Hankook tire global business - Free Essay Example

Sample details Pages: 10 Words: 2850 Downloads: 8 Date added: 2017/06/26 Category Business Essay Type Research paper Did you like this example? I. Company Analysis 1. Basic Overview The January 2010 issue of Modern Tire Dealer magazine published the 2009 sales data for the global tire industry, and Hankook Tire placed seventh on the list for the fourth consecutive year since 2006. Sales have grown an average of 13.9 percent annually for the past decade, bringing the cumulative rate to 133 percent for the period. More than 70 percent of the revenue is earned outside Korea. 2. Financial Overview Hankook Tire Co. posted improved 2010 earnings year-on-year with its net profit reaching 424.8 billion won ($381 million) last year, up 21.1% from 350.8 billion won a year earlier. The overall global increase has come on the back of â€Å"brisk sales in both domestic and overseas markets.† Sales jumped 19.3% to 3.35 trillion won, and operating profit rose 5.5% to 367.5 billion won. In a separate statement, the company said its consolidated sales, including figures from its overseas operations, reached 5.36 trillion won last year with operating profit coming to 585.8 billion won. According to the annual report the company is targeting 6.06 trillion won in global sales in 2011. Don’t waste time! Our writers will create an original "Hankook tire global business" essay for you Create order 3. Organization Structure Hankook tires organizational structure is matrix structure. Under Global CEO, there are Global Staff (Head quarter by functional Division) and Regional Headquarters (Head quarter by Geographical Division). Both Functional division and Geographical division have the same level of Structure in Global CEO [ Table 1-1 ] Under Global CEO Sourced by Hankook Tires annual report, 2010 Global distribution network consists of four regional headquarters and 80 subsidiaries sales offices and its products are sold worldwide in about 180 countries. 4. SWOT Analysis Strength Overall, a good financial statement A positive brand recognition on the world market (high quality + low price) A healthy labor-management relations The worlds major tire factory and the proper distribution channels to market demand, building Weakness Low investment than expected in the industry (Total asset increase, non-current ratio lower than industry average) RE market is relatively weak compared to the OE market Opportunity Domestic auto demand increases due to tax credited for old vehicles and hybrid vehicles. After the global financial crisis, global tire price competitiveness is getting higher. Chinas tire market increases due to chinas auto market growth Threat From 2009, the prices of natural rubber and synthetic rubber (raw material prices due to the high price elasticity) is rapidly rising II.Industry Business Analysis 1. Industry Environment analysis The global tire market accounted for approximately US $140 billion and 1.25 billion volumes in 2008, according to Research in Tire. While the worldwide tire industry is still largely driven by the well-known multinational companies (in size order); Sales amount of Bridgestone, Michelin and Goodyear are 46% of total sales for top 75 ranked companies (2008 years). Sales portion (of world top 11th to 7th Tire companies) increased to 31% in 2008 compared to 20% in 1998. Its because the subsequent tire companies based on the high growing market such as China, Taiwan, India, and Russia are getting larger. On the other hand, the sales portion of 3 Korean companies in the world market steadily increase in 2010s and have taken 5~6% from 2006 year. Tire Industry has the entry barrier such as huge a capital injection, technology competition, brand establishment, and distribution channel, so it is formed as oligopoly in each nation. But top raking companies has the competitive in major mark et of North-America and Europe. This market is divided into following basic categories: OE (Original Equipment) which providing to Car manufacturing companies, and RE (Replacement Equipment) which providing to tire distribution. RE market size is 3~4 times bigger than OE market. Compared to OE sales which are affected by the volume of car production, RE has stable consumption market in proportion to the registered number of car and average operating mileage of car. [ Table 2-1 ] World Major Tire Companies 2. Competitor analysis 1) Michelin Strength 100 years of tradition with the highest international brand awareness and increase reliability, high technology based on more than 10% of homeopathic products are highly priced. Michelin recently after driving it to the driver of a flat tire platform developed by us after a run on the world market has raised more than 2%. By successful overseas, and currently has 57 global offices with two thirds of the total production is done overseas. Weakness Michelins new products are released once every two years. This once in six months compared to other companies to launch new products launched at longer intervals tends to slow the market responsive. 2) Kumho Tires Strength Color tires, aircraft tires, racing tires, passenger tires, truck and bus tires, industrial tires, and a variety of excellent products and sell to the general consumer confidence and job-oriented consumers are demanding. In addition, through the diversification of high-performance products to market is increasing grip. In addition, the current four car race competition among the three has been supplied by Kumho Tire. Weakness Car racing is not an active participant in the company as an official support is simple, has done. Also entered the Chinese market early in the shift is not performed correctly, but not localization, market share is very low. 3) Nexen Strength Based on stable labor-management relations for 3 consecutive years of financial tire manufacturer has the best financial structure. In addition, the price is so competitive. Weakness Both low technologies value-added market shares due to the low productivity focused mainly the domestic ma rket. But overseas sales by focusing on profitability are difficult to expect. III.International Business Strategy Analysis 1. Ideal International Business Strategy Analysis Pressure for global integration Globalization of markets: Basic needs of customers are not quite different globally. The convergence of customers for an automobile tire makes tires makers go global. Tire industry has similarities in products, customers, and even operating structures. The objectives of tire makers are mainly how to focus on minimal costs and maximum value. Globalization of production: Standardization of tire drives the globalization of market. Since tire industry is typical the manufacturing industry, it can benefit from economies of scale and cluster effects at specific locations such as Hungary aiming European market. Pressure for local responsiveness Customer divergence: Customer and country divergence are middle due to following reasons. Since a tire is complementary goods of an automobile, a tire market is strongly affected by an automobile market. In developed countries, there is no big pressure for local responsiveness because economic conditions and infra structures for a tire market are quite similar. However, in developing countries such as BRICs the gap between rich and poor are wide and road conditions are very different. It means that Hankook tire has to figure out what the customers want. Host government policies: A tire industry is perfectly related to an automobile industry and many local companies try to enter its home and expand their business. Therefore, host government such as China might be sensitive and hostile to foreign company. Therefore, it might be a good way for Hankook tire to choose Global Strategy or Transnational Strategy. 2. What Hankook Tire did? 5 RD Centers: Korea, U.S.A, Germany, China, Japan 5 Factories: Korea(2 factories), China(2 factories), Hungary 4 Regional headquarters and 80 subsidiaries Sales office Sold its products to 164 countries Hankook Tire is steadily improving its image as a premium brand through aggressive global marketing and continuous research and development efforts. 3. Hankook Tires entry to other countries Internationalization Phase and Entering Countries 1) Beginning phase (1981-1998) Established Hankook Tire America Corporation (1981) Established its Beijing branch in China (1994) Established Europe Technical Center (ETC) (1996) Established China Technical Center (CTC) (1998) 2) Expansion phase (1999-present) Completed Jiangsu and Jiaxing Plant in China (1999) Opened Europe Distribution Center (EDC) in the Netherlands(2001) Hungary Plant begins production(2007) 100 millionth tire produced in China(2007) Detailed information by main countries 1) China A. Objectives of Internalization To create demand in the fast growing market with high infinite potential Expand its tire business in China with increasing automobile industry B. Consideration for Site Selection Economic: Continuous double digit growth. Explosion of middle-high income consumers Social/Political: Communist country geared toward open policy. Easy to enter due to its similarity to Korea in terms of social, cultural and geographical aspect Tire Industry: World largest tire manufacturing company (over 337 million yearly, *source -Tire Business), World highest growth rate on domestic market sales C. Entry Mode Founded Beijing branch in 1994 and exported Establishment of Joint-Venture with Chinese Company which is located in Jiangsu and had a good relationship with them Established China Technical Center in 1998 and completed Jiangsu and Jiaxing plant in 1999 Expansion of distribution channel in 10 major cities Roll-out of TSt ation one-stop auto service concept in Shanghai in 2007 Operating 40 TStations and 400 Tire Towns in China D. Outcome Recorded 20% of market share which is 1st in China and 1.4 trillion won of sales revenue in 2010 Supplied its products to more than 30 automobile companies in Chinese market such as Volkswagen, PEUGEOT, Ford and NISSAN [ Table 3-1 ] Hook Tires ability of production and plan for expansion Home Abroad Total Plan for expansion 4,300 China:   2,800 7,600 Build additional factories in Hungary (+500) Hungary: 500 Establish 3th factory in China and 1st one in Indonesia Making a plan to produce 110 million a year until 2014 Sourced by Hankook tires IR 2)Hungary A. Objectives of Internalization Cost Reduction for Distribution and Manufacturing Hungary is a good place for first foray before expanding its entry into Western Europe countries B. Consideration for Site Selection Economic: Risk minimization of current exchange rate among EU countries Social/Political: Reduction of possible trading disputes and not imposing antidumping tariffs among EU countries Tire Industry: Europe is taking 30% of world tire market C. Entry mode Established of Europe Technical Center in 1996 and began Hungary Plant in 2007 Decided to build additional two more factories in 2010 to be able to manufacture 12 million per year 4. Evaluation and key learning from previous case The tire industry is multinational in nature; therefore, production plants are situated in virtually every geographic region, particularly in North America, Europe, Japan, other Asian countries. Strategic supplies of natural rubber integral to the production of certain OTR tires are situated near the equator in many of the Asian countries, including Malaysia, Indonesia, Thailand, India, and China. Large global tire plants in many regions of the world have the capability to produce a variety of tires including passenger car, truck and bus, and certain OTR tires, variably dependent upon logistics, demand, and affiliation. In this competitive industry, Most of Hankook tires international business turned out to be sustainable. Especially, the success in Chinese market is meaningful in respect of Hankook tire has been leading other competitors with high quality strategy operating Tire Town and differentiation strategy managing premium store TStation. The next step was to expand it s market to Europe, America, and other countries. To be successful in these new markets as they did in China, Hankook tire should analyze the target market thoroughly and implement appropriate strategies optimized to each market. IV. Companys TO-BE Analysis 1. Should Hankook Tire really go to global market? As shown above, Hankook Tire has been tried to expand their business to global for a long time and seems to place good position in China market. With the effort, the company shows possibility to be a global big player with competitiveness. Thus, they need to keep their global strategy and to expand global business further. Before the expansion, however, Hankook Tire should scrutinize below questions. What are the core competitive points of Hankook Tire? What were the key success factors of Hankook Tire for China market? Is the success factors are applicable to other markets such as Europe and America? 2. Does Hankook Tire still have the chance globally? Most of all, the critical success factor of globalization of Hankook Tire is successful penetration into China market based on competitive price with better quality, preoccupancy, and well-established brand value. Tire industry has been threatened sharp rising of the price of raw materials and it results short-term shortfall of profitability. Global top-tier players are suffering from the situation of increasing price of natural rubber under lower demand of tires and do not show sufficient capacity to prepare for business recovery. Whereas, Hankook Tire maintains relatively higher profitability than other global top-tier competitors and it may give good opportunity for the company to be grown by ‘survivor effect. Moreover, the good profit structure makes Hankook Tire offer good suggestion to dealers. There is no doubt that it is the right time for Hankook 3. Our suggestions Hankook Tire ranked 1st place of PCR (passenger car radials) with 30% market share in China, which is one of the biggest potentials, and marked 7th in worldwide tire market. However, strong global competitors are continuously expanding their investments in China market and thus the competition is getting much fiercer. Furthermore, the price of raw materials is going up and it does deteriorate the operation profit. Therefore, we would like to suggest three strategic pillars for Hankook tire to acquire competitive edge of global competition and to explore new chance for the growth as below. 1) Reinforcement of the leadership in Emerging market focusing on China Aggressive penetration and expansion strategy of Hankook Tire for emerging markets is most appropriate to broaden the gap with following competitors at this point. Enhance competitiveness in Original Equipment (OE) tire market through strategic alliance with one of the big automobile companies such as Hyundai-Kia motors which is the 2nd player of China automobile industry. Preoccupy upcoming explosive market of Replacement Equipment (RE) tire through technology driven, value added products such as UHP(Ultra High Performance) Expand T station business, a new distribution channel which makes high profitability through direct sales to consumer, provides highly qualified service and image, and enables CRM. Develop localized tire products considering Chinese specific culture, weather, and economics. For example, customized tires for reckless driving and overloading vehicles. Diversify product portfolio from tires for PCR to bus, truck, and light trucks. 2) Expansion of growth opportunity in Developed market such as America US market registered cars are 250 million and among this newly producing car only shares 13 millions. It is the biggest RE tire market preferring premium brands. Hankook Tire started to export 1986 and 2010 sales revenue reached US$ 1billion. Market share of Korean tire companies in US market gradually increased from 2.5% in 2000 to 8.9% in 2009. It is primarily driven by increased preference to Korean brands of US dealers. Korean brands demonstrate significant higher market shares than wholesalers distribution rate and it provides the dealers higher profit. Moreover, top-tier players still maintain oligopoly but decrepit facilities and inefficient cost structure let disappear advantages of local production. Closing of the factories decreases capability of production in US and thus the amount of export tends to increase continuously. Lastly, as US government adopted a protectionist stance as evidenced by the imposition of an additional 35% safeguard tariff on Chinese-made tires, Ha nkook Tire should handle the rapidly changing business environment with appropriate countermeasures at the right time. To leverage the above opportunities, we would suggest expanding the business with premium tires based on local production and efficient supply chain management (SCM), getting competitive edge in North and South American area. Build a new factory in Mexico and produce two separate line products; Mexico has several advantages as supplying headquarter for North and South America: Free trade with US, lowest labor cost among North America countries, and geographic advantage for effective supply between North and South America. Two separate line products may satisfy different needs of the customers: technology-driven, premium tires for North America and cost effective, low price tire for South America. Accelerate market penetration taking advantage of relatively high profitability. Hankook Tire should expand Original Equipment (OE) tire sales and distribution chan nels because OE lasts averagely five years before replacement and around half have a tendency to keep their original brand in the timing of replacement. If Hankook Tire has an advantage on production of functional OE tires or distribution with aggressive investment under depressed tire market, allied with major automobile companies such as Ford which already established cooperation, it would be good chance to make a new leap forward as one of the big global players in tire industry. 3)International business management for long-term competitiveness For the long-term success of global business for Hankook Tire, our team suggests that high global efficiency and high local responsiveness be needed as strategic alternatives for international strategy Achieve economies of scale on the long term point of view. Due to the nature of the tire industry, the economies of scale with high foreign investment with extensive coordination would be effective way to strengthen the long-term competitiveness. Secure global scale efficiency through the localization Since 2009, Hungarian plant has achieved to save the short-term logistic costs and shorten the delivery period from 2-3 weeks to 2-3 days. And also enhanced market recognition in Europe. This is good example to have raised the market share through the localization. To build the next-planed Indonesia and China plant may helpful to strengthen long term competitiveness. Decentralization Strategy by ongoing training program for local people. Trained local people could take the initiative to enhance not only the production efficiency and quality but also the sales. Thus, training program for local makes to strengthen the long term competitiveness

Ernest Hemingway s Hills Like White Elephants - 1080 Words

Greek philosopher Epictetus has been quoted to say, â€Å"We have two ears and one mouth so that we can listen twice as much as we speak.† In â€Å"Hills Like White Elephants†, Ernest Hemingway explores the idea of the importance of communication and the detrimental effect of the lack-of. Throughout the story, the young couple seems to dance around the difficult conversation they must have before the train comes. Their lack of conversation leads to the assumed end of their relationship. Although the story is quite short, the theme is made apparent through Hemingway’s rich description of the setting and the choice to use alcohol as a motif throughout. Hemingway’s vivid description of the setting helps support the over-arching theme of the importance of communication, by creating the perfect backdrop to an imperfect situation. â€Å"Hills Like White Elephants† takes place in a train station in Spain. Hemingway opens up the story with a description of the setting thus proving the importance of the setting itself. The hills across the valley of the Ebro were long and white. On this side there was no shade and no trees and the station was between two lines of rails in the sun. (475) Hemingway uses the landscape to set the tone of the story. The train station is hot and sunny; the reader sees only barren landscape with white hills in the background. Hemingway continues to set the scene of the story describing the station as, â€Å"very hot† (475). The reader feels almost as uncomfortable as theShow MoreRelatedErnest Hemingway s Hills Like White Elephants952 Words   |  4 PagesErnest Hemingway, a well-known American writer, was born in Cicero, Illinois, in 1899. 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Summary of “Management Communication Principles and Practice” Free Essays

Summary 1. Author – Michael E. Hattersley, Linda McJannet Title – â€Å"Management communication: Principles and practice† Date of publication – 2008, Publisher – McGraw Hill International Edition Total number of pages (280) and pages I have read (3-17,237-257,257-69) 2. We will write a custom essay sample on Summary of â€Å"Management Communication: Principles and Practice† or any similar topic only for you Order Now The main idea This book is about the Management Communication. This book is about different types of communication, questions and problems with any manager could deal wiht. It shows how to write well and how to speak well. It gives information about making strategy for your managerial communication. 3. The structure of the text and the main problems discussed by the author The text consists of three chapters. In the first chapter the author introduces the foundations of Management Communication. This chapter mainly shows elements of communication and qualities of effective communication. It also gives a realy good phrase, which everyone should remember â€Å"good communicators are good listeners†. In the second chapter the authors explains effective writing process. It describes basic elements of good writing. It is full of examples, expressions and useful notes, for example, giving a lot of small tips, which can help in every situation. This chapter gives the necessary information to get any document to be read and received in the way you want it. In the third chapter the authors describes methods of effective speaking. This chapter helps to improve manager’s speech for different reasosns. Also it recommends to prepare, make a structure for your speech or presentation. It shows how to effectively deliver your speech or presentation. 4. The reader’s opinion about the book I prefer to read books about management because it gives me extra information and knowledge so i did enjoy reading this book. Book briefly gives information about the basics of Management Communications, as well the most useful tools for dealing with communication. Readers task is just to understand how and when to use them. I found out new things, for example, which words better not to use when speaking to the audience and with which words i can replace them. Also i read some facts about communication history, which were new for me. This book can help everyone manager who struggle with communication with his/her colleagues, partners, etc. Because it offers excersises for myself as a business communicator with the purpose of to find my stregths and weaknesses. This book confirmed that manager needs not just the theory but an actual practice – speaking and writing (also role playing) is required because in my opinion it is the best way to develop communication skills. Also i found out a lot of new words reading this book, then tried to explain and translate them. 5. Vocabulary list devote – to give or apply (sniegt, pieteikties) workload – the amount of work (slodze) revity – briefness – quality of expressing much in few words / short time (izteikties isi, kodoligi) vigor – force, strenght, healthy mental or physical energy (speks, energiskums) hyphens – defise attributive noun – noun that modifies other noun persuasively – persuasive – parliecinosi, parliecinoss incremental – increasing, extending (palielinoss) assumptions – pienemumi d isintermediation – â€Å"cutting out the middlemand† – atteikties no kada slana/amata tirdzniecibas kede egalitarian – lidzigs, demokratisks, bezskiru sadalijums pervade – viscaur narrative – stasts clash – sadursme, konflikts llegiance – loyalty, trustiness (lojalitate, uzticiba, padeviba) ample – plass implications – sekas engage – iegut un noturet cilveku uzmanibu, interesi, noligt kadu konkretam amatam dalliances – niekosanas, vieglpratiga apiesanas, cilveka uzvediba, kurs vilcinas, leni rikojas legitimate – likumigs, pareizs Obviate – izvairities overwhelm – receptive – indifferent – grapevine – convey – succinct – dignity – paramount – immensely – commond (of the language) – bond trader – constituents = dalliances – cultivated – izkopts, izsmalcinats promoter – horde – circumva nt – inevitably – privotial – implicitly – factual – concision – clutter – How to cite Summary of â€Å"Management Communication: Principles and Practice†, Essay examples

Roles of Directors in Change Management

Question: Discuss about theRoles of Directors in Change Management. Answer: Introduction The environment of operation of most establishments is characterized by perpetual revolution. Similarly, the profession of early childhood development in Australia experiences some transformations as the approaches deployed in the occupation keeps on changing. Notably, the most important changes commenced in the 1980s and were introduced by the publication of the Australian Government's National Early Childhood Development Strategy, Investing in the Early Years (Andrade, 2016). All change requires an effective plan, the success of which depends on the various techniques put in place to manage the possible resistance. This paper seeks to discuss the roles of a team leader in the process of change management and further analyze the various organization norms that need to be transformed to enhance the success of the change management process. Roles of a Team Leader in Change Management Process The success of any organizational change significantly depends on the leaders as they possess then needed authority and influence to plan and efficiently execute the change process. Most good leaders exhibit superior emotional intelligence that enhances their capacity to exercise control over their followers and ultimately capturing their attentions as well as emotions to prepare them for a change (Muijs et al., 2004). More often the needed amendment starts with leader; he should have the understanding of the change and efficiently communicate the vital information to the followers. As a leader of a team, the director is expected to have the following roles concerning effective change management; Documentation For a change to be effective there a necessity for a coherent picture and representation of what is currently happening in the organization as well as the expected outcome of the modification. As such, the director has an obligation to lead the team in establishing a clear vision by developing a work plan for the likely change. The director needs to put down the activities and the steps, clearly showing the order of the steps and the duties and responsibilities in the respective steps. Documentation is crucial in eliminating the fear of the unknown among the followers as it significantly creates assurance and positive mindset that enables the stakeholders to support change rather than resisting (Trawick-Smith, 2013). Communication In creating awareness, it is prudent for the leader to communicate the reasons why the organization needs the change to the employees. Ideally, the director should include the employees at the initial stages of effecting the change to be able to avoid future resistance. Moreover, the employees more often have good ideas that can help in developing the organization, thus, through communication; they get an avenue of communicating their thoughts and suggestions to their leader (Appelbaum et al., 2016). Communication also allows participation of the entire workforce further making the employees feel acknowledged and important to the organization. The manager should include as many as possible in the change process and get them feel involved and respected. Consequently, the members of the team will deeply understand the need for the change and the anticipated benefits which in turn improves their acceptance of the modification. It is noteworthy that effective communication reduces the risk of resistance as the employees will find it better to fight for the change to be able to enjoy the associated benefits ((Jansen, 2000). Building a Team The director has the responsibility of building a team with a perfect mix of skills that provides the basis for the change. The team leader is expected to identify committed individuals with the right expertise and competence, bring together with a primary aim of enhancing a good teamwork. An efficient team significantly aids the process of change by improving the communication between the members of the group and further gives the director a chance to influence the mindset of the members to make them ready for the change (Rodd, 2012). Moreover, building great team assists in eliminating conflicting interest among the team members. The director should put more focus in making the members have a common goal of ensuring successful change implementation. There are various team building activities that should be deployed by the leader to achieve better results. Such activities include passing of vital information to members, decision making and activities aimed at improving trust. Notably, confidence is essential for successful change implementation and therefore the leader should put emphasize on developing trust between among the members (Keen et al., 2005). Providing Resources to Remove the Obstacles Change is prevalent in the profession of early child development and therefore adjusting to the constant transformations is vital for survival (King et al., 2009). However, effective change execution comes at a cost. It is the responsibility of the leader to avail adequate resources needed for the change process. As such, it is prudent for the director to make a budget detailing the total costs of all the materials required for the change process and organize with the management to solicit funds. Mainly, Change management process include expenditures such as expenses incurred when organizing training and seminars aimed at creating awareness of the needed change. Moreover, the team building process is a cost center that needs significant attention (King et al., 2009) Importantly, the leader needs to do a comprehensive cost-benefit analysis. The breakdown is vital as it shows whether the change is of significance to the organization. For a change to be viable, the benefits associated with the cost should outweigh the expenses incurred in effecting the change. As such, the leader should ensure that only the sustainable modifications are executed (Lines*, 2004). Rewarding Team Members More often employees feel motivated when they are complimented for the efforts that they make. Consequently, the leader is obliged to ensure motivation of the team members by congratulating colleagues and rewarding them accordingly. Additionally, motivated employees more often improve the change process by offering the support necessary for the change process to be successful hence limiting the chances of resistance. For instance, the directors can consider rewarding the members in the presence of the children and their families (Grant, 2013). Organizational Norms Vital in Ensuring A Positive and Effective Process of Change. Organizations are made up of people with various talents and skills resulting into different cultures in the group. The culture of an organization is vital in the change process as it determines the views and shared beliefs of the workforce of the institution. Essentially, before executing a change process, the management should analyze the culture of the association to identify the various areas and customs that need the transformation to aid the anticipated change process. Thus, it is noteworthy that the shared beliefs have a significant influence on the response of the teachers, families, and children to the proposed changes (Jansen, 2000). The following are some notable improvements on the organizations culture that will significantly enhance the change management process. Opening Channels of Communication Since communication is key in the change process, the management should put emphasize in improving the communication channels (Andrade, 2016). An organizations message system is majorly composed of formal and informal communication channels. The informal network is more often referred to as the grapevine communication system and is vital for passing information to the employees. Depending on the culture of the organization, the management officials should open up more communication network and ensure a balance between the two channels of communication. There must be a perfect flow of information between the educators, learners, and the families involved (Burnes, 2015) Developing a Learning Environment A thorough examination of the employees is vital to determine whether they have a learning culture. In some situations the educators and the families involved are not always ready to absorb new ideas, they genuinely believe and trust their current techniques. As a result, in some circumstances, the National Quality Framework applies external pressure for change through strict regulations that stipulate financial penalties for institutions that do not comply (Fenech et al, 2008). To avoid such forced change implementation, the leader should put great emphasize on improving the learning culture in the organization. The various stakeholders need to have a mindset that accommodates change and ready to learn new techniques and tactics. Moreover, the environment should provide a platform that allows the members to express their opinions and share their valuable ideas freely. Improving the value of learning allows the intended change to be implemented positively and efficiently. Conclusion The process of change is unavoidable in the profession of early childhood development. To cope up with the dynamic nature of the occupation, the various stakeholders should pay close attention to the effective change management. Accordingly, the leaders of the teams must comprehensively understand their roles in managing change and perfectly plan for the process of the expected change. The culture of the organization should be shaped to develop a favorable environment for the process of modification. Furthermore, the children, families and the instructors are to be included in the change process in the initial stages to enhance their understanding of the proposed amendments, hence, eliminating the chances of resistance (Appelbaum et al., 2015). References Andrade, M. S. (2016). Effective Organizational Structures and Processes: Addressing Issues of Change.New Directions for Higher Education,2016(173), 31-42. Appelbaum, S. H., Degbe, M. C., MacDonald, O., Nguyen-Quang, T. S. (2015). Organizational outcomes of leadership style and resistance to change (Part One).Industrial and Commercial Training,47(2), 73-80. Burnes, B. (2015). Understanding Resistance to ChangeBuilding on Coch and French.Journal of Change Management,15(2), 92-116. Fenech, M., Sumsion, J., Goodfellow, J. (2008). Regulation and risk: Early childhood education and care services as sites where the laugh of Foucaultresounds.Journal of Education Policy,23(1), 35-48. Grant, A. (2013). Young gifted children transitioning into preschool and school: What matters?.Australasian Journal of Early Childhood,38(2), 23. Jansen, K. J. (2000). The emerging dynamics of change: Resistance, readiness, and momentum.People and Strategy,23(2), 53. Keen, M., Brown, V. A., Dyball, R. (2005).Social learning in environmental management: towards a sustainable future. Routledge. King, G., Strachan, D., Tucker, M., Duwyn, B., Desserud, S., Shillington, M. (2009). The application of a transdisciplinary model for early intervention services.Infants Young Children,22(3), 211-223. Lines*, R. (2004). Influence of participation in strategic change: resistance, organizational commitment and change goal achievement.Journal of change management,4(3), 193-215. Muijs, D., Aubrey, C., Harris, A., Briggs, M. (2004). How do they manage? A review of the research on leadership in early childhood.Journal of Early Childhood Research,2(2), 157-169 Rodd, J. (2012).Leadership in early childhood. McGraw-Hill Education (UK) Trawick-Smith, J. (2013).Early childhood development: A multicultural perspective. Pearson Higher Ed.

Hester Prynne Essays - English-language Films, The Scarlet Letter

Hester Prynne The character of Hester Prynne changed significantly throughout the novel The Scarlet Letter by Nathaniel Hawthorne. Hester Prynne, through the eyes of the Puritans, is an extreme sinner; she has gone against the Puritan ways, committing adultery. For this irrevocably harsh sin, she must wear a symbol of shame for the rest of her life. However, the Romantic philosophies of Hawthorne put down the Puritanic beliefs. She is a beautiful, young woman who has sinned, but is forgiven. Hawthorne portrays Hester as "divine maternity" and she can do no wrong. Not only Hester, but the physical scarlet letter, a Puritanical sign of disownment, is shown through the author's tone and diction as a beautiful, gold and colorful piece. From the beginning, we see that Hester Prynne is a young and beautiful woman who has brought a child into the world with an unknown father. She is punished by Puritan society by wearing the scarlet letter A on the bosom of her dress and standing on the scaffold for three hours. Her hair is a glossy brown and her eyes deep-set, and black, her attire is rich, carefully caressing her slender figure. The scaffold is a painful task to bear; the townspeople gathered around to gossip and stare at Hester and her newborn child, whom she suitably named Pearl, named because of her extreme value to her mother. In the disorder of faces in the crowd, young Hester Prynne sees the face of a man she once was fiercely familiar with, whom we later learn is her true husband, Roger Chillingworth. Her subjection to the crowd of Puritan onlookers is excruciating to bear, and Hester holds the child to her heart, a symbolic comparison between the child and the scarlet letter, implying that they are truly both intertwined. Prynne is imprisoned with her child, both of whom are emotionally and physically exhausted from the punishment at the scaffold. The husband, Roger Chillingworth, passes by and is commissioned to be the physician to the two, and remedy them of their sicknesses. She is surprised he had come at such a time where she was at a point of such horrendous turmoil. He demands that she cannot reveal his identity, yet he also wishes to know the identity of her lover, the father of the child. She refuses to tell him. Later in the novel, we discover that Arthur Dimmesdale is the confidential lover. Hester is released from her cell, after which she resides for the next few years in a hut by the sea. Her child, Pearl, is a devilish, impish, terribly behaved child, that is indifferent to the strict Puritan society. Pearl is a pain to please, having her way all the time because of her mother?s failure to subdue her to the proper Puritan etiquette. Hester knits and weaves for the townspeople, except for weddings, which people believe would cause misfortune and unrest in their marriage. They knew that the Seventh Commandment was thou shalt not commit adultery? and they stuck by those rules. The Puritans were truly a people governed by God. The novel explains that the Governors repeatedly attempt to take the child away from Hester, as she has been deemed unfit to raise the child without the influence of genuine Puritan law and order. These attempts are failed, for Arthur Dimmesdale, the father and minister of Hester Prynne, insists that the child is a bond, a necessity of the young woman who has nothing if she does not have the child. Another influence upon Hester is Mistress Ann Hibbens, who is reputed to be a witch throughout the community. When Hibbens asks Hester to join her in the forest at night to sign the Black Man?s book with her own blood, she insists that she cannot, but if her little Pearl would be taken away, she would gladly join the ?witch-lady? in the forest that night, and sign the great book in her own blood! Pearl continuously mocks authority in the novel, a key characteristic of the imp-child?s demeanor. She asks stupid questions that she already knows the answer to, like, ?Mother, did you ever sign the black man?s book?, and, Why does the minister Dimmesdale hold

George Fredrick Handel essays

George Fredrick Handel essays George Frederick Handel was a great musician of the Baroque Period. Handel was born in 1685. He lived most of his younger life in Halle, Germany. Georges birthday was on February 23rd, and then was baptized the next day. On October 6th, 1687, Handels first sister was born. Her name was Dorothea Sophia Handel. On January 10th, 1690, Handels second sister was born. Her name was Johanna Christina Handel. When Handel was older, (about twelve) his father died at the age of seventy-five. A few years after this death, Handel started college at the University of Halle studying law. At this time, George Handel started to find his nick for music and composing. Handel would not become very famous though until he moved to Hamburg and London. In the year 1703, Handel abandons his study of law at the university and moves to Hamburg. While in Hamburg, Handel starts playing the violin under the watchful eye of Keisler. In the next few years, Handel makes many close friendships with other musicians. Now this is the time when Handel starts in heavily on writing plays and operas. Handel has written many operas. Some of his more famous operas are Israel in Egypt, Jephtha, Messiah, Water Dance, The Heroick, Mr. Handel, and Teseo. George Handel has been known as one of the best composers in the world. He was known as a great organist and harpsichord player. He was also known to have an explosive temperment. Handel has a simple view towards life and faith. Handel also has been given credit for changing Italian Opera to a very popular event. There will probably never be any man that is as great or as well known for their composing and musical ability. ...

Tidal Barrage Social and Economic Benefits Vs Environmental and Dissertation

Tidal Barrage Social and Economic Benefits Vs Environmental and Ecological Negatives - Dissertation Example There is a major difference between a dam and a tidal barrage in the sense that dams store water on one side whereas, tidal barrages firstly allow water to flow into a river during high tides and later releasing the water back during low tides (Heal, 2009). This is mainly done by controlling the tidal flow and sluice gates. A sluice gate is a barrier made of wood or metal set in the sides of waterways. The main purpose of sluice gates is to control water level and flow in rivers and bays. They are also used in wastewater treatment to recover wide arrays of minerals in mining operations (Iwo-Hwu, 2008). Tidal barrages are the oldest and most convenient methods of tidal power generation; many countries like Russia, the UK, and China have been benefitted by it. However, there are positive and negative factors associated with tidal barrage. A Tidal barrage may offer social and economic benefits in terms of producing tidal energy that can be useful for the society at the cost that is very affordable and economical (Sobolev, et al, 2009). This helps in meeting energy needs along with adding value to the social and economic framework. The research is based on ascertaining the importance of tidal barrages along with analysing the social and economic benefits and environmental and ecology negatives. For this purpose, a systematic and critical approach will be undertaken to underpin the pros and cons of tidal barrage and thus reflecting the overall value and challenges. 1.2: Research Aim The research aims to investigate the importance of tidal barrage along with underpinning the social and economic positives and environmental and ecological negatives. In order to support and strengthen the proposed research aim, the researcher has formulated few research objectives that have been discussed as follow: 1.3: Research Objectives The purposed research objectives are as follow: To underpin the usefulness and impact of tidal barrage in a critical manner To assess and analyse th e social and economic positives To evaluate and assess the environmental and ecological negatives To critically assess the value and contribution of tidal barrage in strengthening the overall infrastructure To offer recommendations based on the results to enhance the positive effects of a tidal barrage 1.4: Research Questions The researcher has formulated few research questions that will further help in seeking answers for the proposed research aim and objectives. The research questions are as follow: 1. What is the usefulness and significance of tidal barrage? 2. What are the social and economic benefits associated with the effective maintenance of tidal barrage? 3. What are the environmental and ecological challenges associated with the structuring of tidal barrage? 4. What are the initiatives that can be undertaken to enhance the utility and benefits of tidal barrage? 1.5: Rationale for the Research Topic Sources and resources of energy play a pivotal role in the social and econo mic development of countries. Oftentimes, conventional sources of energy help nations to cut power costs along with safeguarding the environment and eco-system. In this regard, tidal barrages have emerged as one of the highly cost

Methods of Enquiry - Research Proposal - International Ethics

Methods of Enquiry - - International Ethics Conflicts - Research Proposal Example The research can be conducted in a mixed method approach by conducting survey over the employees and their responses helps to determine the organization’s work ethics. The employees are expected to respond on a rating of five points regarding their views about the performance of the organization. The literature review suggests the views of various researches regarding the ethical conflict management. An organization faces a number of challenges and conflicts and it is very important to resolve these conflicts otherwise the company would have to run at a loss and the ultimate option that the company would have is to shut down. Thus it is expected that the organization hires efficient managers who are capable of resolving the conflicts and maintain the company’s reputation in the market. As a result of Globalisation, several countries vary in various aspects. For example, the countries have diverse cultural, economical, social, ethical and linguistic backgrounds that can lead to ethical conflicts among the multinational companies (Hamilton, Knouse and Hill, 2009). Diversity in culture among various employees of different companies can result in conflicts regarding their views that can prove to be risky for the company’s reputation in the market. Cross cultural variations dealing with behaviour, norms, values, etiquette of various employees and workforce may have a huge impact on the company’s growth prospect (Patel, Harrison and McKinnon, 2002). The behavioural ethics determines the company’s management styles and the work culture. In order to achieve success and maintain corporate image, the company should follow its business ethics. It provides various guidelines for maintaining an ethical relationship with other organizations (Patel, Harrison and McKinnon, 2002; Voigt, 2009). The conflicts that may arise are the clashes in business and among the employees who try to dominate within the organization (Reidenberg, 2000). An unethical behaviour

Did Marx think that capitalism is unjust Essay Example | Topics and Well Written Essays - 1500 words

Did Marx think that capitalism is unjust - Essay Example The theory of Base and the Superstructure is also a part of this theory. The capitalist society made of human beings form the base over which the Superstructure of the social, political, legal or religious institutions of the state is built (Friedman & Friedman, 1962, p. 42). The ownership class dominates this superstructure but the economic base will have its effect on the operation of the Superstructure. When a conflict between the social relations of the base and the owners of the forces of production takes place, it leads to a change in the superstructure (Lukes, 1987, p.47). The distinctiveness of a social class will depend on the relationship it has with the forces of production. This particular theory of Marx led to various controversies in the modern times. Discussion Capitalism theory discusses about an economic structure in which there is private ownership of means of production and the owners have the sole motive of profit maximisation (David, 1987, p.72). The main compone nts of capitalist society are accumulation of capital, competition in markets and labour who would be paid wages. At the end of feudalism, capitalism has evolved in the Western countries. Marx explains that a Capitalist Society can be classified into two classes such as the Bourgeois and the Proletariat (Dahrendorf, 1959, p.21). The Bourgeois or the Capitalist class are the ones who owned the means of production, which include the land, raw materials, machinery which are required to produce the final product. The Proletariat on the other hand are those who do not have possession of these means and hence trades of their labour in return of wages. According to his theory the ownership class and the working class are dependent on each other in a view for exchanging mutually while the production process would go on (Brass, 2004, p.23). The ownership class would need the labour class for the production with the use of their physical labour. The working class would get the opportunity to work and earn wages which is necessary for their survival (Schumpeter, 2013, P.36). This relation is however governed by exploitation and conflict of interest. Karl Marx claimed that the so called capitalists would be able to earn profits by exploitation of their workers. Profits are accumulated by the capitalist's requisition of surplus value formed by unstinted labour of the workers (Carver, 1982, p.43). Put in a different way, the wages that the labourers were paid were way less than the value that they contributed to their employers. The theory states that the workers work for a period of necessary labour and they return back the same worth of production as the wages they are paid. The concept of surplus labour comes here. The period of time when the workers produce in excess of the necessary labour is the capital gain for the employers. They make no equivalent outlay in return of this. Thus the rate of surplus value would be the degree of exploitation the employers impose on th eir labourers (Bengo, n.d., p.9). Marx regarded this phenomenon as a system where there was exploitation of labourers systematically. Marxism incorporated the concept of non reciprocal benefit where one party benefits the other but the other does not reciprocate in the same way. Thus one party remain wrongly exploited by the unjust. This according to Marx is exploitation and Capitalism is unjust. Marx held that a worker was ethically entitled to the product of his own labour with certain deductions like the

Study on the Industrial Abandoned Lands

Study on the Industrial Abandoned Lands Industrial abandoned lands, ruins, eyesores, voids, derelict, urban deserts, dead zones, silent spaces, landscapes of contempt, and squats are just a few of the words that have been used to figure out the fragments of transformation within our urban spaces. They are terms that refer to spaces such as post-industrial landscapes, abandoned environments, and empty spaces in the peripheral parts of a city. Linked to the processes of decay, the terms also refer to the cultural entropy and social of our city spaces, their loss and ruin. By virtue of their neglect, ruinous state, and marginal place in the urban landscape, recent architectural and urban planning discourse has defined these spaces as contingent, interstitial, and spaces of indeterminacy. Throughout the second half of the twentieth century, many cities have witnessed the unused of significant industrial landscapes and their eventual abandonment. Urban societies, cultural and architectural history, these landscapes of indetermi nacy remain a part of the urban palimpsest. Using the metaphor of city as palimpsest and extending the notion of indeterminate spaces. It is explored the nature of contemporary city phenomena in relation to the transformation of abandoned urban spaces. Since the fall of the Nazis colonization, Oswiecim has struggled with using former factories. Under Communist force, the citys main employer, who a chemical worker, failed to develop continue with modern technology, and since 1989 over 10,000 work places have been lost at the plant. With seemingly no other choice to cultivating a grizzly tourist trade, Oswiecim is finding its past increasingly difficult to escape. In other words, Oswiecim is urban decay city falls into irrecoverable and aged, with falling population or changing population, economic restructuring, abandoned buildings, high local unemployment, separated families, and inhospitable city landscape where whole city area as fragments which is contained city memories and space qualities. trauma and discontinuity are fundamental for memory and history, ruins have come to be necessary for linking creativity to the experience of loss at the individual and collective level. Ruins operate as powerful metaphors for absence or rejection, and hence, as incentives for reflection or restoration.[3] Decay Industrial ruins are an intersection of the visible and the invisible, for the people who managed them, worked in them, and inhabited them are not there. And yet their absence manifests itself as a presence through the shreds and silent things that remain, in the objects we half recognize or surround with imaginings. In ruins we can identify that which appeared to be not there, a host of signs and traces which let us know that a haunting is taking place. The ghosts of ruins do not creep out of shady places unannounced, as they do in highly regulated urban spaces, but are abundant in the signs which haunt the present in such a way as to suddenly animate the past. Rather than being exorcised through redevelopment, these ghosts are able to haunt us because they are part of an unfinished disposal of spaces and matter, identified as rubbish but not yet cleared. Such things suddenly become animated, when the over and done with comes alive the things you partly recognize or have heard about provoke familiar feelings, an imaginative and empathetic recouping of the characters, forms of communication, and activities of factory space. In these haunted peripheries, ghosts rarely provoke memories of the epochal and the iconic but recollect the mundane passage of everyday factory life. The past isnt dead. It isnt even past.[4] The decay resides at the conceptual intersection of the individual parts of the analogy that zone created by the superimposition and superposition of essentially translucent entities. The active light of interpretation shines through these layers, as it were, illuminating significant shapes and figures. Meaning actively happens here; it is constructed as images overlap each other, aligning themselves momentarily, and then shifting slightly, encouraging reevaluation and reinterpretation. As a layered figure of depth in architecture, complexity occurs in both plan and section. As a site, the zone of meaning in the analogical system is often ambiguous. Yet, also as a site, this area has boundaries or, rather, a set largely unquantifiable of all available meanings, which is different than a boundless field of all-inclusiveness or unregulated interpretations. Trace and Time Layers with Derridas Theory The resonance of a knock on a door uncovers its density. The tactile of a wall describes its materiality. The texture of a floor may invite us to sit or lay down. The smoothness of a handrail comforts our ascent. Human skin is a powerful material that enables us to perceive and understand our surroundings. Skin is highly expressive; based on its color, texture, wear and plasticity we can read it, gathering information concerning culture, ethnic background, age, abuse, health and the tasks it performs on specific body parts. Skin itself reads as it is readable. Our skin can gather data through tactile perception and read our spatial surroundings. Architecture is an expressive act and the only discipline that stimulates all of our senses. An architect designs spaces that foresee and celebrate the bodily interaction of the inhabitant. According to Derrida, phenomenology is metaphysics of presence because it unwittingly relies upon the notion of an indivisible self-presence, or in the case of Husserl, the possibility of an exact internal adequacy with oneself. In various texts, Derrida contests this valorisation of an undivided subjectivity, as well as the primacy that such a position accords to the now, or to some other kind of temporal immediacy. For instance, in Speech and Phenomena, Derrida argues that if a now moment is conceived of as exhausting itself in that experience, it could not actually be experienced, for there would be nothing to juxtapose itself against in order to illuminate that very now. Instead, Derrida wants to reveal that every so-called present, or now point, is always already compromised by a trace, or a residue of a previous experience, that precludes us ever being in a self-contained now moment. Memory Whenever I distrust my memory, writes Freud in a note of 1925. I can resort to pen and paper. Pater then becomes an external part of my memory and retains something which I would otherwise carry about with me invisibly. When I write on a sheet of paper, I am sure that I have an enduring remembrance, safe from the possible distortions to which it might have been subjected in my actual memory. The disadvantage is that I cannot undo my note when it is no longer needed and that the page becomes full. The writing surface is used up. Memory-autobiographical and collective, each integral to the other-exists as the foundation upon which meaning is built. Memory affords our connection to the world. Every aspect of experience becomes enveloped in the process of memory. It forms our identity as individuals and it coheres individuals together to form the identity of social groups. Memory is also the thread which links the lived-in now with the past and the future: what I remember of my past cont ributes to who I am now (at this very moment) and in many ways affects what I will do in the future. Without memory, meaning building cannot happen.[5] Memory of architecture, therefore, seems to depend more on our ability to perceive the embodied situation. Moreover those situations are subject to particular catalytic moments in time-those instances in which the energies of both the container and the contained become virtually indistinguishable. The timing of those moments is uneven, poetic, and anisotropic. It would be impossible for the constituent elements of a place memory to sustain a constant equilibrium or frequency of resonance in time. It needs to be emphasised that remembering is a thoroughly social and political process, a realm of contestation and controversy. The past is constantly selected, filtered and restructured in terms set by the questions and necessities of the present. Memories are selected and interpreted on the basis of culturally located knowledge and this is further constituted and stabilised within a network of social relationships, consolidated in the `common sense of the everyday. Although practices of inscribing memory on space are enormously varied, there are undoubtedly tendencies to fix authoritative meanings about the past through an ensemble of practices and technologies which centre upon the production of specific spaces, here identified as monumental `memory-scapes, heritage districts, and museums. It is within the contingent spaces of the city where ephemeral gestures resonate, drawing our attention to the residue of the past, enticing us to rediscover their temporal value. And for me at least, ruins, like palimpsests, are traces by which we discover our urban history, and the soul of a space. As all historical narratives are subjectively woven Tapestries of pieced historical facts and events, new Histories often reveal striking discrepancies in the linear conventions of previously inscribed histories. The intention here is to piece together discrepant theoretical notions, to produce an archaeological investigation, which is consistent with the theoretical and ideological approach of Aldo Rossi. The most evocative works of Aldo Rossi are exemplary of the process of building meaning as we engage memory in our everyday experiences, thinking analogically and understanding the world tacitly by doing and making. Whether stated explicitly or not, Rossi must have sensed the necessity to temper his early polemics about a theory of design with a commitment to architecture of intense poetry, of non-quantifiable artistry, and an architecture conscious of its autobiographical significance. Underlying the rationalist tendencies of Rossis theoretical ork is a deeply felt reverence for the power of memory, both his own as well as the collective memory of a particular culture or society that is embodied in key architectural types. And the force of memory permeates his entire oeuvre to such an extent that it is almost pathological, or cultish, or verging on nostalgia, to say the least. For Rossi, the process of memory analogically suggests the evolution and morphology of the physical form of the city; and a formal language based on a typology of architecture; and, as a matter of necessity, the repetitive, obsessive, and dynamic nature of his own creative practice. However, Rossis poetic was not as self-absorbed as it may seem-or, at least, it was not ultimately meant to turn in on itself in the creation of a restrictive, self-indulgent reverie. He expected his obsession with memory to translate into his buildings in such a way that it would invigorate architecture with a new liberty, a freedom of experience and meaning similar to so many of those buildings he had discovered and cited in his early treatise, The Architecture of the City: the Palazzo della Ragione in Padua, the Roman amphitheater-turned-market square in Lucca, the tiny fishing huts along the Po River valley-buildings that, while displaying characteristics of specific types, transcended the program of those types by accommodating changing activities and uses. By analogically relating the transposition of a rchitectural types with the process of memory, Rossi was privileging meaning building with his architecture as an integral part of the built environment, especially as it governed the evolution of cities. It is how Rossi engaged the profound memories of his past. It is how he anticipated people would live with and within his buildings, seeing in those forms their own memories of an architectural past, encouraging them to reactivate those connections, those relationships in his buildings. The emergence of relations among things, more than the things themselves, always gives rise to new meanings, wrote Rossi. Perhaps, like this: Confront the built form-it reminds you of other buildings and other experiences you have had before-this new building feels familiar and established in your understanding of the given-yet, you experience this building as something different, its meaning has changed from what you thought it should be because of the change in how you use the architecture-the given is expanded, enriched with new meaning meaning building. It is how Rossi practiced architecture-by working analogically from drawings to buildings to writings, discovering relationships, exploring the sp ace where meaning happens, in between those things which can be explicitly articulated, patently expressed. Sampling to make music, people need sounds and when people cant make them yourself you find them somewhere else: in appearance there is nothing more simple.The sampler is an electronic memory that is virtually infinite, which enables sounds to be stored, from a single note to a symphony. This fund constitutes a sort of personal library, where works are reduced to an anthology of chosen pieces drawn flora the vast reservoir of musical culture. The work ceases to function as a closed opus or a melody and becomes a sum of harmonies and pre existing sounds. The sampler is thus the centre of sound memory, a centre where all metamorphoses are possible. It is an abstract place where all the sounds of the world are classified and subjected to changes. This tool simplifies the work of the DJ, who then needs only to physically manipulate the vinyl records in order to modify sounds, slowing them down, warping them or passing them into a loop. These manipulations are necessary to the construction of a du rable rhythm by the mixing of short breaks. The re-appropriation of knowledge has always been pre sent in human activity, in different forms, but the advent of the sampler has upset the pre existing metaphysical relationship between creation and memory. Indeed, by faithfully retrieving recorded pieces ready to be recombined, the memory no longer works as a catalyst. The combined effect of the dormant memory/recall binomial implements internal re-composition, a metabolism that plays on memory by default. But the sampler, on the contrary, pushes the process of fabrication to the surface, turning it into a conscious act, like collage, thus relating it to an aesthetic of superposition, medley and fusion. References Leatherbarrow. D, Mostafavi. M, Surface Architecture Skin+Bones ; Parallel Practieces in Fashion and Architecture, Thames Hudson, London, 2007 McLuhan. M, Understanding Media; The Extensions of Man, 2002 Bru E, New Territories New Landscapes, ACTAR, 1997 Herausgeber, Atlas of Shrinking Cities, HATJE CANTZ, 2004 Juhani. P, The eyes of the skin; architecture and the senses, London:Academy Editions,1996 Morphosis, Architecture and Urbanism, A+U, 1994 This quote was taken from Walter Benjamins Paris: Capital of the Nineteenth Century, cited in Sexuality and Space, ed. Beatrize Colomina (New York: Princeton Architectural Press, 1992) 74. Matthew Goulash, 39 Micro Lectures in Proximity of Performance (London and New York: Routledge, 2000) 190. Salvator Settis, forward, Irresistable Decay: Ruins Reclaimed, by Michael S. Roth (Los Angeles, CA: The Getty Research Institute for the History of Art and the Humanities, 1997) vii. William Faulkner making meaning out of the memory of architecture

Notes from Underground Essay -- Book Review, Dostoyevsky

One word that has come to represent the mid-18th century Enlightenment movement is â€Å"Reason†. The French philosophes believed that reason could provide critical, informed, scientific solutions to social issues and problems, and essentially improve the human condition. Russian author Fyodor Dostoevsky’s Notes from Underground is one of the most famous anti-Enlightenment novels for its rejection of these very notions. Through this novel he showed what he believed were gaps in the idea that the mind could be freed from ignorance through the application of reason, and the rejection of the idea that humankind could achieve a utopian existence as a result. The story revolves around the thoughts and rants of an unnamed character that we shall refer to as â€Å"The Underground Man.† In Dostoevsky’s time, the term "man" or "men" referred to all humankind, and the Underground Man seems symbolic of what could happen to mankind should the endless application of reason take over. Dostoevsky seems to be making the statement that rationality is indeed useful for analyzing situations but is ultimately damaging to the self if focused on constantly. Reason does not, as many Enlightenment thinkers believed, free man but instead takes something away from the essential human existence. It reduces us to something that can be scientifically explained, forcing us to lose a fundamental piece of what makes us human in the process: â€Å"All human actions will then, of course, be classified according to these laws – mathematically, like a logarithm table, up to 108,000 – and entered in a special almanac†¦with such precisi on that there will no longer be any actions or adventures in the world† (24). The Underground Man suggests that the one â€Å"most advantageous advant... .... This complexity causes him to doubt every single decision and make any type of action impossible, which is why he believes only narrow-minded people who are not able to question their actions are the only ones who can act with confidence. Taking all this into consideration, it seems impossible that excessive reason and consciousness will eventually lead to progress – it will do just the opposite, when using the Underground Man as an example. One can find much anecdotal support in Notes from Underground that this is an anti-Enlightenment novel – far too much to be included in this short book review. Even from the few examples listed here and through the Underground Man’s discourse throughout, it is easy to see the explicit rejection of the Enlightenment notion that reason would free man’s mind of ignorance and set humankind on a path to a utopian existence.

The Trilemma of Globalisation: Free Trade, Fair Trade or Fear Trade

Ken Costa Chairman: Europe, Middle East and Africa UBS Investment Banking Department 2 Finsbury Avenue London EC2M 2PP Cass Business School 2 March 2006 EMBARGO UNTIL 19:30pm 2 March 2006 The Trilemma of Globalisation: Free Trade, Fair Trade or Fear Trade In discussing the challenges presented by today’s diverse global environment few topics can be as important as the issue of globalisation. It is at the heart of the structural change that has taken place in our generation as borders have shrunk, technology changed and communications enhanced.Economists believe – almost universally, which says something(! ) that globalisation is a net benefit. But, if recent examples are to go by, there seems to be a growing doubt gnawing at its foundation. Globalisation faces a trilemma. Which is to be master? Free Trade, Fair Trade or Fear Trade. Free Trade For globalisation to succeed there needs to be a common acceptance of the frictionless flow of capital across borders and the det ermination to eliminate 2 impediments to the free movement of resources and products. Free trade is the pillar on which the argument for globalisation is founded.For the last decade we have lived with the prevailing sense that the globalised environment is here to stay. There has of course been a vigorous debate about how the benefits should be shared, the implications of the growing technology divide and the sustainability of regional development. But by and large the foundations have been in place. What has become disquieting recently has been the realisation that some of the most basic premises of globalisation are far from secure. The case for globalisation still has to be made. Globalisation still needs to be nurtured as a beneficial system and hown to be demonstrably favourable to all participants in the global market place. This is an argument that needs to be advanced and argued for and can not merely be assumed. Fear Trade But free trade seems to have been supplanted by fea r trade. The recent actions in the United States to prevent the completion of the acquisition by the Dubai Ports World of the US ports previously owned by P&O underlines the serious challenge to the argument. Here we have the US, the major exemplar of modern capitalism, wishing to restrict the take-over by one foreign company of another foreign company with operations in the United States.This action is unfortunately not an isolated example, it comes sharply on the heels of the decision to prevent CNOC, a Chinese company, from acquiring Unocal in the US. The ports case has become a testing place for the future direction of globalization. At issue is ownership. There are after all in any market regulations that govern ways in which corporations 3 act. In any event these ports will overwhelmingly be run by and managed, as they have been in the previous foreign owners’ hands, by US citizens. Of course there are arguments for national security.That would be true in any country. B ut it is of deep concern when these concerns are deployed selectively discriminating between one foreign owner and another. Friends of the United States, and I count myself as one, will do the country the highest favour by lobbying actively against these barriers. Not only on their merits but also because of the sign that is given. Free trade flourishes in a climate of reciprocal openness and mutual advantage, fear trade now seems to be an underlying assumption lurking not only in this decision in the United States but in other countries as well.Security, national interest, cultural preservation and other nationalist reactions can easily stoke these fears. Italy have complained about protectionist activities within the European Union, but recently, albeit unsuccessfully, Italy attempted to prevent nonItalian acquisitions of domestic banks. In France, the Prime Minister has attacked â€Å"fragmented share capital† as being a risk to independence and is looking to bolster the b arriers to takeover activity in France. These trends will grow if the strongest and freest markets continue to act in a protectionist way.Those committed to developing sustainable and responsible flows of capital worldwide have a full task to remain vigilant to promote vigorously the need to have a competitive and sustainable global economic order. 4 All participants in the global economy, Government, business, consumers, will need to find a common language to prevent misunderstanding and actions that could easily lead to disastrous protectionist decisions similar to those in 1914 or the 1930’s. Protection can grow rapidly fuelled by job losses, eroding cultural influence, security concerns and ultimately the visceral reaction against foreigners.The openness of markets to trade and to the acquisition of assets lies at the centre of the future prosperity for all. There are risks if this protectionism grows unchecked. Inflation will creep back because the benefits of globalisat ion will not be felt, interest rates will therefore inevitably hedge higher with a sell-off in the bond markets, pressure on the equity markets and the inevitable liquidity problems could lead to capital controls. A dark scenario and one which I believe is avoidable.But it does require a concerted effort to win both the economic argument but also the ethical ones. Fair Trade Fair trade has therefore emerged in the debate. Unfortunately the concept seems to have been colonised by particular single interest lobby groups seeking to address for example levels of sub-economic activity in Africa and arguing for an increase in the price structure of consumer goods in the developed world. In the end the fairest trade will still be the freest provided the benefits are seen to be shared equitably.Globalised markets have to, and above all be seen to, benefit all: the strongest and the weakest. When the strong economies wish to exclude access to them by emerging economies the very base of the a rgument is eroded. For this reason, and in a different 5 sphere it remains a moral affront to those who are committed to future global prosperity that the WTO is unable to reach agreement to allow access, without the burden of duties, by the developing world to the markets of the economically prosperous world.The diverse global environment raises questions of standards and sustainability of economic activity. These are moral issues. They should be tackled as such. But that does not mean that they are not economic ones too. Take for example one of the questions that is posed by globalisation. Is the move away from regulated markets to unregulated ones simply a means of avoiding the high hurdles of regulation in the developed world? Take the tobacco industry for instance.Do the global tobacco companies seeking entrance into new markets do so in order to evade the onerous restrictions of the major OECD markets? Similarly polluting factories in third world countries where the desire for employment places pressure on local governments to allow activities which would be frowned on in the home countries of multi-national corporations. Low labour costs have brought huge advantages to consumers in the Western world but at what cost to the emerging markets in which they operate?But the moral debate is not a one way street. The clash of civilisations was a debate in ancient Rome and Greece long before Huntingdon raised the topic, but globalisation now means that people find out much more about each others’ cultures much more rapidly. It is true that many international corporations have seen their numerators expand as the top line has grown through sales to emerging markets. Similarly, the 6 denominators of the P & L have benefitted as costs have shrunk through outsourcing and manufacturing at lower costs.But on the other hand many emerging markets have also benefitted as their standards of living have increased and transparency has grown. If we wish to make povert y history and I profoundly hope that this objective remains at the forefront of every global citizen then it will come about by working with the grain of capital flows, by recognizing the reward for risk and through supportive actions by Government creating the climate for enterprise to flourish. We work on the natural assumption that it is a good thing to understand each other’s cultures, aspirations and diversity.However we do have to work on one unfortunate fact of human life. It is not good news but bad news that travels fastest. The Danish cartoon incidents and the activities of radical minorities are flashed across our screens and soon become representative of the cultures being depicted. Every global business will need to develop the necessary training programmes not only to enable the free flow of information to work effectively but to determine how globalising information could bring together incompatible elements of culture.Essentially this is a political question à ¢â‚¬â€œ how can free speech and cultural sensitivities be reconciled? But ultimately it will be on the ground an important issue for businesses who try to create core values for global workforces. Will education of itself lead to greater tolerance? This is a topic too large for this address. But suffice it to say that education and prosperity will not of themselves eliminate global tensions though they are essential pre-requisites. 7 8 Diversity Diversity is important to this process.Diversity enhances competitiveness enabling the most innovative, creative solutions to be advanced as perspectives, eclectically drawn across cultures, countries, products, markets are pooled to provide answers to the issues of the day. For example, UBS needs talented people who can efficiently and effectively work across multiple cultures and time zones. Diversity is therefore not an issue merely of gender or ethnicity but it reflects an open and flexible culture which tries to understand the motivatio ns and aspirations of different people and their points of view.These dialogues above all are integrated into the day to day operations of the firm. To respond to the pressures and to come up with innovative solutions requires close co-operation and the working together of a very disparate group of people with a very common set of values and a common desire to understand and appreciate the ways in which common goals can be achieved whilst recognising diverse and local aspirations. There is I believe an even more fundamental issue that will require addressing. There is strong evidence that in a young and mobile workforce material satisfaction is not sufficient to retain their commitment and motivation.There is a deep hunger, almost spiritual, that is diffused and not traditionally expressed but which needs addressing. There is a desire among young people across the globe that there is more to life than the pursuit of material prosperity. Concern for the environment, for just practice s in the workplace and for a balanced working life are key themes in this emerging generation. Traditionally this has been a â€Å"no go† area. After all religion and work do not mix. But any desire for a values-based organisation will require 9 careful attention to be given to a much deeper understanding and respect for he religious beliefs, cultural and spiritual aspirations of this new global workforce. A new dialogue of understanding faith in business space is rapidly becoming a global imperative for business. Securities Industry Having made these general remarks it is worth looking at trends in the financial industry. ?Expansion of the Business: Financial sector activities are likely to experience substantial growth over the next decade. Two reasons can be singled out: Deregulation and liberalization mainly in emerging markets, and wealth accumulation and retirement provisioning all over the world. Over the past few decades, the trend towards deregulation and liberalizat ion in financial services has contributed significantly to the industry’s expansion. This process is well advanced in many countries, mainly in the mature markets, but further liberalization is, however, likely in emerging market countries where domestic markets are still highly protected. In general, further liberalization of financial markets is expected to benefit investment banking and securities firms which are positioned to 10 ake advantage of any further opening of individual domestic capital markets. Global asset managers could benefit from the facilitation of cross-border mutual fund business, and possibly from a trend towards harmonized pension fund regulation. †¢ Especially in mature markets, but basically to a global extent, financial sector activities are also likely to gain further importance, mainly due to two trends: On the one hand, wealth accumulation is likely to increase as a result of the shift from labour-intensive production to more capital-intensi ve activities.We see a clear secular trend towards wealth accumulation that is likely to continue over the next decade. On the other hand, the fact that in the coming decades, most developed countries will be confronted with significant demographic shifts leads to a trend that pension reform is on the agenda of many governments around the world. Although each country will follow its own regulatory agenda, we believe a gradual shift from public unfunded to private funded pension schemes is likely to take place. Institutional asset management will be the sector most impacted by this trend. ?Increasing Diversity of the Business: Financial market products are getting increasingly diverse and sophisticated with the main characteristics being securitisation, equitisation, and corporate restructuring. 11 †¢ The transformation of financial services over the last years has been driven primarily by the increasing de-emphasis of traditional lending activities combined with the increasing importance of securities trading and financial markets. Corporations are frequently in a position to directly finance their funding needs by accessing the capital markets, expanding corporate bond markets.At the same time, an increase in bank assets has fueled growth in the securitisation of these assets. We expect these trends to continue, as increasing transparency will further facility financing by way of the securities market. †¢ Despite the bursting of the new economy bubble, the underlying trend towards an increasing role of equity finance and equity investments remains intact. Institutional and individual market participants will tend to invest a greater share of their assets into equity products and the corporate sector will increasingly rely on equity financing. We see long-term secular trends pointing towards an ongoing demand for advice on corporate restructuring, as trade liberalization and technological progress will increase global competition for corporations, pr essuring them in turn to restructure and consolidate their business.At the same time, cross-border consolidation in some industries has just begun. ? Further internationalization of business and new markets: It is crucial for financial sector firms to have at the same time both a strong 12 footprint in mature markets and expand actively into emerging markets. Economic growth is a key indicator of the potential for financial services in different regional markets. We expect the largest absolute GDP increase over the next 10 years to occur in North America, followed by Asia and Western Europe. Even though North America is set to grow at a slower rate than Asia, the absolute GDP increase will be higher. This demonstrates the importance of having a significant presence in the US and other mature markets. †¢ At the same time, emerging markets, especially emerging Asia, have a huge potential.GDP growth in China averaged more than 9% since 1979, and India is on track to achieve a high sustainable growth path in the foreseeable future. Other markets in the region are benefiting from the increased demand in the region and globally, increasing the attractiveness for global financial firms. Another important emerging area is the Gulf region, driven by sky-high oil prices and some first steps towards a further diversification of the countries’ economic structure. Based on remarkable macroeconomic stablisation efforts in recent years, Latin America finally seems to have overcome its historical volatility, providing interesting nvestment opportunities. 13 ? Alternative Asset Managers: Hedge funds and buyout groups are raising ever increasing sums of money to be deployed principally cross border. The current size of the hedge fund market is estimated at US$ 1. 2 trillion and will expand significantly in the years ahead. Highly liquid and mobile capital should not be seen as restless capital. Opportunities for long term foreign direct investments in the emerging m arkets continue to grow as infrastructure projects absorb capital and new investment opportunities allow for petro dollars and other pools of investment funds to help grow these economies. ChallengesAn international presence in diverse global environment creates substantial challenges. Global firms have to integrate diverse cultures, strike the balance between global reach and local presence, match the structure and characteristics of its international workforce with functional and regional business needs, and establish infrastructure and processes to provide global communication and co-operation means. ? Integrating cultural diversity: A global firm’s clients and employees are generally, at least to a significant extent, not global in their nature and characteristics, but are based and anchored in their respective home countries.This determines a broad variability of cultural and religious habits, business styles and customs, and consumptions models and needs a global firm i s confronted with on a day by day 14 basis. In order to achieve long-term profitability and growth, this variability has to be managed and integrated into the firm. ? Striking the balance between global reach and local presence: In order to be perceived as a global player, global firms have to establish a global strategy and business model.At the same time, due to the cultural diversity mentioned above, specific market and customer orientation has to be focused along country-specific needs. This is true for the products offered to the customers, the communication employed to establish and strengthen links with clients and stakeholders, and for every other interaction between the firm and the outside (local) world. ? Finding and strengthening a diversified workforce: Especially in the area of service providers, well-skilled staff is crucial for the long-term success of the company. International mobility and intercultural skills have to be ade core value of every corporate culture. T herefore, human capital management and attracting best people is crucial, especially as the international competition for skilled workforce becomes harder and more intense. Especially in the financial sector, specialist knowledge is required and decides on success in a specific region or business area. Hence, if companies wants to achieve continuous success, it has to establish internal talent development and management processes to ensure that employees are promoted in their personal and professional development.To distinguish itself from its competitors, firms have to offer their staff unique development opportunities, thereby attracting current and future leaders. 15 ? Managing critical resources: Internal processes, corporate communication and IT face considerable challenges in a diverse global environment. As such, it is challenging to guarantee a consistent appearance in terms of brand, strategy and communication. In addition, doing business all over the world is especially ch allenging for the IT infrastructure and for know-how sharing on a global level. Yet, this offers economies of scale and synergies at the same time, e. g. y streamlining the brand and the public appearance, by having one integrated IT and know-how sharing platform and by reviewing internal processes re duplications, potential for improvements inefficiency and for streamlining and simplifying processes. UBS manages these challenges and makes them opportunities ? One Firm: We firmly believe our integrated business model creates more value than our businesses would as stand-alone units. Our clients all over the globe should effortlessly be able to access all the services our firm can provide, where and when they are required, and regardless of what combinations of teams lie behind the solutions.This â€Å"one firm† approach facilitates cross-selling through client referrals and the exchange of produces and distribution services between businesses and thus contributes significantl y to our revenue flows. The integrated business model and our â€Å"one firm† approach enable us to combine global reach with local sensitivity. 16 ? Innovative products: As one of the leading global financial services groups, UBS actively shapes the future development of financial markets.As such, challenges emerging from today’s diverse global environment are converted into opportunities by meeting emerging cultural and business needs with innovative products tailored to specific cultural requirements. Another example is the growing importance of hedge funds on international financial markets, where UBS offers products and services specifically targeted at these clients. ? Managing and promoting diversity: †¢ To UBS, diversity means recognizing and appreciating multiple backgrounds, cultures, and perspectives within its organisation.UBS builds on these differences to produce cross-cultural teams that generate new ideas and creative solutions for our increasingly diverse clients. †¢ Diversity consists of a broad range of aspects that vary in their degree of visibility going from gender over ethnicity, age, disability, sexual orientation, religion, nationality to though. †¢ In addition, senior management takes the topic seriously and is often participating in meetings and employee forums on the topic. ? Corporate Social Responsibility: UBS makes responsible behavior an important part of its culture, identity and business practice. As a 7 leading global financial services firm, UBS wants to provide our clients with value-added products and services, promote a corporate culture that adheres to the highest ethical standards, and generate superior but sustainable returns for our shareholders. In order to retain the trust society gives to UBS, UBS conducts its business responsibly and at the same time engages in the communities that it is part of. Socially Responsible Investments In additional to financial considerations, UBS provides e xpertise in incorporating environmental and social aspects into our research and environmental activities.Advice on social investments not only have to take into account financial considerations but also environment, social and ethical criteria. Human Resources To remain at the cutting edge of the rapid changes in the diverse global economy requires an enormous investment in leadership training talent management and attention to cultivating an environment within which entrepreneurial spirit can flourish. The handling of outsourcing, one of the most dynamic developments in the global economy, has become an important part of the HR process. It emains a challenge when developing outsourcing plans to minimize the impact on existing employees, to plan the transition with meticulous 18 execution and to ensure that the benefits are understood and communicated well before the plans inevitably leak out. Managing declining morale and performance of remaining employees is vital as they often s uffer anxiety, envy and a last gasp of invigorated competitiveness. Any outsourcing activity is a time of upheaval and it is important therefore to underline not only what is changing but also what is not.Conclusion Let me conclude by saying that global organizations face an unprecedented opportunity to grow their worldwide businesses. With this comes increased prosperity and therefore the need to ensure the attractions of globalisation are well understood by all participants; that the benefits of increased profitability are seen to be in the interests of all stakeholders not only the shareholders; and that the barriers to the flows of capital are removed as often as they are erected. Fear trade has no place in a fair and free globalised world.