Strategic marketing management (examination) Term Paper

Strategic marketing management (examination) - Term Paper Example The culture of an organization may prove so hard to change when change facilitators think of a unitary culture for an organization. In real world, no company operates as a uniform whole, but various units of a company may display different culture, which make subcultures of an entire organization. Changing organizational culture demands a deep understanding of the existing culture and clear knowledge about what culture the management intends to inculcate in the company to replace the old culture. Therefore, planning should always be done based on existing corporate culture because employees are already familiar with what is expected of them and know what values the company embrace. For example, Google gives its employees the freedom to explore new ideas and staff members have easy access to co-founders as well as executives. If the company wanted to implement a culture that takes away the autonomy of employees in the way they work and create a barrier to founders and executive access , it is most likely that employees will rebel against the proposed change. Penetration pricing: under this pricing strategy the company decides to set artificially low prices for its products in order to attract more customers and establish loyalty among existing customers, thus expanding market share. For example, Apple can decide to set prices for it Smartphone lower than its competitors such as Samsung in order to regain its market share. The approach was utilized by France Telecom as well as Sky TV to widen their market share. Skimming pricing: Using this strategy, a company can set high initial price for its product and then gradually lowers the price of the product to gain more market share. For example, Apple Company may have set high price for its Smartphone then later reduced the price amidst competition so that it can make it available to low market end and increase the company’s market share. Franchising is a business

The Constitution Theory Essay Example for Free

The Constitution Theory Essay INTRODUCTION: Main purpose of this article is to review the European Union Constitution and to find out how it will allocate power within the EU member states. The present debate about the EU’s constitution is about its balance of power. Under the new expanded market, how the common market is going to be managed. How the government social policy is to be determined? Under common constitution, how the defense and foreign affairs is going to be accomplished? Is integration is necessary and if so, by how much? As regards to EU and member States, where the institutional power is going to be housed? If and when the EU constitution is approved by its Citizens and successive ratification of the respective Member governments, the EU Constitution will simplify and speed up the matters relating to home affairs and justice as these are all going to be dealt with at European level itself but also fostering more democratic accountability and transparency into decision making. EVALUTION OF EUROPEAN UNION CONSTITUTION: The EU constitution is divided into four parts. Part 1 deals with the definition of Union, its institution’s competences. Part II deals with the fundamental rights of the Union. Part III explains EC treaty and TEU with broad details on social, economical, detail on internal market, external action, monetary policy and the activities of the EU institutions. Part IV consists of various declarations and protocols. Under the present EU constitution, how the relationships between Union and its member states are going to be maintained is the main focal point of this essay. The uniqueness of EU like its state –like characteristic and the mandate and independence of its various institutions are evaluated. Further the declared objectives and values of the Union are briefly explained with critical attention to safeguard of human rights. The substantial authority enshrined to EU based on a number of stated or implied principles underlying union action. This analysis also evaluates the five exceptional articles in EU constitution that underscore the Union’s continuing commitment to Member State sovereignty. The constitution stipulates that most of its decisions at EU level will be approved only by the unanimous vote or common accord or consensus. Thus it confers to the State the right to block the decision and veto and this symbolizes a unique reservation of power to the Member states. EU has the autonomy as a governmental entity and it resembles those of modern nation-states and EU is composed of official bodies of national government. But in reality, there exists certain limitation on the Union and its institutions. EU is a distinct authority and its existence is separated by its Member States. It is established as a constitutional authority and posse’s legal personality.   EU is enjoying certain constitutional rights and protection for the execution of its tasks. Since the EU is a juristic person, it has the privileges of owning property and to be a party to legal proceedings. The EU constitution accords EU with symbols like a national anthem, a flag, an annual holiday, a motto and Union common currency ‘Euro’. EU comprises of specific set of institutions and of ‘institutional framework’ and these institutions is authorized to constitute law for the Union and its majority of its regulative activities are to be carried out at the central, EU level. Thus the activities of these institutions are subject to oversee by independent ombudsman of the European Parliament. Thus the EU has been established on permanent basis with its own constitution. There is also room for the further expansion of the EU and is open ‘to all â€Å"European States† willing to promote the Union’s values. Constitution of the EU stipulates that EU has the duty to ‘respect the equality of Members States, to honour their national identities and to recognise their essential state functions. In the eyes of the constitution, the Union and its Member States are alike and each of them is necessitated to follow to ‘the code of sincere cooperation’. The constitution requires the Union and Member States to exhibit mutual respect, help each other in accomplishing tasks which originates from the constitution. The Article 1-60 grants exit power to the Member States and authorizes a State to unilaterally withdraw from the EU. The Member State can grant certain rights to EU under its law like ownership of property. This right underscores the EU constitution the strength of the Member State as well as the legal personality of the EU. Further the EU is subject to the contract law and tort law of individual Member States. The EU constitution will become effective only after the approval of the each Member States at its national level as per its own constitutional requirements and it should be ratified by all States. Any proposed amendment to constitution is required the unanimous consent of the Member States who are awarded with right of veto and can exercise this right even on minor change that may affect them . Further any new accession to EU is to be approved by the existing members of EU through their national procedure. Certain sensitive issues like official use of languages within the institution and location of the institutions are subject to unanimous approval of the Member States. EU constitution stipulates that ‘European framework laws’ will be binding ‘as to the results to be accomplished’ but leaving to the Member States ‘the Choice of form and methods.’ Further certain European regulations may stipulate that the States will select how to apply the desired policy.   Further under certain veiled circumstances, States may be authorised to initiate the EU legislative process. 2.1 FINANCE: EU has the financial independence. It does not depend upon the contribution from its members. EU raises its finances through taxation and also adopts its annual budget .Further EU is expected not to exceed its annual budgets. Thus the financial conduct of the EU is to be approved by the Member States and also unanimous approval by the council. In addition to this, each multi annual financial framework must be unanimously approved by the Council. It is pertinent to note that the lion’s share of EU’s finance is again diverted to as a financial support for agricultural and other programs of the Member States. 2.2 EXTERNAL RELATIONS: EU has to draft its own external relation policy. It’s relation with wider world and to contribute to security ,peace , sustainable development , mutual respect among subjects , poverty eradication, free and fair trade , human rights protection , observance of institutional law and respects for the principles of the United Nations Charter. It is worthwhile to mention that the authority of the EU to act in external affairs matters is cautiously limited. Member states are regarded as the Citizen of the EU. Thus the Member States as citizen of the EU has been granted with wide rights such as ‘right to move and reside freely in any member state ‘the right to vote and stand as a candidate in municipal and European parliament elections, the right to deal with the EU institutions in any official EU language and certain rights to diplomatic and consular assistance from any member state. Further EU has the obligation to serve to the interest of its citizens and to grant them ‘an area of security, freedom, justice without internal borders ‘along with the strong single market. EU has the obligation to treat all of its citizens impartially. The EU commitment to the principles of ‘participatory democracy ‘and ‘representative democracy ‘are of critical in nature and these articles offers citizens the right of representation in the EU parliament, the right to participate in the democratic life of the Union and the right to act through the EU-level political parties. Citizens can raise their voice through public forum, access for their representative association, can have consultation with the officials of EU and right of initiative. Further citizens have further rights like Union institutions should conduct open meetings, right of personal data protection, access to its important documents and respect for the national status of churches. EU offers dual citizenship to its members. Thus right to stand in the election is restricted to municipal and European parliament election.   No mention about the National and provincial election has been made and there is no explanation to what Municipal means. As such, the EU constitution has to be amended to include these provisions which requires the unanimous approval of its Members State This may provide derogation where warranted by problems specific to a Member State. The prerequisite of unanimity and possibilities for derogation exhibits limited power of the EU to delineate the rights of its citizens. One another outstanding aspect is that the tort claims may be initiated by the injured persons against EU ‘in accordance with the general laws of the Member States. Further Part 1 of the constitution of EU deals with the EU’s institutions like European Parliament, European Council, and Court of Justice .Significant activity of the institution is the creation of the EU’s legislation. The national parliaments of States must be informed all proposed EU legislation.   The States may object the any legislative part that violates the principles of its interest. One of the noteworthy is that EU Parliament is denied the right to introduce legislation as this power is vested with the Commission. Currently the decisions are taken by the qualified majority vote (QMV). But from 2009 onwards, QMV will to be approved by at least 55% of the members of the Council consisting of at least fifteen of them and representing member states comprising at least 65% of the population of the Union. Due to this policy, a small group of the largest state can able to prevent a successful vote although the Constitution stipulates at least four states to form a ‘blocking minority’. But under QMV, no single member is having the power to block EU legislation. Even though there exists QMV, the EU contains many provisions requiring the Council to act unanimously. 2.3 EUROPEAN COMMISSION: It acts as chief administrative body and permanent executive of the EU. EU acts as a guardian of the constitution and manager of the EU budget and programs. It has to remain as an independent body. Commission’s decision is taken by the majority of votes. The European Court of Justice (ECJ), European Central Bank (ECB) and Court of Auditors are bodies that are affiliated to EU and independent of other Union institutions. Both ECJ and ECB are vested with power over the Member States. ECJ will deal with the complaints from EU States on one another and will attempt to resolve the same. EU constitution contains the most of the values and objectives of EC Treaty and TEU. The preamble of the EU constitution includes ‘reunited Europe. The EU also wishes to remain as a continent open to learning, culture and social progress. To lead a democratic government, to strive for justice, peace and solidarity. It speaks about the protection of fundamental rights. The members are requested to help the EU to attain its objects and to refrain from any activity that would hamper the attainment of EU’s objectives. The EU constitution authorizes ‘improved cooperation’ among group of Member States an activity that undermines the cohesions of the EU. As per the provisions of the Article I-3, the Union is authorised to protect the well-being of it’s ‘peoples’ rather than its ‘People’. Further EU is authorised to exercise its conferred competences ‘in the community ways’ instead of federal basis as it was mentioned earlier. 2.4 PROTECTION OF INDIVIDUAL RIGHTS. Part II of the constitution describes the Fundamental Rights of the Union into the European Union Law. Some argue that EU must extend its objectives beyond the economic sphere and insertion of human rights charter in the constitution. The preamble concludes as follows: The Union therefore recognises the freedom, rights and principles set out hereafter. Thus the EU constitution structure has established institutions and explains its areas of activity, all are subject to the restriction on the EU and reservation in favour of the Member States. The following five provisions of the constitution deserve attention as it offers powerful statement on the status of the Member States within the Union. Article 1-5. Respect – The Union must respect the territorial integrity of the state thereby safeguarding the national security. These instructions may be intended to prohibit a hegemonic relationship. Article 1.44 – Enhanced Cooperation- Enhanced cooperation is aberrant of a true federal system in which powers are segregated vertically between the States and the central government. Article 1-59- Suspension of Rights: If any of the Member States has committed a ‘serious and persistent breach ‘of EU core values, the council has the power to suspend the membership of such states and despite of such suspension, the State is still bound by its obligations under the Constitution Article 1-60- Amending the constitution-   Any amendment of constitution   requires ratification by all the Member States and in Part III , unanimous voting can be changed to QMV . Further European Council must unanimously approve such amendments and must be referred to national parliaments and disagreement by any parliament may obstruct the amendment. CONCLUSION: The one question that arises is whether the creation of European Union is going to dominate its Creators. One has to remember that EU is a striking force not only in Europe but also in the rest of the world. As such, the Member States need not slide into stupor or inappropriateness. Thus EU Constitution will make the EU as an amalgam system. Most of the central features allocated to the Union under the Constitution will be carryover from the treaties. The EU Constitution has the following striking characteristics. EU citizenship will afford the nationals of EU the freedom to reside, vote, work anywhere in the EU.   The EU levies its own taxes and collects thereby revenues and meets its budget requirement on its own and is not depend on any contribution to from its member states. The EU has its own currency managed by its own central bank. It has its own Parliament, Council of ministers, commissions. The Union legislation is to be adopted by majority voting in the Council and European Parliament. Further EU law is having supremacy over the laws of its all Member States. EU has to act only within the restrictions of the power conferred on it by the Member States. Competences are still remaining with the Member States. Certain policy decisions have to be taken only on unanimous voting by all the Member States. Further without the consensus, the Council can not proceed in certain key decisions. Thus a single member has the ability to block any resolution and has the bargaining power and can demand concessions as the price for its voting. Another striking factor of EU is that foreign policy and defense are untouched and left with the respective Member States. EU constitution stipulates that it has to respect the integrity of the Member State as sovereign nation. EU has the right to suspension of rights of Member States and offers the Member States withdrawal rights from the EU. EU constitution can not be amended with out approval of each Member of the State. Last but not the least, as the world is facing constant shifting winds of international affairs, it is arduous to foresee whether the EU Constitution after its ratification will take the EU to success path? The balance of power as suggested by the EU Constitution is workable or not?   Whether its political concession can be sustained? Is the tremendous power among the Member States to transfer power to Brussels is going to succeed or not? Are some core group of states is going to be unwind for an enhanced co-operation between themselves? Only time has to answer all these questions. EU Constitution is aimed to maintain the Union’ current system of duality of Authority thereby facilitating the members to retain their position as sovereign nation in the EU with significant central features. Thus the EU constitution aims to bring all the Europeans under one umbrella and it provides more effective and simpler legal base for EU activities to promote security, freedom and justice and exactly explaining the responsibilities and aims already provided in successive EU treaties and thus assisting Europeans to be aware of them. REFERENCES: Dale, R. European Union, Properly Construed. Policy Review, (122), 2003 39+. European Union at Crossroads; Referendum on Constitution Set to Begin; French Vote Critical. The Washington Times, p. A08 February 6, 2005. The European Union Constitution on Border Checks, Asylum and Immigration. Population and Development Review, 30(4), 2004. 789+. Muller, K. Problems of European Union Citizenship Rights at the Periphery. The Australian Journal of Politics and History, 45(1), 1999, 35. Sieberson, S. C. How the New European Union Constitution Will Allocate Power between the EU and Its Member States a Textual Analysis. Vanderbilt Journal of Transnational Law, 37(4), 2004. 993+. Steunenberg, B. (Ed.). Widening the European Union: The Politics of Institutional Change and Reform. New York: Routledge, 2002. Van Gerven, W. The European Union: a Polity of States and Peoples. Stanford, CA: Stanford University Press. 2005. Wallace, H. Wallace, W. (Eds.). Policy-Making in the European Union (4th ed.). Oxford: Oxford University Press. 2000.

The Greek Economy :: essays research papers fc

The Greek Economy Agriculture The Greek economy depends a lot on agriculture. One quarter of the Greek workforce is engaged in farming, and agriculture constitutes about 15% of the domestic production. Not much attention has been drawn on the agricultural sector of the economy. The farms are pretty small, the division of inheriting land has reduced the average size to 3,4 hectares (8 acres) and it is really difficult to use mechanised equipment efficiently. Yields are also low due to the dryness and erosion of the soil. Let's take a look at the yearly output of some major crops: tobacco 142000, wheat 2.6 million, tomatoes 1.9 million, oranges 780000, corn 2.1 million, sugar beet 1.9 million, grapes 1.6 million, olives 1.5 million, potatoes 850000 and cotton 222000. Livestock included some 10.8 million sheep, 3.5 million goats, 800000 head of cattle, 31 million poultry and 1.2 million pigs. Forestry and Fishing The Greek government owns the two-thirds of the forestland and has materialised her plans i.e. to replace the trees that were destroyed during World War II. About 2.9 million cu m of timber were annually cut in the late 80's and approximately the 75% of the harvest was hardwood. Fish exports are limited because of the widespread consumption of fish products within Greece. However in recent years thousands of tons of fish are exported each year, due to the ever increasing development of fish farms in the country. In the late 80's the annual catch totalled 135000 tons, from which 80% was consumed within Greece. Sponges are the main marine product exported. Mining Mining is of little importance to the Greek economy. We should mention though the annual output of minerals in tons: bauxite 2.3 million, iron ore 1.3 million and magnesite 884400. Also, about 279200 cu m of marble were quarried. Petroleum, salt, chromium, silver, zinc were also produced. Manufacturing Approximately one fifth of the Greek workforce is engaged in manufacturing, which contributes 18% of the annual gross production. The manufactured products include: food, beverages, tobacco, textiles, clothing, chemicals, cement and wine. Athens is the manufacturing center of Greece. Currency and Banking The national currency of Greece is drachma. The central banking institution is the Bank of Greece. The biggest banks of Greece are the National Bank of Greece, with 470 domestic branches and the Agricultural Bank of Greece with 420 branches. Foreign Trade Generally Greece spends each year much more on imports than it receives from exports. This "imbalance" is offset to a certain extent by tourist revenues and by remittances from Greeks living abroad. In the 80's the imports totalled 3 trillion drachmas and exports earned 1.5 trillion drachmas.

Advertising in the Legal Profession Essay

Title: Advertising in the Legal Profession Issue: What is the scope of advertising for the purpose of the prohibition of advertising in the Legal Profession Act of Trinidad and Tobago No. 21 of 1986? Cause of Problem: Schedule No. 3 Part A of the Legal Profession Act No. 21 of 1986 , Sections 6 and 7: An attorney at law may speak in public or write for publications on legal topics so long as he does not thereby advertise his own professional competence and is not likely to be regarded as being concerned thereby with the giving of individual advice. The best advertisement for an attorney at law is the establishment of a well merited reputation for personal integrity, capacity, dedication to work and fidelity to trust and it is unprofessional: a) To solicit business by circulars or advertisements or interviews not warranted by personal relations; b) To seek retainers through agents of any kind; Background to Era in which Code of Ethics was made: The Legal profession Act of Trinidad and Tobago was drafted in an era of no Internet, two radio stations, state-owned television and two daily newspapers. There was also little means by which consumers could obtain and verify information on the quality of services provided by a legal practitioner. Hence in this context the Legislation was relevant and it served to prevent forms of advertising that would misrepresent the capability of the professional in question. This was determined to be a necessity in a profession where standard was to be maintained. Current Position: Now the State and private sector have expanded the print and broadcast media and the internet has driven the communications channels and reach, including the reach of social media. The public itself is less precocious, more knowledgeable of its rights and more demanding of justice, fairness and transparency. There are several avenues that are opened to consumers where attorneys fall short of the standard required in their service to the public. They have applications that can be made to the disciplinary committee1 of the legal profession as well authority that the court has to discipline attorneys. Part B Rule 18 of the Code of Ethics, Third Schedule to the Legal Profession Act No.21 of 1986 Part B Rule 35(1) of the Code of Ethics, Third Schedule to the Legal Profession Act No.21 of 1986 2 In matter of Gail Robinson and Beverly Scoobie solicitors and Beverly Scoobie, Solicitors and In the Matter of the Inherent Jurisdiction of the Court Hca No. 2 of 1985 (unreported), Domain Idea: Advertising and Communications Theoretical Considerations: Advertising is an important constituent in the positioning of a brand in the mind and hearts of consumers. It also serves to build a brand preference amongst a target market. Advertising is multi-functional serving to inform, persuade, remind and enforce the target market as to the services provided by a particular business.3 Advertising for the purposes of marketing would include the use of following Medias4Newspapers, Television, Direct Mail, Radio, Magazines, Outdoor, Yellow Pages, Newsletters, Brochures, Telephone, and Internet. Consequences of lack of clarity of scope of Advertising: Lawyers in Trinidad and Tobago have sought very creative ways to get around this prohibition by interpreting advertising as written into the act narrowly; they consider the act as excluding new and current forms of advertising. Attorneys are therefore doing the following: Â  They are doubling up as newspaper columnists, regular presenters, co-presenters and guests on talk radio and television; Attorneys are also making use of social media, engaging the public but also exposing their views for public consumption. There is also the use of websites by firms. On the websites the firms have the services provided by the various attorneys and their qualifications.

Different Paradigms for Analysing Organisation

Organisations that are increasingly becoming flatter owing to the growing popularity and importance of team work for effectiveness in performance and high performance goals to obtain competencies so as to meet challenges in the business environment. With the growth in complexity in the internal and external business environment, organisational structural changes have become highly complex as well. When it comes to analyzing organisations several complex issues and areas prevent an easy analysis to take place. Such complexities emerge from the multi—agent nature of the organisational activities, where several personnel belonging to different departments come to interact cross-sectional to perform activities therein producing the scope for team work (Scott, 2001). However, organisations at present, despite of the growth in the use of team work and the, at times, essential use of team work, still use conventional hierarchical structures which is another source complexity. Organisations in the midst of managerial and commercial challenges face structural complexities (Amiguet, et al. , 2002). The paper attempts to produce the insight into how the organizations can be analysed upon different basis so as to generate the implications and scope for the effective use of teamwork in the organisations for each of the element and basis used in the analysis. The theories that emerge from social sciences indicate graphical representation of organisations and are often termed as ‘informal’ (Morgan, 1996; Mintzberg, 2001). They are used in analyzing organizations widely but they fail to provide a very detailed structural view of the organisation and create an abstract level evaluation. The detailed dynamics that are found to exist, especially in the modern organisations that are equally important for the use of team work in organisations are largely left out and failed to be evaluated using the social sciences framework (Dastani, et al. , 2004). However, the models hailing from their background of social sciences the importance of explicit modelling of agents and their underlying interactions and coordination within the organisational work flow and lines of authority is recognized immensely (Lomi and Larsen, 2001; Ferber, et al. , 2003). This is so because the environment that includes the performance stimulating and performance deviating forces and factors and the role of agents functioning within the rganisation at an inter-departmental level, influence greatly the effective use of team work in organisations and the effective performance in general (Dastani, et al. , 2004). There are basically 4 key sociological perspectives introduced by Burrel and Morgan (1979) upon which organizations can be modeled and analyzed that form the fundamental element of the paper followed by a thorough discussion upon the key implications for the use of teamwork and how teamwork prevails under the operational system in the organisations base d on the modeling of organisations framed using the analysis. The framework created by Burrel and Morgan (1979), which is the prime focus of the paper, provides different ways of thinking based on both extreme points in theory of society: regulation – importance and effectiveness of order and consensus in the society; And Radical Change – significance of conflict and transformations in development, the importance of creating mobility. These paradigms are also assessed by the subjectivist and objectivist approach. Principles And Paradigms For Analysis Of Organisations The way that organisations are structured makes significant impact to the overall efficiency and effectiveness in performance targets of those organisations as the inter-departmental links and coordinates and the communication channels within the organisation, determines to a great extent the efficiency in the work flow and the execution of the several underlying business processes. As the organisations maintained significant structural changes in order to achieve a sustainable competitive advantage, organizational networks of task-focused teams was created for leading to flatter organizational structure. Teamwork emerged as facilitators in achieving positive, cost-effective satisfaction and staff retention (Grif?n et al. 2001, Heywood & Jirjahn 2004 quoted in Xyrichisa & Reame; 2008). Modern organisations are seldom following well rounded use of technologically and mechanically operating systems in the work processes as dynamic and matrix systems hat combine the several process and departmental groups together for the execution of projects that break the traditional lines of authority and spans of control. Such modern organisations are termed as â€Å"non-linear† in their behavior and present complexity in analysis (Scott, 2001). Different paradigms provide range of different ways of understanding teams and efficiency of teamwork within an organisation such as, importance of stimulating the support and commitment of employees to team working and organizational objectives by providing them more autonomy, and unity in the workplace, creating opportunity and ‘desire for a more enriched work experience’. Knights and McCabe 2003) or defining team working as a tool or technology that makes individuals simply subjects that guarantee their sense of meaning and importance of working as a team. Currently, teamwork have become as a prominent specification of a broader management fashion â€Å"in the direction of decentralised, flexible networks† that allegedly promote â€Å"a culture of expression and involvement† (Reed, 1992: 227, 229; quoted in Ezzamel and Will mott 1998), claiming it to be â€Å"currently the most popular form of organizational restructuring† (Barker and Tompkins, 1994: 224; quoted in Ezzamel and Willmott 1998). Mueller (1994: 386) describes teamwork as a work coordination that provides â€Å"re-align individual motivation with organizational rationality†. Evaluating the beliefs in managerialist perspective, the dominant assumption about the teams is that, they are ‘’instruments for redesigning the job’’ through increasing commitment, that do not consider individual preferences, personalities, and behaviours. (Partington and Harris, 1999) Mainstream – Functionalist approach directly focuses on the importance of teams. In this perspective team work is assessed as one of the essential elements of creating efficient organisation. ‘’No distinction is made between the use of mechanisms of organization to coordinate complex divisions of labor and their use to control and legitimize structured social inequalities of wealth and status. ’’ (Ezzamel and Willmott, 1998) The management literature has been found a lot of assumptions and analysis about the teams and team work in organisation as being a source of motivation for employees and job satisfaction, therefore increased performance. Furthermore, it provides opportunities for employees in terms of learning and skill acquisition, as well as information sharing, which may be particularly important in conditions of growing economic uncertainty (Wagner et al. 1997; Wall et al. 2002; Vaskova 2007; quoted in SKOPE research paper 2009). Between the economic objectives of designing teamwork in organisations can be stated the incorporation of the management responsibility with the teamwork and removing the demarcation. Project teams get together number of employees rom completely different divisions and hierarchical levels of organisation for the particular objective. Increased job satisfaction, increased motivation between the employees, understanding around the meaningful work and its positive influence to the job performance are considered to be social or business objectives of the teamwork. Cultural objectives of teamwork refer to the rhetoric around understanding if the teams based on norms and values in organisation s, ‘’we’’ feeling – corporate vision, mission statement and the like. There is great attention to the increasing efficiency and importance of team work in the literature and many authors have undertaken several pieces of researches that aimed to identify the major elements of effective team in organisations. The efficiency of team working in different cultural and organizational settings, operations and achieving the objectives depends on a number of various factors, such as, specifications of task, group composition, organisational context and other contingencies. The advantages of teamwork are often represented to a greater extent as an empowerment for employees, as teams provides them a degree of supervisory and managerial responsibility for the organization of their work facilitated through â€Å"individual responsibility and team accountability† (Tjosvold, 1991: 35; quoted in Ezzamel and Willmott 1998) Contrary to the authors of functionalist accounts, some fundamental researches on the literature suggest that use of teamwork is merely is a modern continuation of the rationale of Taylorism. Dohse et al. 1985; Berggren 1992; Thompson and McHugh 1995; Vidal 2007) In humanistic perspective ideology of teamwork is gives an emphasis on autonomy of the employees in the work and the responsibility. ‘’ †¦ that the incorporation of managerial responsibilities within team working will be welcomed by employees as an unconditional bene?t and that its refusal is irrational because it violates their essential human needs. â€⠄¢Ã¢â‚¬â„¢ (Ezzamel and Willmott, 1998: 5) However, Knights and Knights and McCabe (2000) show that, team membership is not merely responsibility that brings autonomy, it also means pressure for the members in many cases. Different forms of team can be created by management directive. They can vary in terms of the outcomes that they are expected to achieve, the level of decision making responsibility as most of them have little autonomy for decision making, size of the teams, work cycle, degree of integration with other units and the like. One of the major problems with the assumptions about teams and teamwork is that, ‘’both advocates and critics of teams tend to present them as a ‘package’ in which task functions, value-orientations and capacity for self- governance are all mutually reinforcing’’ (Thompson and McHugh 2009) As it is emphasized by Thomson and Wallace (1996) teams can vary in the forms and sizes, as an implication of a range of factors and components in it.. Three dimensions of these factors can be identified for analysing the efficiency of teamwork. Multi – dimensional approach to the team working helps to identify and understand more clearly various types of managerial goals and configuration of their practices. These dimensions are related with the governance – in terms of devolve decision making, delegated powers, self – regulation. There are some researches in literature that states the importance of self- regulation in teamwork in terms of both in terms of increased productivity and employee welfare. High degree of control over the teams causes the discretion and prevents personal initiatives at work. Second dimension of the teamwork is concerned with the issues that related to normative motives – shared purpose within the teams, cultural cohesion and technical issues, in terms of flexibility, integration and the like. ‘’†¦ team working is a move away from the hierarchical command and control workplace, and the decisive means of empowering the employee [24, p. 30]. But most acknowledge that even in the more advanced initiatives, â€Å"there is seldom talk of democracy† [11, p. 25]. Expanded responsibilities and self-regulation, in whatever degree, is a functional requirement of the new production environments rather than a goal of participation and involvement. ‘’ (Thomson and Wallace; 1996) Knights and McCabe (2000) suggest critical approaches to the assumption on understanding and effectiveness of teamwork that is illustrated by mainstream perspective, criticizing autonomous team concept is not realized, it did not displaced the rigidity of bureaucratic system in organisations. Teamwork does not decrease the control over the employees, change in the direct control and managing through responsible autonomy does not mean less supervision, it cause a less visible but equally constraining form of normative control, that encourages employees to internalise managerial definitions of organisational goals (Grenier 1988; Barker 1993; Graham 1995; quoted in SKOPE research paper 2009). ‘’However, teams did not always have autonomy. In 83 per cent of the workplaces with team working, teams were given responsibility for specific products and services, and in 61 per cent they could jointly decide how work was done. However, in just 6 per cent they were allowed to appoint their own team leaders. ’’ (Kersley et al. , 2007; 17-18; quoted in Thompson and McHugh 2009) Furthermore, state that ideal model of teamwork is over simplistic and is assumed in isolation from very important contextual factors that in essence, shapes it. One of the most important points of the effectiveness of teamwork is about task discretion. Both perspectives have impressive range of evidences about the implications of task discretion to the employee motivation. Optimists suggest that, the task discretion is the sign of high employee commitment and high productivity. On the other hand, there are powerful criticisms about this approach, concerned that, the task discretion declines the autonomy of the employees at work and creates danger for their well-being. However, independent work groups, based on the concepts such as job enrichment and re-designing creates an opportunity for employees for decision making on operational issues and various levels of integrated organisational skills, and also more flexible working in more integrated divisions of labour.

Fraternitys essays

Fraternitys essays Hummer, Robert and Patricia Yancey Martin. Fraternities and Rape on Campus. Gender and Society December 1989: 457-473. The goal of this research was to analyze the group and organization practices that create in fraternities an abusive social context for women (Hummer 1989). Hummer and Martin examined fraternity dynamics associated with a main focus on rape and sexual coercion of women in fraternities. The researchers work centers on a case study of an alleged gang rape at Florida State University. They claim fraternities are not only the physical context, but also the social and cultural context that encourages the sexual coercion of women. The research implicates that fraternities create The gang rape involved four men and one eighteen year old girl. When the victim was discovered her blood alcohol content was .349. She had crude words and symbols on her thighs. The group rape took place on the third floor of a fraternity house. Hummer and Martin collected data by speaking with law enforcement officials. They also analyzed newspaper articles, conducted open-ended interviews with judges, public attorneys and many people regarding the processing of sexual assault cases. The data that was collected showed that fraternity members are mainly concerned with their masculinity. The researchers portray fraternity members as being dominant, competitive, drinking alcohol and treating women as sexual objects. For some reason not all women seem to care, they even help attract new members to these fraternities. When new members see these women they think that if they are part of this fraternity that they will have sex with them. These women, are called the little sisters, they cant be too confident with themselves to get into positions dealing with fraternities. The strategy that researchers have discovered is the individual strategy; that includes ...

International Business Environment Essay Example

International Business Environment Essay Example International Business Environment Paper International Business Environment Paper Code: PGBM04 Credits: 15 Level: Masters FBL, Business School Board: Postgraduate Business Studies Learning Hours: 150 of which 30 CONTACT hours Rationale 1. The international business environment is multi-dimensional, including economic, political, socio-cultural and technological influences. While each can be viewed in specific national settings, increasingly they have become interrelated through processes of globalisation. In particular, the role of transnational corporations has been a key to the deepening interrelationships across national borders. Yet, globalisation has not led to convergence. Considerable diversity between nations and regions continues to shape the business environment globally. For the international manager, an understanding of global forces, as well as more local/regional differences is crucial to strategy formulation in a rapidly changing environment. Learning Outcomes On completion of the module participants will be able to: Knowledge: 1. Critically review and apply concepts, terminology theoretical models associated with international business policies and strategies. 2. Demonstrate understanding of the political, socio-cultural, economic and technological factors that have been found to influence variations in international organisational business structures and management styles 3. Critically assess the relationship between national and organisational cultures 4. Relate conceptual theory of ‘internationalisation’, innovation and competitive advantage to different industries and locations Skills: 1. Demonstrate in a (small group), ability to apply relevant behavioural concepts to real-world scenarios/organisations, and participate in/lead discussion on related dilemmas or issues. . As an individual apply relevant theoretical concepts to real-world business (environment) dilemmas or issues, producing a diagnosis and suggesting possible outcomes. CONTENTS SYNOPSIS: This module examines aspects of the key concept of strategic management within an international business context. It begins by introducing and understanding of corporate strate gy as it relates trans- national corporations as players in an increasing global environment. The impact of Foreign Direct Investment (FDI) and actions of global players as they seek to identify competitive advantage is considered. As the role cultural differences play in determining the success/failure of a company within the global context activity, the applied research results of Hofstede are explored. Growth of the global marketplace has been accompanied by national and international regulations governing the openness of trade. Thus trade agreements, e. g. under the banner of WTO, are examined as well as the issues which link this to the â€Å"hyperglobalisation† thesis. A distinction is made between those companies operating in market, state and transitional economies. The impact of the growth of technology in general and communication technology in particular are explored. The role played by the international financial environment in influencing international business is also reviewed. AMPLIFIED CONTENT Introduction: Concepts of Business Organisation; Strategy; Marketing Orientation; Corporate Governance Globalisation and FDI: Globalisation-different perspectives; Internationalisation v. Globalisation; Dunning’s OLI paradigm and applications to impact on MNE and FDI activity. Porter’s Competitive advantage model (see also below) Culture: Definitions. Importance of Impact of Cultural Differences on Business; Research by G. Hofstede/ F. Trompenaars’ dimensions of National Culture. Application, importance of understanding concept of Guanxi, for international partners to Chinese businesses. Political Environment: National International forces + also to linked to International ‘Political’ Institutions –WTO, G20, BRIC, Trade Blocs e. g. EU, ASEAN, APEC, NAFTA etc. Social Environment: Demography: Consequences of Ageing Populations for Business and Society in industrialised societies; versus growing populations in developing countries. Re-location of employment in globalised world. E. g. Call Centre customer convenience across time zones, or pressurised workforce? World Trade and the International Competitive Environment: Key trade theories, e. g. Comparative Advantage, Limitations of Vernon’s Model. First Mover Advantage, Porter’s Competitive Advantage. Role of WTO and its principles; related controversial issues. E. g. Prospects for closure of Doha round. Evolving regional groupings, EU, ASEAN, APEC The Technology Environment Introduction to importance of R D; use/role of Patents; technology transfer; impact of e-technologies Internet/e-commerce International Financial Environment Foreign exchange principles; impact of globalisation of financial markets. Comparison of ‘financial’ shocks Asian financial crisis 1997-8; the Credit Crunch 2008–2010; ‘sub-prime’ market to Lehman Bros. AIG. Partial re-nationalisation of Commercial Banks, trading internationally from US GB. TEACHING LEARNING METHODS Teaching learning will take place through a series of core lectures and programmed learning activities undertaken in seminar workshops. Students will have a learning opportunity to participate as team members by presenting findings from case studies through short presentations with interactive questions and answers and class discussion to broaden the teaching and learning experience. This will provide formative feedback in advance broadly related summative assessment. Directed reading will be specified; with students being actively encouraged to pursue a variety of other learning resources; journal articles, internet sources as well the recommended core text. Lecture: One hour x 10 Seminar /workshop: Two hours X 10 Directed Study: 70 hours Research: 50 hours TOTAL: 150 hours ASSESSMENT METHODS Formative Group/syndicate discussions, virtual learning, class debates and small group presentations will act as the formative assessment throughout the module. Formative feedback will regularly be given through plenary discussion of class activities. Summative Assessment: The module is assessed by an individual written assignment the end of the module worth 100% of the overall grade Students are required to attain at least 40% in order to pass the module. CORE READING: Morrison J. (2009), International Business: Challenges in a Changing World, Palgrave MacMillan. [An excellent comprehensive and challenging text with links to Marketing, HR Finance, and Operations Management. ] used selectively – key relevant themes as per Lecture/Seminar coverage OR Morrison, J. (2006), The International Business Environment, (2nd edition). Palgrave MacMillan. Supporting Reading Hamilton, L. Webster, P. (2009) The International Business Environment, Oxford University Press, Oxford. (mostly aimed at Undergraduates but good knowledge base for PG courses) The World in 2010, The Economist, London, 2009 More general texts cover the wider area of International Business for example: Hill, Charles W. L. , (2009) International Business: Competing in the Global Market, 7th ed. , Mc Graw Hill, New York Daniels, J, Radebaugh, L. Sullivan, D, (2009) International Business, (12th ed. ), Pearson Wall S. , Minocha S. , and Rees B. (2010) International Business, 3rd ed. ,FT Prentice Hall And for a more specialist area: Brummer A. ,(2009), The Crunch: How Greed and Incompetence Sparked the Credit Crisis, RH Business Books, London. Internet Sources: The Core Text indicates Webalert boxes, and other internet sources to consult in relation to each topic. Some sources will be suggested/ hyperlinked in lecture notes, and considered in seminars. The library has access to Online sources for which you will need to register for an Athens password. Both the Economist www. economist. com and the Financial Times www. ft. com can be accessed this way. Programmes using this Module as a Core: MBA, MA International Management, MBS. Module Leader: Bob Woodfield, Pod 203, E-mail: bob. [emailprotected] ac. uk Fax 0191 515 2308 Teaching Team: James Riddle, E-mail: jim. [emailprotected] ac. uk Ms. A. Nwankwo E-mail: TBA OUTLINE OF THE SEMINAR/WORKSHOP SESSIONS WEEK 1 Lecture 1: Introduction – International Business Environment (IBE) Please note: Slides of all lectures are made available on SUNSPACE Seminar 1 – Introduction to the Module; the guide explained, including teaching, learning and assessment, and how seminar workshops will be organised. Contextual DVD + discussion questions Reading: Morrison, J (2006) International Business Environment, Ch1. or Morrison (2009) International Business, Ch. 1 WEEK 2 Lecture 2: Globalisation and Methods of Internationalizing Operations Seminar 2 Review Understanding of lecture 1; Remaining answers from DVD; Results of student research – see also case below Reading: Morrison, J (2006) International Business Environment, Ch1. or Morrison (2009) International Business, Ch. Parts of Ch. 1 Case Study: Group Presentation: Look at Procter Gamble’s website, in relation to above reading. What can you find about the way they have restructured in recent years? What have been the objectives in doing so? What corporate governance structure has P G adopted to deliver their brands to different countries? WEEK 3 Lecture 3: Foreign Direct Investment: key theories; trends patterns. Impact of MNE’s globalisation on society Seminars 2 3 themes: Globalization and Foreign Direct Investment (FDI) Internationalisation, its motives and theoretical approaches are introduced, with focus on transnational corporations (TNCs). Dunning’s OLI paradigm is outlined. Introductory example of impact of Globalization in other areas culture; society; technology; financial markets. Seminar 3 Reading: Morrison, J (2006) International Business Environment, Ch5. Or Morrison (2009) parts of Ch 2. Group Case Study1: PepsiCo’s path to internationalization. Morrison (2009)p. 20. Group Case study 2: Nokia keeps competitors at bay Morrison (2009) pp. 50- 51 WEEK 4 Lecture 4: The Economic Environment How do we compare national economies; what are the policy measures open to governments? The role of government, and the extent of its involvement in business activities, clearly influences international business in a country. Macro-economic indicators enable corporations to assess the international market attractiveness of doing business with a particular country. How do companies try to fit into different economic systems? Seminar 4: Foreign Direct Investment: key theories; trends patterns. Impact of MNE’s globalisation on society Reading: Morrison, J (2006) International Business Environment, Ch5. Or Morrison (2009) parts of Ch 2. Group Case Study 1: ‘Made in India’ comes of age. Country Focus Morrison (2009) pp 61-63 Group Case Study 2: IBM and LENOVO: A tale of globalization Morrison (2009) p. 73 –74 WEEK 5 Lecture 5 The Cultural Environment It is widely accepted that the more individualistic cultures of Northern European countries were at the forefront of industrialization and capitalist development. What is the role of differing national cultures and identities in economic development? How have companies had to adapt in order to be successful in areas of the world with different cultural outlooks? Seminar 5: Economic Environment Reading: Morrison, J (2006) International Business Environment, Ch3 and 4. or Morrison (2009) Ch 3. Group Case Study: Wal-Mart’s great leap forward Morrison (2009) pp. 113 – 115. Group Debate: Assess the Macroeconomic policy options open to Governments’ attempting to recover from the recession. Week 6 Lecture 6: The Political Environment as a Risk Factor for Business Investment Seminar 6 The Cultural Environment: its impact on economic development and business operations Reading: Morrison, J (2006) Ch 6 or Morrison, J. (2009) parts of Chapter 4 . Group Case Study 1: 4. 2 DIY goes Global, Morrison J. (2009)pp 152 – 153. Case Study 2: Testing Times for Citigroup in S. Korea, Morrison J. (2009) p. 140. WEEK 7 Lecture 7 International Political Institutional Environment:WTO, Trade Blocs Regional trade agreements, including customs unions, common market and deepening economic and political integration from Europe (EU), the Americas (Nafta) and Asia (ASEAN) and (APEC), and Africa will be considered. The growing importance of the World Trade Organization (WTO),will be reviewed along with the role of multilateral trade agreements generally. Reading: Morrison, J (2006), Ch3 4. Group case study:Call Centre Jobs Migrate to India(see notes below) WEEK 8 Lecture 8 World Trade and International Competition Seminar 8 International Trade and Regional Integration Patterns of global trade are considered and key theories and policies are outlined, including the theory of comparative advantage and newer trade theories such as Porter’s theory of competitive advantage. The emphasis is the application of these within the context of trading framework of International Political Institutions WEEK 9 Lecture 9 The Technological Environment An applied approach to modern concepts of technology innovation will be taken. The use of patents globally will be introduced, with a discussion of the issues from the point of view of industrialised and developing economies. Methods of technology transfer will be considered. Seminar 9 – The Technological Environment WEEK 10 Lecture 10 International Financial Environment See lecture notes related DVD BBC2 series â€Å"The Love of Money† or â€Å"The City Uncovered† Questions relating to above DVD + Seminar time will be devoted to providing advice and further discuss on end assessment choices in preparation for submission. International Business Environment PGBM04 Summative Assessment Guidelines Assessment for this module takes the form of an individual assignment. This will provide some guidelines about what to expect and what is expected from you. Further information will be provided in seminars and on Sunspace for this module. FORMAT The assignment will be a paper consisting of eight discussion type questions. You are required to choose ONE and write an essay style answer of about 3000 words. WHAT THE ASSESSMENT WILL BE BASED ON You are expected to use a variety of source in your answer. These may include textbooks, journal articles,internet sources and newspaper articles (for example) the Financial Times. You will be expected to carry out research on each chosen question, gathering and selecting relevant information for inclusion in your answer. It is important that each answer puts forward your individual analysis on the issues raised using your sources as evidence and examples. The answers you write will indicate the development of your thoughts and critical evaluation of the topics, which have taken place throughout the semester. As part of the induction and/or later you will be briefed by the Subject Librarian for Business on how to register with the Library Information Services, in order to access resources and acquiring an ATHENS password. Virtual Learning available via Sunspace – has help on the use of Harvard Referencing, and other study skills advice is available on the Module website. In addition a list of useful links at the end of this guide is included. Details of the Assignment Issue date: Week beginning 6th December 2010 Details of the Submission date: Wednesday 19th January 2011, by 2pm Prospect Building Further question specific advice information will be given on Assessment via Sunspace and in Lectures/Seminars. A set of sample questions is provided for general guidance. Seminar/Workshop Programme Please note the seminar programme is a crucial element in supporting your learning and understanding by providing the opportunity to apply, discuss and present key issues. Normally you will be allocated to a group for your presentations. You are expected to work within a group/team and organize your presentation accordingly. Each group will be given approximately 20 minutes to present their case. A group will be allocated a leader to ensure better organization and smooth presentation. You are not given a mark, but presentations are a key part of the formative assessment process. It is a prerequisite for the submission of the assignment. ALL STUDENTS ARE STRONGLY ADVISED TO PREPARE FOR PRESENTATIONS/SEMINARS BY READING THE RELEVANT CHAPTERS OF KEY TEXTS BEFORE EACH SEMINAR SESSION Seminar Week 1 View BBC 2 The Love of Money: Part 3 Back from the Brink. BBC Revealing how close the world came to the brink of economic ruin Autumn 2008. Key players, incl. ex-UK PM Gordon Brown US Secretary Tim Geithner, reveal the ups downs of then as they fought behind the scenes. Few people realise how close society came to a truly catastrophic breakdown. Consider questions:- Who is the Governor of the Bank of England? Briefly wha t role does he/his senior team) perform in relation to UK Government economic policy? What were the key reasons for the financial crisis â€Å"the credit crunch? † Why was its impact felt around the world? What part did events at Lehman Brothers play? What does the acronym BRIC stand for when listing powerful emerging world economies. Name the President of 2 of these countries? Which post is held by Geir Haarde? What was the financial situation in his country in Autumn 2008? Which job was held by French politician Christine Legarde? [What was her role? Whose response was she co-ordinating? ] How where Sir Fred Goodwin’s company involved? On Wed 8th October 2008 how much UK taxpayer’s money was committed to â€Å"The Historic Re-Capitalisation Bank Rescue Plan†? Which 2 banks in particular were the major beneficiaries? (Near the end of the programme) who said†Ã¢â‚¬ ¦. f we had not had a British announcement we would be in a very much worse pla ce today. † What organisation does he work for? Who says at the end of the programme †¦Ã¢â‚¬ this is one in a long series of financial crises. People who think the world has changed have not read history? † Student’s opinions/discussion. Week 2 Finish off week 1 questions; review understanding of Lecture 1 For Seminar 2 ALL students to briefly consider their own countries/ companies experiences. What where key causes of â€Å"The S. E Asian financial crisis 1997†; â€Å"the Dot. Com boom†. What do they have in common? Case Study: Procter and Gamble Week 3. Case 1: Nokia Case 2: Pepsico Week 4 CASE: IBM LENOVO: A Tale of Globalization IBM stunned the world in 2004 by announcing that it had sold its personal computer (PC) business to Lenovo, a Chinese company, at the time little known outside China. The takeover even attracted the attention of the US Congress, whose Committee on Foreign Investment in the US was needed to clear the deal, as a takeover by a Chinese company in the technology sector could raise questions of national security. For both companies, the takeover represented a dramatic change of strategy. IBM’s reputation was built on its hardware expertise, and it was now selling off its entire PC business. Lenovo was an entrepreneurial Chinese PC producer, which had built up a market share of 30% in China, but had little presence elsewhere. It paid $1. 75 billion for IBM’s PC business, making this the largest ever overseas acquisition by a Chinese company. Overnight, Lenovo became a global company. IBM, as its name, International Business Machines, reflects, has traditionally viewed its core business as hardware, but changes in direction over the years have led it more into software and services provision. Its mainframe computer business, which had been successful in the 1970s and 80s, waned in the 90s, as PCs surged in popularity. In the 1980s, the company built up a PC business, but one with little of its own technology: it used processors from Intel, software from Microsoft and outsourced manufacturing. In this very competitive market, it was failing to make profits, as Dell and Hewlett-Packard steamed ahead. The logical move was to sell the PC business, in order to concentrate on higher value activities, mainly for business customers. Its hardware division has focused on the top-end server market, adding features and adapting technology from its mainframe computers. The resurgence of its mainframe computers, newly engineered and designed to run Linux open-source software, is also proving successful. In services, IBM aims to capture swathes of the outsourcing sector, offering all types of BPO, including logistics support, call centres, human resources and more. This sector, however, has become crowded, as smaller flexible companies with lower costs, such as Wipro from India, compete for work. IBM’s management now see the company’s strategy as moving towards large BPO projects, its ‘business process transformation services’. The company will need to change its culture from a product and software orientation to one of service provision, which will require greater flexibility and more of a solutions approach than its traditional hardware business. Reflecting its new outsourcing orientation, the company has reorganized and shed 13,000 jobs, mainly in Europe, moving departments to lower cost locations: human resources to Hungary and payroll functions to Romania. IBM has retained strong ties with its former PC business, through an equity stake and licensing agreements for its patents and designs. It owns 19% of Lenovo’s shares, and it allowed Lenovo to use the IBM brand name on its products for five years. One of IBM’s greatest successes had been the ThinkPad notebook computer, with its iconic black casing, which continues to be sold by the new owners under the Lenovo brand. Lenovo is increasing the range of products offered under the ThinkPad brand, to cater for small and medium-sized businesses. For Lenovo, the IBM brand was a step towards building its own global brand. It can point to Samsung in South Korea, an Asian company which has gained a reputation for innovative products backed by a strong brand. However, Lenovo dropped the IBM brand name two years ahead of schedule due to customers’ acceptance and recognition of the Lenovo and Think trademark. Lenovo’s strength has been in producing computers for the Chinese market. Founded only in 1984, the company’s success can be mainly attributed to its entrepreneurial founder and now chairman, Yang Yuanqing, who, as part of the deal, had to step down as CEO, to make way for the new CEO, who was the former head of IBM’s PC division. The new head of human resources has also come over from IBM. Lenovo has ambitions to challenge Dell and Hewlett-Packard, particularly on price and products designed for emerging markets. It can put to good use its experience in designing low-cost machines for the Chinese market. Its expertise in procuring low cost components will give it an advantage, especially important as procurement costs account for 70–80% of total revenues in this sector. It can use its new economies of scale to further lower procurement costs. It also aims to target small business users in developed economies, which had never been a priority for IBM. Can Lenovo’s performance match its global ambitions? In the first two years after the takeover, it introduced its own branded products outside China, and increased its revenues fourfold. It now has significant sales outside China. However, the huge organizational and logistical changes have taken their toll, net profits in 2005 falling to just $22 million, a fifth of the previous year’s. Doubts revolve mainly around the fact that a relatively young company with no experience outside its domestic market has acquired a global company three times its size. There are the cultural differences between the acquired business, a rather bureaucratic division of a large American MNE, and the new entrepreneurial Chinese owners, whose management team before the takeover had an average age of 28. The chief financial officer says: ‘It’s not a difference between Chinese and Americans, but really between an entrepreneur company and a well-established multinational company’ (Dickie, 30 September 2005). For Lenovo, complexities of supply chains, products and technology have been difficult to manage, especially as the new headquarters in New York and the Chinese workforce are 12 time zones apart. For other Chinese companies eyeing international expansion, the success of Lenovo would be an example to follow. Lenovo’s failure would send a strong signal that, despite energy and ambition, they might not yet have the management skills to take on leading MNEs in established markets. By 2007, the company had made progress towards restructuring the business, and felt confident to launch new products aimed at the global consumer PC market, taking on rivals Dell, Hewlett-Packard and Acer (of Taiwan). New IdeaPad notebooks will be launched in the US, France, China, India, Russia and other markets. Dickie (2005) ‘Lenovo targets small business’, FT www. lenovo. com www. ibm. com/investor Read the case study web check the sites above. What changes in strategy have taken place at IBM, both before and after the sale of the PC business? What aspects of globalization are highlighted in the case study? Consider the acquisition of IBM’s PC business by Lenovo in terms of owner-specific advantages. Briefly comment on Lenovo’s prospects in competition with established rivals Seminar 5 Case1 Wal-Mart’s great leap forward Wal–Mart is the world’s largest retailer, but this American retailing giant is finding life at the top hard at home, and even harder abroad. In 1962, Sam Walton, Wal-Mart’s founder, devised a business model which seemed to guarantee continued growth; employ lowly paid staff to sell low-cost, mass- market products predominantly aimed at America’s low-income groups. By the end of the 1990s the model was starting to look tarnished, as the consumers became more diverse and demanding and employee relations started to deteriorate. The supermarket sector, once the domain of national chains has now gone global. In the UK, Tesco forges ahead both at home and abroad, its sales growing faster abroad than at home. Wal–Mart by contrast has concentrated on the US, but with sales growth at home slowing, it started to look abroad. Wal-Mart has looked to changes in strategy and organization to boost sales at home, as well as compete in global markets. Currently the US accounts for 80% of its profits, but it hopes to increase global profits from the current 20 % to 30%. Initially a food retailer only, non-food ranges, such as clothing and appliances, were added in 1988. Its worldwide sourcing, benefiting from economies of scale, has brought in low-cost textiles and appliances, particularly from China. Wal-Mart executives have been concerned that higher profit is needed in the US to offset higher costs. Wal-Mart is the largest private employer in the US, employing 1. 4 million people. Working for such a large organization, low wage workers might expect to be unionized. However the company refuses to recognize the grocery worker’s trade union. Since the late 1990s, Wal-Mart has sought to expand internationally. Its purchase of ASDA in the UK in 1999 has been its most successful acquisition. It also entered the difficult supermarket environment in Germany, where the ‘hard’ discounters, such as Aldi and Lidl have grown to 40% of the market. While Wal- Mart’s global logistics should have guaranteed economies of scale to enable it to compete, the 85 stores struggled to make profits, losing out to the established discounters. It also encountered problems with Germany’s strong trade unions. Wal-Mart sold these shops to the Metro chain in 2006. Wal-Mart has now moved on to China, where it competes against a number of other Western hypermarket players such as Tesco and Carrefour. Here, Wal-Mart is trying to establish its business model, and to appeal to increasing numbers of wage-earning consumers. It is also hoping to offer them its own credit card. The bank backing the scheme is substantially owned by state entities and non tradable shares as is common in China. In a further move, Wal–Mart, known for its anti-union stance in the US, has allowed trade unions to set up branches in its Chinese outlets, and has allowed the Chinese Communist Party to set up a branch in one. While this may sound unusual, given its past practices, the partnership between the Chinese Communist Party and Wal –Mart has a logic; the company seeks profits in the world’s largest and fastest growing market, while China’s leaders wish to keep an eye on this powerful investor. This latest chapter in Wal-Mart’s localization strategy promises to be interesting; from the point of view of its chances of success in China, and in the reaction of Wal-Mart’s shareholders. [adapted from Morrison, J. (2009) International Business, Palgrave p. 113-115] Questions: 1. The experience of Wal-Mart’s international expansion to date has been one of mixed fortunes. Consider its recent experience for a country of your choice. 2. What are its prospects for success in China? (Limit this to knowledge of its involvement in your local area). 3. Is Wal-Mart’s business philosophy typical of 21st century expansion in its sector? What are the positive and negative aspects of it business model? Week 5: Case 2: Class Debate Whole group to search out from informed financial/economics sources, from perspective of own country’s Macroeconomic policy. Case for continuing government Fiscal Stimulus; Case against. Managing ‘down’ the size of a country’s Budget deficit. From a International perspective look for example at last G20 meeting, Canada end of June 2010. Suggested background articles from an INTERNATIONAL CONTEXT: U, V or W for recovery. Economist 392, no. 8645 (August 22, 2009): 10-11. Business Source Elite, EBSCOhost Or 2 views from compilation of articles Financial Times FT Online from Library: The Austerity Debate Deficit Cutting v. Fiscal Stimulus Monday July 19th 23rd July 2010 Seminar Week 6: Review and discuss Hofstede/Trompenaars analysis Do you agree with their analysis? If their conclusions are correct how may it affect the way companies work together. Case study 1: Group presenting Morrison (2009) Case 4. 2 pp152- 153 DIY goes Global. What aspects of the cultural environment in China are relevant to the DIY sector? How successful has B Q been in adapting to the tastes and needs of local consumers in China? What is the nature of the competitive environment in the sector B Q have entered? www. kingfisher. co. uk; B Q’S Chinese website is www. nq. com. cn. What can we tell about the cultural differences (as non Chinese speakers)? Home Depot’s website is www. homedepot. com What challenges await Home Depot in its Chinese market entry Compare B Q and Home Depot in terms of their approaches to internationalization. Case 2: Testing Times for Citigroup in S. Korea What difficulties has Citigroup faced in building market share in S. Korea? What issues within the 2 organisations have held up the integration process. In your view what mistakes has Citigroup made in integrating the 2 organizations? What recommendations would you give to Citigroup for any future acquisition in Asia? www. citigroup. com WEEK 7 Call Centre Jobs Migrate to India Call centres were once heralded as the providers of much-needed jobs in areas where the decline in manufacturing industry had left economic stagnation and high unemployment. Areas such as the northeast of England and Wales attracted call centres, largely in banking and financial services, where the need was for efficiency in handling large number of fairly routine queries from customers. An element of their attraction for business was the low-cost environment which they offered, and for employees, job and training opportunities. However, the reality turned out to be less rosy than expectations had suggested, and the quest for cost savings had led to a migration of some of these jobs to low-cost locations, particularly in India. Call centre work acquired a reputation as a repetitive and without prospects of career development in the UK, which has been slow to shift. Low pay, poor working conditions and limited career prospects have led to high staff turnover and employees seeing this type of work as casual or temporary. A number of high-profile companies, including HSBC, Aviva (Insurance) and BT, have shifted call centre jobs to India. HSBC, the worlds second largest bank, cut 4000 UK jobs in 2003, relocating the work to India, Malaysia and China, in one of the largest transfers of British jobs to overseas locations. Its chief executive said: as one of the worlds largest financial services companies, HSBC has a responsibility to all its stakeholders to remain efficient and competitive (Croft, 17 October 2003). A succinct illustration of the widely held conviction that call centre migration is a seamless process is found in the words of the HSBC CEO, who lauded the virtues of the Indian workers, at the moment when his company embarked upon its first wave of offshoring† [Taylor Bain (2005)] For HSBCs UK employees, the companys advertising slogan, the worlds local bank, had a particularly hollow sound. Announcing the shift of two call centres to India, BTs management highlighted the dilemma. On the one hand, the need to seek the low-cost locations, but also sensitivity to the employment implications for current UK employees (Singh, 10 March 2003). BT had outsourced jobs to service companies in the UK, reflecting a trend of outsourcing which has developed in the industry. Under an outsourcing contract, a specialist call centre company agrees to provide call centre services for an organization such as BT. In the UK, (NORTH EAST REGION especially) Garland Call Centres was one of these companies. In May 2010 it went into administration â€Å"unable to support trading after the termination of key contracts. Nick Reed, director and joint administrator at PricewaterhouseCoopers LLP, said: Garlands Call Centres has experienced very challenging trading conditions and more recently received notice from a number of key clients of their intention to move their customer service work to other centres, many in low wage countries including Asia and Africa. As recently as 2007/2008 , turnover was ? 50m, and company employee number had grown to around 3,000. By 2009 it had lost much of its work for its large broadband and mobile operator clients. By 2010, it said it was left with contracted work for only 1,500 employees. Customers phoning a helpline with a query regarding a gas provider, mobile phone provider or bank will probably have no idea they are speaking to a Garland employee rather than directly to the provider. For Garland, the attraction of Hartlepool was a pool of potential workers, many with a university education, with the added advantage that, because of high regional unemployment, they are willing to work for as little as ? 13,000–? 15,000 a year. A third of Garlands employees have university degrees. By comparison, call centre jobs in India are mostly held by graduates, but the starting salary of the Indian graduate is ? 000+per year. Here, specialist call centre companies are growing rapidly, fuelled by large numbers of graduates who speak English. These are considered desirable jobs, with relatively good conditions by local standards, but rates of staff retention are low, with annual turnover running at 40 50 per cent. Indian workers have found it difficult to adjust to the night shifts which are required of them, to deal with customers in time zones the other side of the globe. Then there are the pressures of the job, combined with the language and cultural adjustment needed to deal with customers in the US and Europe. They, like counterparts elsewhere, are unlikely to see their careers in call centres. According to Taylor and Bain (2005) it can be concluded that migration of call centre work will not be seamless. †The cost reduction logic drives companies to offshore voice services, but they are then confronted with a series of problems deriving from the customer oriented logic. † â€Å"Even allowing for the simplified, standardized nature of the bulk of Indian call-handling, it appears the cultural and linguistic differences are not readily overcome. Consequently the call centre with its distinctive labour process may in the long run be offshored less readily than other non-customer facing, back office activities The future of call centre workers, wherever they are, will depend largely on the extent to which automated technology is able to take over many routine tasks, through voice recognition, email and the internet. Deskilling leading to automation is a familiar occupational pattern which has affected manufacturing industries and is likely to be repeated in the call centre industry. [adapted and updated from Morrison (2006) p229-230; Taylor P. nd Bain P (2005) â€Å"India calling to the far away towns: the call centre labour processes and globalization†, Work Employment and Society, Vol. 19 No. 2, pp. 261-282. BBC News May 2010 http://news. bbc. co. uk/go/pr/fr/-/1/hi/england/tees/8687770. stm] Case Questions 1. In what ways can it be said that globalization is affecting the call centre industry? 2. HSBCs chief executiv e referred to the interests of stake holders what did he mean? 3. Successful call centres exist in Sunderland and elsewhere in the NE of England (given you experience of a relevant company visit), why are they still viable? i. e. What do Taylor Bain mean in the last paragraph above? ] Seminar Week 8: WTO website. View and discuss from WTO website A choice from: Videos such as: Prospects for 2010 (March 2010 with WTO Chief Economist) 2min 32s; WTO at Fifteen (7m 39s); To the Heart of the WTO, viewed through the viewpoint of interests of 2 countries (Brazil and Norway) (22m 27s) Routes of Trade (9m) very introductory [At the most advanced which presumes at lot of reading and understanding: WTO FORUM Debate Regional Trade Agreements Multilateral Trade Bhagwati Hufbauer, 2007 (13m3s)] Plus Case: Piecemeal Liberalization of World Trade in Textiles and Clothing. Seminar Week 9 Case Study Technology: Does R D expenditure deliver better company performance and competitive advantage? Review evidence of part of Morrison (2009) Ch 12. Access:  ¦ UK Dept of Trade and Industry now known as UK Department of Business Innovation and Skills www. innovation. gov. uk/rd_scoreboard/ What is measured by the R D scoreboard? How is this measured? What about relative performance of research intensive companies? What can we deduce by way of international comparisons? Consider also the evidence by consultants Booz Allen: boozallen. com/publications/article/981406 (Oct 2005) Seminar Week 10 Seminar devoted to advice and guidance on assessment choices in preparation for submission of end assignments. Useful links: University Policy on Plagiarism https://docushare. sunderland. ac. uk/docushare/dsweb/Get/Document-2994/AQH-F6-12+Policy+Statement+on+Plagiarism. pdf University Policy on Extenuating Circumstances https://docushare. sunderland. ac. uk/docushare/dsweb/Get/Document-2995/AQH-F6-13+Procedures+for+Extenuating+Circumstances. pdf Link to the University’s Academic Regulations https://docushare. sunderland. ac. uk/docushare/dsweb/View/Collection-2780 University Policies on Complaints, Appeals and Student Discipline https://docushare. sunderland. ac. uk/docushare/dsweb/View/Collection-2784 Generic Assessment Criteria – Postgraduate – related to the assessment criteria of the module} | |Grade |Relevance | | |76-85% |The work examined is outstanding and demonstrates comprehensive knowledge, understanding and skills appropriate to the Level of the qualification. There is also excellent evidence showing that all the | | | |learning outcomes and responsibilities appropriate to that level are fully satisfied. At this level it is expected that the work will be outstanding in the majority of the categories cited above or by | | | |demonstrating particularly compelling evaluation and elegance of argument, interpretation or discourse. | | | |The work examined is excellent and is evidence of comprehensive knowledge, understanding and skills appropriate to the Level of the qualification. There is also excellent evidence showing that all the | | |70 – 75% |learning outcomes and responsibilities appropriate to that level are satisfied At this level it is expected that the work will be excellent in the majority of the categories cited above or by | | | |demonstrating particularly compelling evaluation and elegance of argument, interpretation or discourse. | | |Directly relevant to the requirements of the assessment | | |60 – 69% | | | |30 – 34% |The work examined provides insufficient evidence of the knowledge, understanding and skills appropriate to the Level of the qualification. The evidence provided shows that some of the learning outcomes| | | |and responsibilities appropriate to that Level are satisfied. The work will be weak in some of the indicators. | | |15-29% |The work examined is unacceptable and provides little evidence of the knowledge, understanding and skills appropriate to the Level of the qualification. The evidence shows that few of the learning | | | |outcomes and responsibilities appropriate to that Level are satisfied. The work will be weak in several of the indicators. | | |0-14% |The work examined is unacceptable and provides almost no evidence of the knowledge, understanding and skills appropriate to the Level of the qualification. The evidence fails to show that any of the | | | |learning outcomes and responsibilities appropriate to that Level are satisfied. The work will be weak in the majority or all of the indicators. | Reading: Morrison, J. 2006): Chapter 10 or Morrison, J. (2009) part of Chapter 6. Case Study for ALL: WTO debate:â€Å"The current WTO principles and agreed framework of trade policies have a positive influence on multilateral free trade. † Group case: Piecemeal Liberalization of World Trade in Textiles and Clothing. Case study 6. 2. (Morrison 2009) pp. 233 -235. Reading: Morrison, J (2006), Ch 11 or Morrison (2009) parts of Chapter 12. Group Case Study: Access the Innovation references below

How Economists Define and Measure Treatment Effects

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Analysis of Soft Systems Methodology in Relation to Construction Projects - Essay Example .................6 Methodology of SSM in Construction Project Risk Management.............................7 Limitations of SSM and Need to use Hard Systems..................................................8 References..................................................................................................................10 Analysis of the Soft Systems Methodology in Construction Projects Construction projects are complex processes that incorporate many skills, materials, and different operations (Sears et al, 2008). There is therefore a need for numerous skills and techniques to be put together to ensure the best results are attained, not only for the contractors but numerous stakeholders involved in the project. Soft Systems Methodology (SSM) seeks to inquire about the perceptions and preferences of different stakeholders in a given construction project (Andrews, 2000). In other words, SSM is a method of giving some kind of legitimacy to a project by trying to understand th e desires and needs of various people who affect or are affected by the construction project at hand. SSM tries to investigate complex issues and problems that are not well defined on the basis of numerous stakeholder views and demands and upgrade the knowledge about a project and integrate them in the project (Checkland, 1999). Basically, SSM is a system of investigating and understanding the environment within which a construction project will be undertaken. ... Information is solicited from the various stakeholders through questionnaires or through external consultants. This information is collated and present to the project managers for incorporation into the full project. Merits of Soft Systems Methodology in Construction Projects Tayyab et al (2005) identify that construction projects face challenges that cannot be underestimated due to safety, competition and complexities. This is because the failure of a construction project can potentially lead to unimaginable fatalities that can have far-reaching effects on human lives. Secondly, competition in the building industry requires that all the stakeholders in a given project are satisfied otherwise there would be consequences for a construction company. Additionally, the harmonization of standards around the globe and the desire for high standards by various stakeholders in the world today require critical satisfaction of customer demands. Traditional approaches to the management of projec t systems that are focused on operations and technicalities are therefore not good enough any more (Tayyab et al, 2005). There is the need to satisfy all the needs of the various stakeholders to ensure that a construction project meets its objectives and does so very well. Soft Systems Methodology ensures that purposeful and deliberate action is undertaken to understand and upgrade the knowledge of the contractors to ensure that the construction project at hand is completed according to the demands of various stakeholders. The CATWOE model enables all the various stakeholder needs and demands to be put into perspective and honour them as the project is being undertaken.