectivistic society and loyalty in a collectivist culture is importance as it prevails over other rules and regulations. The collectivistic society emphasizes on strong relationship where everybody takes accountability for fellow members of their group. But the disadvantage of the collectivistic society is that wrongdoing will lead to humiliation and loss of face as the employment relationship is perceived in ethical terms (e.g. family connection). Also, hiring or promotion decisions take the employees in- group into account. As for the United States, their employment relationship is perceived via contract. Based on rules and skills, the management will then decide to hire or promote the employees. Uncertainty Orientation Uncertainty orientation refers to the extent to which an individual in the society who feel threatened by uncertain and unknown situations. There are uncertainty acceptance and uncertainty avoidance. People in cultures with uncertainty acceptance have the tendency to be motivated by change and to thrive on new opportunities. On the contrary, people with uncertainty avoidance have the tendency to dislike ambiguity and avoid it. Figure 2 shows that South Korea scored 85 and United States scored 46 under uncertainty avoidance. South Korea is considered to be the most uncertainty avoidance countries in the world and they hold rigid rules based systems. South Korea people feel that there is a need to work hard and have rules and punctuality. As for the United States, they will work hard only when there is a need. Time Orientation Time orientation refers to the people of a culture who adopt a long- term versus a short- term viewpoint on work, life and other issues (Griffin 2011). Figure 2 show that South Korea scored 75 and 29 on the long- term outlook. South Korea has a longer term orientation and people from this society accept the fact that they have to work hard and to have perseverance in order to achieve their goals. As for United States, the Americans will focus on the past and present more rather than the future. Apply Hofstedes theory to Walmart Applying back to Walmart Korea, there is a need to examine the different dimensions of culture based on Hofstedes model shown in Figure 3. South Korea being a collectivistic society, they work hard to achieve their goals and blindly obey the orders of their superiors. Walmart cant simply impart their western culture to the South Korea and to expect them to accept. South Koreans dislike ambiguity and will avoid the changes. Walmart needs to look into the future of the South Koreans living expectation and adopt a different way of approach to keep the customers. They cant just look into the Asian financial crisis and go into South Korea without preparing their business plan for the long term growth in the local market. Trompenaars Cultural Dimensions Another theory that I will apply is using Trompenaars cultural dimensions. Its another alternative to Hofstedes dimensions. Universalism versus Particularism South Korea is more of a Particularistic culture. They believe that circumstances state how ideas should be applied and some things cannot be done the same way as it is. South Korea with high particularism that has legal contract is often amended and they will try to work things out to suit the parties. Likewise for the culture in Walmart Korea, they are under Universalists. They believe that ideas can be applied everywhere without any modifications. Aswathappa (2010) stated that the management under Walmart focus on formal rules and business connections. Specificity versus Diffuseness South Korea is under diffuse countries, which means that their work and private life are closely related. In 1996, Trompenaars observed that the employee turnover rate and the number of invasion in the countries are quite low mainly because of loyalty (Cited in Heidtmann 2011, p. 44). Walmart are based under specific cultures because of its handling by western country. The people are more open and outgoing. Furthermore, their work life and private life are separated so they only share with close friends or associates. Achievement versus Ascription South Korea is considered an ascription- orientated culture. They give certain associates a higher status because of their age, gender and social connection. As for the Walmart in United States, their status is based on their performance and accomplishment. Conclusion To conclude, Walmart needs to plan their operations and strategies before expanding to South Korea. Having a lucrative business in foreign country depends on the market size, culture aspects, current and future wealth of customers. Walmart had their strategic positioning fit in the United States and was able to capture the principles from the customers which helped to boost their profit growth (Kim 2008). But Walmarts attempt to use their business model to the South Korea market leads to failure. As a result, Walmart Every Day Low Prices strategy does not fit in the South Korea country due to the culture differences. In addition to that, Walmart did not come up with an effective localization strategy to indicate how much they are investing and grow in the local market. Therefore, Walmart should apply Hofstede or Trompenaars culture theories to analysis the culture differences first before deciding whether Korea was a strategically key market to go into it global expansion. Word limit: 2363