Communication Is Vital For Success And Living A Normal Life

Communication amongst human beings has always been vital for survival. Anymore, communication is vital for success and living a normal life. If one lacks the ability to communicate, it can be an extreme challenge to live a normal life. Males and females often communicate differently and sometimes can communicate the same. â€Å"Differences between ‘gender cultures’ influence the way that people of different genders communicate. These differences begin at childhood† (Boundless). They have different ways of reacting, different objectives, body language, and different ways of communicating with one another. Later, you will discover how genders differ when it comes to communication during social interaction, in the workplace, with a significant†¦show more content†¦The first issue that will be discussed is the fact that â€Å"women feel left out during conversations† (Evans). These conversations that women feel left out in are debates at work, regular conversations, and decision making conversations. Women like to be invited into conversations because they feel more accepted if someone else shows sympathy toward the female’s opinion or view. Females tend to keep quiet during debates between men because of the fact that they want to be invited in. Many men don’t feel the need to invite the female in because she isn’t speaking and they feel as if the female has nothing to say. It isn’t hard to see the miscommunication in this situation. They both are picking up false messages and are drawing logical conclusions based on the information that they are given. I have experienced this in the work place myself. I work in at a male dominant cement plant that contains very few females. Most of these females don’t seem to fit in with the rest of the guys when it comes to simple conversation and debate. The women tend to keep quiet more than the men do. Another difference between genders at work is â€Å"m en think that women ask too many questions† (Evans). Some men think that these questions asked by women inhibit progress and take too much time. Many women claim that asking questions is their best way to contribute. They feel that it sparks an exchange of ideas and that it shows concern for others. The best way that genders can team up and work

Emotional Intelligence An Essential Quality For All...

Daniel Goleman born in Stockton, California, is an internationally known author, psychiatrist and science journalist. He has received several awards and published 15 books, mostly written about leadership. During this essay, we will focus on his writings about emotional intelligence. Emotional intelligence is the capacity to recognize your own, as well as other people’s emotions, to differentiate between feelings, and to use emotional information to guide thinking and behavior (Goleman, In Wikipedia The Free Encyclopedia Online., (n.d.)). Emotional intelligence is an essential quality for all managers to be exceptional leaders. According to Daniel Goleman, there are 5 components of emotional intelligence, self-awareness,†¦show more content†¦Self-awareness of this magnitude gives a person confidence and the ability to know your own strengths and weaknesses. Mastering self-awareness opens the door for strengthening your weaknesses to become a better leader. Professionals can be educated on self-awareness to improve leadership qualities (Connelly, 2008). Self-regulation is defined as a person’s capability to control your thoughts or redirect emotions and think before acting (Goleman, In Wikipedia The Free Encyclopedia Online., (n.d.)). Comprehending your feelings and what caused them, gives you the ability to manage your actions. Recognizing what upsets you and the root of the cause so you can stop inappropriate actions, to think before you speak. After you identify what causes certain reactions you can practice ways to change your actions. Of course, you have to be willing to accept change and few people are (Team, 1996-2016). Does the expression â€Å"The glass is half full† sound familiar? When a negative situation arises, having the ability to control your thoughts and turn them into something positive is an exceptional characteristic to have. Can you find a positive side in a negative situation? Internal motivation is defined as a person’s desire to work that goes beyond external reasons like financial and social status (Goleman, In Wikipedia The Free Encyclopedia Online., (n.d.)).

Essay Times of India

Question: Write article on the Times of India. Answer: The article published on Times of India titled "Have your definition of beauty" focuses on the mainstream notion of the Indian women and girls about ideal beauty that has an adverse impact on the women's self-esteem. The article highlights the numbers from a recent study "Care Beauty Happiness 2016" conducted by Dove, which indicates that 80 % Indian women and 77% Indian girls abide by the belief that ideal beauty is the key to success in life. This statistics is reflective of the slender interpretation of beauty that is imbibed in women by the traditional and societal norms. The article further goes on to a detailed discussion about breaking the notion and changing the perception of the society and particularly of the women about beauty and specifically about themselves. According to the campaign run by Dove Lets Break the Rules of Beauty, India should aspire and encourage to embrace different definitions of beauty delinquent of the barriers traditionally set by the society. Dove explicitly establishes a benchmark for breaking all the criteria regarding the concept of beauty. Dove through its campaign asks the woman to hear their inner voice so build a sound relationship with their self. The concept of beauty has evolved just like the human race has evolved through the ages. The definition of beauty changed with every century and the revolutionary artists who perceived beauty through different sides of the prism. In India, the modern definition of the concept of beauty is directly proportionate to the women with thin, tall, gorgeous features and a fair complexion and long black hair. However, as stated in the article, a woman needs to be original and honest and accept the way they are and the beauty would follow them. When Plato quoted Beauty lies in the eyes of the beholder, he might not have known that he was forming a foundation stone for the people who dream to de-structure the concept created the society that categorises beauty'. Beauty cannot be caged by the prescribed norms of the society; it is a free flowing river that has a different connotation for a different person. Beauty has to be freed from the shackles of confined definitions that have been prevalent since time immemorial. Women in Indian society need to shatter the trammels of the society that eclipses the vision for beauty and has buried the art of appreciation for beauty. Women need to accept themselves, the way they look and the way they differ from others. They have to be their silver lining for the appreciation of what they have should embrace their unique features of beauty. Living healthy is mandatory: a healthy is bound look beautiful as the Almighty has created its being in this form. A slim yet unhealthy body can't be accepted as a beautiful body. Thus, women should breathe in the feeling of freedom to look beautiful the way they are and avoid the rat race of becoming a product that looks the same as the other million products from same the factory. Reference "Have Your Own Definition Of Beauty - Times Of India". The Times of India. N.p., 2016. Web. 19 May 2016. Fuller, D., Saunders, C. and Macnaughton, J., 2015. Introduction (pp. 1-17). Palgrave Macmillan UK. Morris, P.K. and Nichols, K., 2013. Conceptualizing beauty: A content analysis of US and French women's fashion magazine advertisements. Online Journal of Communication and Media Technologies, 3(1), p.49. Wolf, N., 2013. The beauty myth: How images of beauty are used against women. Random House.

VI. Material Culture Essays - Food And Drink, Cuisine,

VI. Material Culture Food and Economy Food in Daily Life. The national dish of Algeria is couscous, steamed semolina wheat served with lamb or chicken, cooked vegetables, and gravy. This is so basic to the Algerian diet that its name in Arabic, ta'am, translates as "food." Common flavorings include onions, turnips, raisins, chickpeas, and red peppers, as well as salt, pepper, cumin, and coriander. Alternatively, couscous can be served sweet, flavored with honey, cinnamon, or almonds. Lamb also is popular, and often is prepared over an open fire and served with bread. This dish is called mechoui.Other common foods arechorba, a spicy soup; dolma, a mixture of tomatoes and peppers, and bourek,a specialty of Algiers consisting of mincemeat with onions and fried eggs, rolled and fried in batter. The traditional Berber meal among the poorer people is a cake made of mixed grains and a drink mixed together from crushed goat cheese, dates, and water. Strong black coffee and sweetened mint tea are popular, as well asapricot or other sweetened fruit juices. Laban also is drunk, a mixture of yogurt and water with mint leaves for flavoring. Algeria grows grapes and produces its own wine, but alcohol is not widely consumed, as it is forbidden by the Islamic religion. Food Customs at Ceremonial Occasions Religious holidays are often celebrated with special foods. For the birthday of Muhammad, a holiday called Mulud, dried fruits are a common treat. During the month of Ramadan, Muslims refrain from food and drink during the daylight hours. Each evening, the fast is broken with a family meal. Eid al-Fitr, the final breaking of the Ramadan fast, involves consuming large quantities of foods, sweets, and pastries in particular. Basic Economy Algeria's economy is based primarily on oil and natural gas. The nation has the world's fifth-largest reserves of natural gas and is the second-largest exporter. It also has the fourteenth-largest reserves of oil. At independence, the economy was primarily based on agriculture, although since then other industries have eclipsed the importance of farming. Currently 22 percent of the population are farmers, but their production accounts for only 6 percent of the country's economy. The agricultural industry is plagued by droughts, encroaching desert, poor irrigation, and lack of machinery as well as by government policies that favor industry over farming. Most food produced is for local consumption; the most common crops include wheat, barley, corn, and rice, as well as fruits and vegetables. However, Algeria is able to produce only 25 percent of its food needs. Thirty percent of the labor force is employed by the government; 16 percent in construction and public works; 13 percent in industry; and 5 percent in transportation and communications. The country has a serious problem with unemployment, with a rate of 30 percent. This has lead a number of men to migrate to the cities in search of work. There also are a significant number of Algerians who have immigrated to France to find jobs. Many of them return home in the summer to see their families. L and Tenure and Property When the country was under French rule, the colonizers owned the best farmland, while the Algerians were forced to work the less fertile areas. In the southern plateau and desert regions in particular, many people are nomadic tent-dwellers, who lead their animals from one pasture to another and lay no claim to any land. At independence, the government set up cooperative farms and made some attempt to redistribute land under a socialist model. Under Ben Bella's March Decrees of 1963, which allowed the takeover of property abandoned by French colonists, the government itself became the owner of the best farmland, as well as factories, mines, banks, and the transportation system. However, economic inequality has remained a pressing problem and has lead to riots and violent outbreaks. Commercial Activities The center of commercial life in Algeria is the souk ,large, open-air markets where farmers and craftspeople sell their products. One can buy locally produced meat, fruits, vegetables, and grainsoats, barley, grapes, olives, citrus fruitas well as woven rugs, jewelry, baskets, metalwork, and other crafts. Souks are held regularlyin regional centers, as well as in the old districts of major cities. Traditionally things were

Free Essays on Legacy Of James Earl Rudder

The Legacy of James Earl Rudder James Earl Rudder, soldier, land commissioner, and president of Texas A however, the most memorable description would undoubtedly be as lieutenant colonel commander and trainer of the Second Ranger Battalion during World War II. It was this part of Rudder that established his name as one of America’s greatest leaders and war heroes. In a search for the perfect leader, few would make a list lacking his name, and when looking for a model for future leaders, who better than the man who successfully led the most important mission in World War II. The story, in short, happened as such: At approximately 4:30 a.m. on the morning of 6 June 1944 the Rangers set out for their objective. The small flotilla of British assault landing craft, loaded down with 225 men of the U.S. 2nd Ranger Battalion, approached the cliffs of Normandy. Fifteen Rangers were killed or wounded during the struggle through the rough surf, and the dash across the heavily cratered narrow beach. The fighting, the bleeding, and the dying on the Normandy beaches had begun. The D-Day Ranger Force of two battalions, commanded by Lieutenant Colonel James Earl Rudder, a former football coach and rancher of Brady, Texas, had a special mission on the right flank (western anchor) of Omaha Beach. Three companies of the 2nd Ranger Battalion were to scale the 100 foot high cliffs in an isolated action three miles west of the main landings, and take a heavily fortified battery position at the "Pointe du Hoc". One compan... Free Essays on Legacy Of James Earl Rudder Free Essays on Legacy Of James Earl Rudder The Legacy of James Earl Rudder James Earl Rudder, soldier, land commissioner, and president of Texas A however, the most memorable description would undoubtedly be as lieutenant colonel commander and trainer of the Second Ranger Battalion during World War II. It was this part of Rudder that established his name as one of America’s greatest leaders and war heroes. In a search for the perfect leader, few would make a list lacking his name, and when looking for a model for future leaders, who better than the man who successfully led the most important mission in World War II. The story, in short, happened as such: At approximately 4:30 a.m. on the morning of 6 June 1944 the Rangers set out for their objective. The small flotilla of British assault landing craft, loaded down with 225 men of the U.S. 2nd Ranger Battalion, approached the cliffs of Normandy. Fifteen Rangers were killed or wounded during the struggle through the rough surf, and the dash across the heavily cratered narrow beach. The fighting, the bleeding, and the dying on the Normandy beaches had begun. The D-Day Ranger Force of two battalions, commanded by Lieutenant Colonel James Earl Rudder, a former football coach and rancher of Brady, Texas, had a special mission on the right flank (western anchor) of Omaha Beach. Three companies of the 2nd Ranger Battalion were to scale the 100 foot high cliffs in an isolated action three miles west of the main landings, and take a heavily fortified battery position at the "Pointe du Hoc". One compan...

How to Easily Plan Copy For an Entire Website the Best Way

How to Easily Plan Copy For an Entire Website the Best Way Besides a stellar design, your web copy is the single most important step you can take to properly market your services. Why? Because your website functions like a billboard, sales rep, portfolio, and product page all in one. And your website is a step that big requires a serious plan. Ready to see how it’s done? We’ll walk you through all the criteria needed to plan your beautiful, smart, well-functioning website copy. How to Easily Plan Copy For an Entire Website the Best WayDownload Your Free Website Content Template As a bonus, when youre ready to write content for each page on your site, use this free template. Step 1: Develop Your Voice Voice is how you say something. It’s the difference between your brother saying, â€Å"Hey, nerd!† and hugging you, and the school bully yelling, â€Å"Hey nerd!† with a baseball bat in his hand from across the courtyard. It’s also one way people will remember you. Look at the â€Å"about us† page from Missguided,  a UK-based clothing company. They go beyond â€Å"casual† right into â€Å"colloquial† and it works well. Why? Because it fits their brand and guidelines. Think about how weird it would be if a dental company used a tone like that. Right? Now that’s why you need to make sure your voice, tone, and brand guidelines all match. Let’s look at some ways to make sure your tone, voice, and guidelines all match. Your tone is made up of your voice, your style, and those writing â€Å"quirks† that make your writing sound like you. It has to do with the pacing of your writing, the way you pull paragraphs together, and the types of words you choose to use. You could spend years and years developing your voice, but for now, we think these tips will help you get started. Your tone is made up of your voice, your style, and those writing â€Å"quirks† that make your...Identify Tone To develop your voice, you first have to identify your tone. Figure out which of these you most identify with: Casual (think about the Share a Coke  video) Traditional (think about how â€Å"Yale University† talks) Quirky (think about how Dollar Shave Club  talks) Outrageous (we’re talking about companies like Squatty Potty) Once you have your tone, you should consult two very important pieces of information: Your brand guidelines Your company values Make sure that your tone matches your brand guidelines and your company values. If you value providing honest services, you probably don’t want to run a website that’s full of jokes, lies, or silly phrases that trick your customers into purchasing products for more than they’re worth. If you value providing fast turnover times, you probably don’t want to use a quirky voice. Your best bet is to make sure your brand guidelines, company values, and tone are all aligned. Then you can get to the fun stuff. Your best bet is to make sure your brand guidelines, company values, and tone are all aligned.Step 2: Identify Your Audience Now that you know how to talk, you have to figure out what to say. You can do this by discovering your audience and doing investigative work to figure out what type of information they like. Recommended Reading: How To Create A Marketing Strategy That Will Skyrocket Your Results By 9,360% Use Social Media and Third-Party Platforms to Uncover the Truth Moz is a platform that most users use to check their on-page SEO scores, find optimal keywords, and the Fresh Web Explorer to find keyword mentions across the World Wide Web. But guess what? There’s another way to use Moz, and that’s for learning more about your audience. Moz’s Link Explorer  is a great way to see who is linking to your site and where most of your links come from. To access your linking domains, log in at www.moz.com Find â€Å"Moz Pro† from the main nav Under â€Å"Research Tools† click on â€Å"Link Explorer† From there, click on â€Å"Linking Domains† Once you’re there, click on â€Å"root domains† Type in your website Discover all the websites that are linking to your domain. Where are most of your linking domains coming from? Social platforms – if most of your linking domains are social platforms, use that information to uncover the platforms people use, the way people talk to each other on those platforms, and the type of information usually shared. If, for example, your biggest linking domain is YouTube and most of your viewers comment and share videos, you can assume most of your audience members will benefit from more video content. Use that information to move to the next steps. Article websites – if most of your linking domains are from long-form articles, you might be able to infer that your audience loves detailed information. Use that to develop a plan later on. *Google – if most of your linking domains are from Google, you can assume that your audience is finding you organically. You may want to focus your efforts on your SEO skills. Google Analytics  is a platform that will give you a detailed look into your audience and what they do. To get started, go to https://analytics.google.com/  and log in. Under â€Å"Reports,† click on â€Å"Audience† Click on â€Å"Demographics† to learn about your audience’s demographics With Google Analytics, you can learn about your audience’s language, country, city, browser, service provider, screen resolutions, and, of course, you can explore your bounce rate, page sessions, and pageviews. But you can also dig deeper and look at things like Lifetime Value, Cohort Analysis, Audience Behavior and Audience Interest. But what we think you should always do is come up with a general chart of your audience based on their demographics and interests. This will help you start to see how you can connect with them in a way that they will respond best to.

Topic 7-1 Essay Example | Topics and Well Written Essays - 250 words - 1

Topic 7-1 - Essay Example Individuals are given an exercise in which they complete self-assessment forms and provide information on skills, competencies, attitudes, and interests. Career planning workshops form the next component of career development programs. These allow individual to share their self-assessment results with supervisors and colleagues hence get feedback from others and evaluate if their own plans are realistic. Individual counselling is the other crucial component. This element of the programs help individual employees in understanding their personal objectives, making changes where necessary and working to improve important skills and competencies. A very important component in career development programs involves organisational assessment programs. These are important in evaluating the potential of employees to grow in the organisation. Developmental programs on the other hand help organisations in developing their employees to hold future positions that may arise within. Job rotation, organisational trainings, seminars, mentorship and tuition refunds are some of the techniques used in developmental

Cities in poland Essay Example | Topics and Well Written Essays - 750 words

Cities in poland - Essay Example Poznan was the first Polish state that was formed over a thousand years ago, as well as being one of the first two capitals (â€Å"General†). Two of the old gothic-style buildings that are worth seeing are the Cathedral of St. Peter and St. Paul and the Town Hall, which can be found in the Old Square. The Poznan International Fair is the largest international trade center in Poland, as well as the Poznan Exchange. Krakow was one of the other capitals of Poland for many centuries. Some of the buildings and sites worth seeing in this city are the Royal Castle at Wawel and the gothic-style St. Mary’s Basilica. The trade pavilions of the Cloth Hall and the Nowa Huta district are wonderful places of interest for first-time tourists. Throughout the Old Town and Kazimierz, numerous galleries, museums, and restaurants can be found, all staying true to the old-fashioned feel of this wonderful region (â€Å"Welcome†). Masuria surrounds the Masurian Lake District, which is a land that is divided by many other, smaller, lake districts (â€Å"Masuria†). As there are over four thousand lakes in the region, it would be difficult not to find something worth seeing. The Puszcza Piska, or the Pisz Forest and the Masuria National Landscape Park are other scenic areas that should not be passed up. Masuria is a very natural region, full of wonderful sites that have been there since the dawn of time. Zakopane is a wonderful place to spend a winter holiday (â€Å"Winter†). While skiing is the most popular winter activity in Zakopane, husky rides, sleigh rides and snowmobiles are also recommended. Many of these activities take the traveler through the Zakopane center and the Tatra National Park valleys. The majority of the buildings, lodges, and restaurants are built in a wooden fashion, which adds to the rest of the outdoorsman feel. The Carpathian Mountains are 1,500 km long, stretching from

Ethics Case Study Essay Example for Free

Ethics Case Study Essay Utilitarianism Utilitarianism would not qualify Tom falsifying data as unethical, as it would have the greatest benefits to the larger quantity of stakeholders whilst only bringing a limited amount of harm. This can be seen through the stakeholders who benefit from Tom gaining full-time employment such as; his parents, the child receiving the life-saving sponsorship, the charity and the government, as Tom could start paying his HECS debt. One stakeholder who would be harmed by Toms dilemma is the small accounting firm in Milton. Ultimately the risk of this actually harming the business due to his lack of experience would be minimised due to Tom being tightly supervised for the first year of work. Egoism also maintains that the agent should do whatever they ought to do if it benefits themselves. In Toms moral dilemma, if he falsifies his CV in order to achieve full time work, he is acting on the natural instinct of self promotion that egoism sees as ethical. Kantian ethics Kantian ethics maintains that there are some things that are deemed wrong in themselves, apart from their consequences. This means that Tom should regard the act of lying as wrong; regardless whether it brings about good results. Kants categorical imperative states I should never act except in such a way that I can also will that my maxim should become a universal good† (Kant, 1996). In universalising a law that is not in relation to specific circumstances, it allows moral issues to be solved by pure rationality. When applying Toms situation to Kants universalisation theory, a maxim for Toms situation could be â€Å"one should falsify data if it benefits them†. This could not be accepted as a law universally as falsifying data could not be consistent, as eventually all data would be deemed tainted and therefore unusable, leading to the act of giving information to its own demise. If it  were ethical for Tom to falsify data, Tom would have to accept that it would therefore be ethical for everyone to do so. If everyone was free to fake data, universal lying would weaken trust in communication. Kant also states â€Å"act in such a way that you treat humanity, whether in your own person or in the person of another, always at the same time as an end and never simply means† (Kant, 1996). If Tom falsified his CV, it would result in disrespect as the owners of the accounting firm are basing crucial business decisions on inaccurate data, which is unethical. Virtue ethics Applying virtue ethics is based on evaluating how virtuous Tom is, not just the actions or consequences of his moral situation. A virtue that can be applied from Aristotles Doctrine of the Mean is ‘indifference’ meaning good deeds are done for their own sake and not for personal recognition. The two vices of indifference are false modesty (deficiency) and careerist (excess). Assuming Tom decided to fake his CV he would display characteristics in the vice of excess meaning he is a careerist and would not be classified as virtuous, and therefore unethical. Ranking of Ethical Theories 1. Utilitarianism/Egoism Utilitarianism is in line with many fundamental morals that society intends for us to adopt. For example, two fundamental ethical principles are that we must avoid doing harm to others and aim to do good. When I consider certain actions or decisions, I usually evaluate them in terms of their consequences. Although it disregards the ethical element of an action, it looks at the benefits it can cause in solving my moral dilemmas. Egoism also  usually takes part in most of my moral decision making. I usually base many of my decisions on the consequences I can achieve, therefore find this most useful. 2. Virtue Ethics I use virtue ethics to solve some moral issues due to the benefit of gaining insight into emotional and personal values in relation to the action. I believe people are emotionally involved in ethical reasoning making virtue ethics a better way to assess whether an action is ethical or not. I find this theory somewhat useful as I believe every situation cannot be branded under absolute rules, as in Kantian Ethics. 3. Kantian Ethics Although Kantian seems like the ‘right’ moral structure to follow it is extremely idealistic and would not necessarily result in good outcomes for me or the greater good of everyone. I think due to it being a rigid system, in certain situations for my moral dilemmas, it could not be used as Kantian ethics does not factor the importance of character and motivation in making ethical judgements. Therefore I dont believe I would assess the ethics of a dilemma accurately, finding this least useful. PART B Socially responsible organisations should aim to minimise their negative impacts, but the fast food industry faces extreme public criticism due to the effects it is having on some main stakeholders; consumers and communities. Fast food consumption is potentially harmful and if businesses adopt Friedmans’ shareholder theory by only focusing on short-term profit goals, the long-term welfare of customers is compromised. For example, Bowman, Gortmaker Ebbeling (2004), indicate that â€Å"energy derived from fast  food is  10% of a childs average recommended daily intake, 5 times more than the 1970’s†. This highlights the need for somebody to not only take responsibility but action. â€Å"Advertisers spend 100s of billions of dollars a year worldwide encouraging, persuading and manipulating children into a consumer lifestyle† (Beder, 1998), leading to devastating consequences. The narrow view by Friedman, where businesses adopt the ‘let the government do it’ theory is criticised as society now has a greater concern for a better quality of life which businesses could help achieve. Supporters of Freeman maintain that fast food corporations have a responsibility to their stakeholders and should acknowledge potential health risks associated with consuming fast food. Highly advertised food corporations should have responsibilities beyond enhancing their profits, because they have great social and economic power in society. This undeniable power discounts Friedman’s theory that the ‘business can’t handle it’. If corporations have such power, they should also take responsibility for its actions in these areas. Nature Neuroscience published a study linking â€Å"effects of fast food to those of addictive substances such as cocaine, heroin and nicotine† (Klein, 2010). If tobacco packaging in many countries legally have to display health warnings due to smoking being addictive, why does fast food packaging not have responsibility to do the same? Businesses who adopt a narrow view on CSR compromise stakeholders welfare. For example, on January 1954 in the US â€Å"main tobacco companies published a statement named ‘A Frank Statement to Cigarette Smokers’ reaching an estimated 43,245,000 Americans† (Cummings, 2002). The advertisement promised consumers that cigarettes were safe and denied all health risks to consumers. This resulted in millions of people dying due to lacking concern stemming from the companies understating health effects in a blind effort to create profit. This scenario could almost determine the future of fast food industries being irresponsible about  marketing to addicted consumers. If major food corporations dont undertake measures to outweigh unhealthy promotion to children and society, they might too face the same consequences.

Norma Rae Essays -- Labor Analysis Film Movie Rae Essays

Norma Rae   Ã‚  Ã‚  Ã‚  Ã‚  This film is based on the real life story of Crystal Lee Sutton and her involvement with Ruben Warshovsky and the organization of the textile workers at the J.P. Stevens Company in Roanoke Rapids, North Carolina (Labor Films). Sally Field plays the lead role of Norma Rae (Crystal Lee Sutton) fighting poor working conditions at O. P. Henley Company in 1978. This company is a southern textile mill, working with a union organizer to overcome pressure from management, implied dangers, and the struggle to organize her fellow employees. Although, the film is very entertaining, there are many examples of labor and management interactions including unfair labor practices by management, unfair labor practices by the union, and the procedural process of unionization process.   Ã‚  Ã‚  Ã‚  Ã‚  Norma Rae a loom operator in the weaving room is an outspoken individual and is very out spoken about her poor working conditions such as excessive noise, long hours with short breaks, physical stress from standing for long periods and abnormally high temperatures in the work areas. Added to all this is management ¡Ã‚ ¦s apathy for the working conditions, as seen when her mother looses her hearing temporarily with little or no sentiment from the company doctor, who knows this is a common problem for the workers. With this setting, the film progresses through most of the stages for employee organization. While management tries to get the workers support to keep the union out, and labor struggles to get a foothold to develop worker unity and get the union elected as the official bargaining agent both sides violate federal laws or come precariously close. First the Unfair Labor Practices (ULP) of the union will be examined.   Ã‚  Ã‚  Ã‚  Ã‚  After reviewing the film a rather short list of union ULP ¡Ã‚ ¦s, but they are potentially damaging and could be used by management to contest the outcome of the election if so desired. One committed by labor representative, the other by Norma Rae and are summarized as follows. During an authorized plant inspection by Ruben Warshovsky, part of the unionization campaign, the union representative would stop and address employees  ¡Ã‚ §Hello, I am Ruben Warshovsky from the United Textiles Workers Union of America, ¡Ã‚ ¨ or some other greeting identifying himself as a union representative while traveling through the plant. Management threatened to get an injunc... ...in the film the results were announced immediately and the union had won. After the votes are counted either labor or management could file to have the results overturned based on violations of the other party or challenges the vote count due to ineligible voters. Barrick  ¡V 7   Ã‚  Ã‚  Ã‚  Ã‚  In conclusion there were violations of the Unfair Labor Practice laws committed by both parties during the organization process, which were identified in the film. I have identified two committed by labor representatives, not particularly grievous, but significant enough that ULP ¡Ã‚ ¦ violations could be filed. Based on the violations committed by labor, I do not think there would be any ruling by the NLRB that would affect the election results. If the election had gone the other way I could not say the same for the violations that were committed by management. The film depicted many aspects of the union organization process including the interactions of all parties involved. The organization process is more detailed than what was shown, but the general ideas of most of the major steps were accurate. Those steps that were not shown were invisible to the film but not the formal organizational process.

Cash Management and Short Term Financing

Running head: CASH MANAGEMENT AND SHORT-TERM FINANCING Cash Management and Short-term Financing University of Phoenix Cash Management and Short-term Financing Structured cash management and efficient short-term financing are both beneficial and important for a company to remain competitive in the market; this will help increase potential profit and shareholder value with the rising stock. Cash management is a tool for the company can use to manage idle funds (cash balances) that are not generating revenue giving the company the ability to use the freed cash to build sources for short-term financing through interest building securities. Cash management techniques include marketable securities, international cash management, collection/disbursement float, and Electronic Funds Transfer. Short-term financing give the company the ability to secure cash needed for production enabling the company to maximize profitability. Short-term financing methods include inventory financing, commercial paper, trade credit, bank loans, receivables financing, foreign borrowing. Cash management Techniques Float is the difference between the recorded available cash and the amount that has been credited by the bank, this results in a time delay when dealing with banking system and the mail service and clearing checks. A company will use the float to minimize collection times and increase disbursement dates to give them more time with the cash on hand to use in interest building securities. Electronic Funds Transfer is quickly replacing the out-dated check system, with the EFT system the ease of electronically deposited funds; this reduces the lag or down time traditionally associated with the manual check. This system increases the efficiency of the banking system and decreases float times for the company. International cash management allows the company to deposit money in countries with a high interest rate returns. This allows the company to invest in high return loans in a source of generating additional revenue. Marketable securities turn non-generating cash into interest generating revenue through CD’S, treasury notes, treasury bills, savings deposits, Eurodollar deposits and commercial paper. The techniques used in cash management are used to reduce or eliminate unwanted cash balances that do not generate revenue and turn them into interest earning securities. Collections control and management is vital in eliminating unwanted cash balances, the entire purpose is for the company to retain the highest rate of cash solvency to maximize profitability. Companies have reduced the use of â€Å"float† methods with the increase of EFT’s, time is not an issue with the EFT, and this transition takes place immediately. However, both float and Electronic Funds Transfer can be used in collections to maximize return. International cash management allows the company to reach for the highest interest rate of return not found in the United States, the use of this technique is more challenging; the ability to manage funds through different geographical locations and time zones can be extensive. The International cash is always susceptible to currency fluctuations, interest rate changes that could end in a lesser value than originally deposited. The International cash management runs at a high risk for the company but also has the potential for the largest gain. Marketable securities are a good technique for cash management but run the risk of company loss with increasing interest rates. Trade credit occurs when a seller or manufacturer of goods extends credit to the company in the form of accounts payable. Bank loans can be used to provide the necessary cash to implement expansion or new product development. Commercial paper is a certificate issued to the investor, by the company; this constitutes a debt that will be repaid. Foreign borrowing lets a company seek outside the normal parameter to obtain loans at a lower rate. Inventory and receivables financing let the company try to get based on their current asset value. Between all the financing options Trade credit constitutes approximately 40% of all short term credit to companies with trade credit a company can take advantage of discounts when the payments are made in a timely fashion, this give the company flexibility in deciding on how long to carry their credit debt. Both bank loans and trade credit are short-term provide immediate funds of financing. However, bank loans are at risk of requiring a higher compensating balance, which lowers the amount of actual money lent to the company. Commercial paper methods of financing have the advantage of being issued below the prime interest rate that banks charge. Commercial paper does not have the challenge of compensating balance requirements but the paper can be lost, stolen, misplaced, or damaged. The commercial paper process has mostly been replaced by a computerized version. Foreign borrowing, like the other techniques, is also short-term but runs the risk of foreign currency inflation or fluctuations. The use of receivables and inventory as collateral in financing is also short-term. Receivable has the advantage when the asset level inflates, as the value increase the amount of money increase that the company can borrow against. The uses of short-term financing or cash management both maintain the goal of ensure sufficient funds the company will need to maximize profitability. Cash management utilizes control over the receipt and payment of cash as to minimize non-earning cash balances and to capitalize the freed up cash in interest earning modes.

Radiological Threat to Public Safety

Radiation is a silent death sentence i. e. you cannot see, smell, or taste it. When radiological material ends up in the wrong hands it can become a catastrophic weapon of mass destruction. The public's security against radiological threats is in the hands of federal, state, and local government agencies. These agencies have the responsibility to regulate, mitigate, monitor, and respond to incidents involving sources of radiological materials. An analysis of current radiological threats will provide an improved understanding of potential and creditable radiological threats confronted by the public. Radiological Threat to Public Safety Newswire (2011) states, â€Å"Less than one-third of the population feels they are prepared for a terrorist attack, specifically a radiological attack such as a dirty bomb; yet over eighty percent of Americans feel this type of threat is imminent†. Howard & Forest (2008), suggest that a terrorist radiological attack would come by way of a radiological dispersal devise (RDD) or a dirty bomb i. e. a bomb mixed with radiological material and conventional explosives (p. 90). Oppenheimer (2008) states, â€Å"The threat of nuclear terrorism is far more likely from a radiological dispersal device (RDD)–a conventional IED laced with a radioisotope–than via a nuclear fission weapon†(para 1). Uranium and plutonium are well known elements used in nuclear devises. Howard et al. (2008) states, â€Å"Only uranium and a few other elements, notably plutonium, can be turned into explosive weapons, but many more elements emit radiation† (p. 90). Howard et al. (2008), states, â€Å"Two basic designs of crude nuclear explosives are likely to be adequate for most purposes of terrorist groups intent on nuclear terrorism†(p. 14). The first generation, gun-type nuclear explosive device is similar to the bomb that destroyed the city of Hiroshima, Japan. This is the simplest crude devise to design and construct with a powerful nuclear explosion (Howard et al. 2008, p. 114). The United States Department of Health and Human Services (2011) stipulates that the first step in understanding creditable radiation emergencies is to â€Å"draw the distinction between a nuclear event (like the bomb dropped on Hiroshima, Japan) and a radiological event, such as a nuclear power plant incident or a radiological dispersal device (e. . , dirty bomb)†. The following is suggested credible nuclear and radiological events. Nuclear Events; * Produces a nuclear detonation involving the joining (fusion) or splitting (fission) of atoms to produce an intense pulse or wave of heat, light, air pressure, and radiation. * Highly destructive explosion that instantly devastates people and buildings because of extreme heat and impact of the blast. * Leaves large amounts of radioactivity and fallout behind. Radiological Events; * May involve explosion and release of radioactivity, but no nuclear fission. Typically, have less radioactivity released than in a nuclear event. In both events, the wind direction along with the weather patterns can spread radioactivity over a wide area (DHHS, 2008). Oppenheimer (2008), stipulated that the International Atomic Energy Agency (IAEA) suggested that â€Å"From 1993 to 2004, there were more than 400 confirmed incidents of trafficking materials–arrests and seizures involving radioactive sources–that could only be used to produce a RDD†(para 5). According to Howard et al. (2008) â€Å"no terrorist group has ever fielded or deployed a nuclear devise†(p. 110). However, Oppenheimer (2008) states, â€Å"Only one RDD incident is known: A dynamite bomb laced with cesium-137, a radioisotope used widely in medicine, was planted by Chechen separatists in a Moscow park in December 1995† (para 3). Authorities were able to find the terrorist RDD before it was detonated (Oppenheimer, 2008, para 3). The premise is evident i. e. terrorist organizations have the capability to obtain and deploy a RDD. Howard et al. (2008) suggest, â€Å"A homemade nuclear device, although crude and less efficient than a state military weapon, could very well serve the needs of a terrorist group† (p. 113). Bullock, Haddow, Coppola, & Yeletaysi (2009), describe different types of terrorist events that might include the use of radioactive material. * Introducing radioactive material into the food or water supply. * Using explosives to scatter radioactive materials. * Bombing or destroying a nuclear facility. * Exploding a small nuclear device† (p. 187). Oppenheimer (2008) described and highlighted the unpredictable radiological poisoning of a former â€Å"KBG agent Alexander Litvinenko by polonium-210 in London in November 2006 â€Å"(para 6). This type of radiation, once inhaled or ingested, will cause an illness that is slow and painful. The contamination spread as the Litvinenko moved about London and beyond (Oppenheimer, 2008, para 6). According to Oppenheimer (2008), â€Å"The U. K. Health Protection Agency had the unenviable task of tracing and testing the urine of hundreds of potential contacts and arranging for them to be treated and counseled†(para 6). There were a total of 17 people who were contaminated with radiation at above-average levels (Oppenheimer, 2008, para 6). Oppenheimer (2008) suggests that â€Å"A growing number of smuggling cases since 2002 have involved radioisotopes used in civilian industries and medicine†(para 2). Radioactive materials that are no longer considered useful in medicine could be used in building a RDD or a dirty bomb (The American Nuclear Society, 2005). Some agencies feel as though there has â€Å"not been enough of a concerted effort focused on the threat of a radiological attack such as a â€Å"dirty bomb† (Newswire, 2011). Oppenheimer (2008) describes four attempts at deploying RDD by Chechens i. e. â€Å"deploying an RDD and attacking a nuclear power plant, which are not well documented but are known within the EOD (explosives ordnance disposal) community†(para 1). Hawley (2008) suggests, â€Å"The use of a pharmaceutical grade radioactive material attached to a pipe bomb would release radioactive material†. In addition this small amount of radiation could cause sickness over time. Howard et al. (2008) states, â€Å"Extended exposure to low-level radioactive material increases the likelihood of cellular destruction†(, p. 90). The low level of security at many of Russia’s nuclear power plants and abandoned Russian Northern Fleet submarines has also increased the risk of possible terrorist attacks or takeovers. â€Å"There still are about 120 subs with fueled reactors in need of disposal† (Oppenheimer, 2008, papa 2). If a meltdown or explosion at a nuclear facility ever took place a large quantity of radioactive material would be released into the environment. Employees at the nuclear facility would likely be contaminated with radioactive particles to include injuries from the explosion itself. Individuals who received a large dose of radiation might develop acute radiation syndrome. Individuals in the surrounding area could be exposed or contamination and would need medical assists along with decontamination (Bullock, et al. 2009 p. 233). This huge concern and worry of radiological threats, voiced by the public, might not be credible. This is based on research and analyses performed by numerous agencies. According to Bevelacqua & Stilp (2009), â€Å"Bombings involving storage facilities or transportation vehicle pose the greatest threat†(p. 60). Mitigating potential bombings of critical facilities and transportation is a challenge for federal, state and local agencies. Bevelacqua et al. (2009) states† A nuclear bomb threat is unlikely to be carries out for a number of reasons, including the extreme expense, its logistical difficulty, and the enormous amount of technology necessary to develop a disperse such a devise† (p. 9). Hawley (2008) states, â€Å"The use of an actual nuclear detonation device is unlikely and very improbable given security these materials have† (p. 233). The amount of nuclear material required for an extensive nuclear result and the particular type of material needed makes use unlikely (Hawley, 2008, p. 233). Bullock, et al. (2009) states â€Å"Although a dirty bomb could cause serious injuries from the explosion, it most likely would not have enough radioactive material in a form that would cause serious radiation sickness among large numbers of people. Oppenheimer (2008) suggests, â€Å"There are numerous obstacles to overcome when weaponizing radioactive materials; the same devices that could be a threat to the public also pose potential threats to terrorists†(para 3). Howard et al. 2008, describe the seven myths identified about the threat of nuclear terrorism. 1. Terrorist want a lot of people watching, not a lot of people dead. 2. Nuclear material required to make a bomb are nearly impossible for terrorist to obtain. 3. Difficulties of constructing or stealing a nuclear bomb are unlikely by a terrorist group. 4. The only way a terrorist organization could acquire a nuclear bomb is from a state. 5. The mistaken belief that it is possible to put in place around the United States and other major countries a security cordon that can reduce to a low level the risk that nuclear weapons and material might be smuggled in. 6. The notion that an offensive security posture alone will mitigate the threat of nuclear terrorism. 7. A number of states analysts argue that states would not be especially interested in a stolen nuclear or stolen material to make one, because they want to produce the material for as many nuclear weapons as they need (p. 02). According to Shaw (2001) â€Å"Most studies of preventing terrorist nuclear attacks have reached the same basic conclusion–none of the available basic techniques is sufficiently capable to preclude a successful attack with a high degree of confidence† (p 3). The following are the seven suggested basic techniques: 1. Arms control and related diplomatic measures to control proliferation and access to technology and materials for making nuclear weapons. 2. Physical security and control of existing weapons and materials. 3. Pre-emptive actions. . Deterrent threats of retaliation for attacks. 5. Border controls and related domestic security measures aimed at preventing the movement of weapons or materials into the US. 6. Intelligence collection and law enforcement measures leading to the discovery and apprehension of would-be perpetrators. 7. Effective consequence control and mitigation—still a long way from reality—could be at best a distant second in desirability. Public education on the effects of radiation might allow for understanding the credibility of radiological events. Hawley (2008) states, â€Å"Education on hazards of radiation and the effective use of radiation monitors can ease this fear† (p. 234). There are organizations established to educate radiological protection, challenges, and issues. The Newswire (2011) states, â€Å"The Radiological Threat Awareness Coalition (R-TAC) was established to increase awareness and preparedness in this country against a possible radiological attack such as a â€Å"dirty bomb†(para 1) This synergistic awareness and preparedness was validated successfully by London government agencies responding to prevented a radiological event from becoming catastrophe. Oppenheimer (2008) suggests that the â€Å"London incident response demonstrate that government agencies could rapidly adapt to an unprecedented situation†(para 6). This radiological event also showed that nuclear events are all but impossible to predict. Conclusion The mitigation of nuclear weapons issues remain a heighten concern by free nations. The management of the existing stockpiles in the former Soviet Union continues to be a challenge in addition to the activities of the other governments that control nuclear weapons and demonstrate troublesome behavior especially, Pakistan, North Korea, and Iran (Banks, Nevers, & Wallerstein, 2008, p. 7). According to Hawley (2008) â€Å"there is currently speculation that there are some small nuclear devises missing from Russia; but this has never been substantiated† (p. 233). However, the fear of missing nuclear devises is a weapon itself. According to Hawley (2008), there is an advantage to a noncredible RDD or a small RDD, and that is the public's reaction. The public's perception, and first responders, is that this event would be a radioactive disaster. However, the reality is that the amount of the radiation would not be dangerous, and as time passed, the danger would lessen as the radioactive material decayed to a lesser hazard. Radiation is one of the big unknowns and cause of fear because it is unknown. This fear makes radiation a key weapon for a terrorist organization. Given this analysis, the question continues to be asked. Is there a credible radiological threat? The answer is yes or maybe no. Either way terrorist organizations have instilled fear of possible radiological events in our nation's future.

Para Qué sirve la Matrícula Consular en Estados Unidos

Para Quà © sirve la Matrà ­cula Consular en Estados Unidos  ¿Quà © Es la Matrà ­cula Consular? La matrà ­cula consular es un documento emitido por los consulados de algunos paà ­ses  que permite la identificacià ³n de los connacionales que residen en los Estados Unidos. La matrà ­cula se entrega a todas las personas que la solicitan y cumplen los requisitos, sin importar su estatus migratorio (dado que los inmigrantes ilegales no tienen otras formas de identificacià ³n, la matricula consular es la que ms usan para este fin). Consulados que emiten la matrà ­cula consular Los consulados que entregan matrà ­culas consulares a sus connacionales dentro de Estados Unidos son: Argentina, Colombia (Tarjeta de Registro Consular), Ecuador, Guatemala (Tarjeta de Identificacià ³n Consular) y Mà ©xico (Matrà ­cula Consular de Alta Seguridad).   Cada consulado establece los requisitos para otorgarla, pero en general se solicita: un documento que pruebe la ciudadanà ­a del solicitante (como pasaporte o acta de nacimiento)uno o varios documentos que prueben el lugar de residencia (recibos de electricidad, contractos de arrendamiento, facturas)una o ms fotos tamaà ±o pasaporteuna cuota de pago de hasta $30 Cada consulado puede pedir documentos adicionales. En el caso de Mexico, los requisitos son: Prueba de nacionalidad (pasaporte mexicano, certificado de nacionalidad mexicana, certificado de nacimiento en Mà ©xico, o declaracià ³n de nacionalidad mexicana)Prueba de identidad (licencia de manejar mexicana o estadounidense, una identificacià ³n emitida por un estado de los Estados Unidos, pasaporte mexicano o de Estados Unidos, permiso de trabajo, tarjeta de voto mexicana, o cualquier identificacià ³n con foto emitida por el gobierno de Mà ©xico)Prueba de residencia en Estados Unidos (identificacià ³n emitida por un organismo pà ºblico en el que conste la direccià ³n del solicitante, o una factura de servicios pà ºblicos)Pago de $27  ¿Para Quà © Sirve la Matrà ­cula Consular? La matrà ­cula consular sirve: Como identificacià ³n en los condados  y ciudades que la admiten, como Tucson, Los Angeles, Dallas, Houston, Phoenix, Denver, San Antonio  y ChicagoComo identificacià ³n en ms de 350 bancos y cooperativas de crà ©dito para abrir cuentas, cobrar cheques o enviar dinero al extranjero. Entre las instituciones financieras que admiten las matrà ­culas consulares  se destacan Bank of America, Banco Popular, Citibank, HSBC, JP Morgan Chase, Wachovia Bank, Washington Mutual y Wells FargoComo identificacià ³n para inscribir  nià ±os en la escuelaComo identificacià ³n para obtener tarjetas de la biblioteca pà ºblica.Como identificacià ³n para acceder a  servicios pà ºblicosComo identificacià ³n para sacar licencias para negociosComo identificacià ³n para ingresar a edificios pà ºblicos de las municipalidades que la admitenComo identificacià ³n para obtener algunos servicios sociales, como  el WIC para mujeres embarazadas y menoresComo identificacià ³n para solicitar el certificado de nacimiento de un hijo nacido en Estados Unidos. Tenga en cuenta que algunas ciudades han emitido sus propias tarjetas de identidad y estas pueden ser utilizadas por los inmigrantes con los mismos beneficios y para los mismos fines de las tarjetas consulares.  ¿Para Quà © No Sirve la Matrà ­cula Consular? La matrà ­cula consular no es: Un documento que muestra el estatus migratorio legal en los Estados Unidos.Un documento que permita trabajar legalmente. Un documento de identificacià ³n para la planilla I-9 en un trabajo nuevo.Un documento de identificacià ³n en edificios federales (USCIS o cortes migratorias).Un documento de identificacià ³n para vuelos nacionales.Un documento de identificacià ³n para ingresar a Estados Unidos.  ¿Es Riesgoso Utilizarla? La tarjeta consular no indica el estatus migratorio, en ella no hay pruebas escritas de la misma. Sin embargo, una autoridad podrà ­a considerar el uso de la matricula una razà ³n de sospecha de que la persona no cuenta con otro documento legal de identificacià ³n. Aà ºn asà ­, recuerde que las autoridades no pueden obligarle a responder a sus preguntas ms all de su nombre ni obligarlo a mostrar ningà ºn tipo de documento; si una autoridad lo interroga usted puede permanecer en silencio una vez haya dicho su nombre. En esa medida, la matricula consular es una buena opcià ³n para tramitar gestiones que requieran identificacià ³n. De lo contrario usted puede usar su ITIN (Nà ºmero de Identificacià ³n de Contribuyente Individual) que le provee el IRS si no tiene seguro social. Este nà ºmero tampoco lo autoriza para trabajar legalmente pero muchos inmigrantes ilegales lo usan para pagar sus impuestos por trabajo. Este es un artà ­culo informativo y no pretende ser asesorà ­a legal.

How to Quiet a Class Without Yelling

How to Quiet a Class Without Yelling When you get home from work, do you often feel hoarse from telling the kids to stop talking and exhausted from trying, in vain, to keep your kids on task? Do you fantasize about a quiet classroom in your private moments? Discipline and classroom management are, by far the top battles that you must win in the classroom. Without focused and relatively quiet students, you might as well forget about hard work and significant academic achievement. Believe it or not, it is possible to quiet your students and keep them on task with simple nonverbal routines that save your voice and your sanity. The key here is to get creative and do not expect one routine to work forever. Many times, effectiveness wears off with time; so feel free to rotate through the various methods listed below. Here are some teacher-tested student discipline strategies that meet the objective of maintaining a quiet classroom with ease. The Music Box Buy an inexpensive music box. (Rumor has it that you can find one at Target for approximately $12.99!) Each morning, wind the music box up completely. Tell the students that, whenever they are noisy or off task, you will open the music box and let the music play until they quiet down and get back to work. If at the end of the day, there is any music left, the kids receive some type of reward. Maybe they can earn tickets for a weekly drawing or a few minutes towards end-of-the-week free play time. Be creative and find the perfect no-cost reward that your students will really want to quiet down for. Kids love this game and will quiet down immediately as you reach towards the music box. The Quiet Game   Somehow, when you just add the word game to your request, the kids will generally snap right into line. They get 3 seconds to make as much noise as they want and then, at your signal, they become silent for as long as possible. Students who make noise receive dirty looks and peer pressure to quiet down again. You can set the timer and tell the kids that you going to see how long they can stay quiet this time. You might be surprised at how well this simple technique works! Eye the Clock Each time your students get too loud eye the clock or your watch. Let the students know that whatever time they waste by being noisy, you will subtract from their recess or other free time. This usually works really well because the kids dont want to miss recess time. Keep track of the time lost (down to the second!) and hold the class accountable. Otherwise, your empty threats will soon be discovered and this trick wont work at all. But, once your kids see you mean what you say, a mere glance towards the clock will be enough to quiet them down. This is a great technique for substitute teachers to have in their back pockets! Its quick and easy and will work in any situation! Hands Up Another nonverbal way to quiet your class is to simply raise your hand. When your students see that your hand is raised, they too will raise their hands. Hands up mean stop talking and pay attention to the teacher. As each child notices the cue and quiets down, a wave of hand-raising will envelop the room and you will soon have the whole class attention. A twist on this is to raise your hand and count one finger at a time. By the time you get to five, the class needs to be quietly paying attention to you and your directions. You may want to quietly count to five along with the visual cue of your fingers. Your students will soon get used to this routine and it should be pretty quick and easy to quiet them down. Advice The key to any successful classroom management plan is to think carefully about the goals you want to achieve and act confidently. You are the teacher. You are in charge. If you dont believe this underlying precept wholeheartedly, the kids will sense your hesitation and act on that feeling. Consciously design your discipline routines and teach them explicitly. Students love routines as much as we do. Make your hours in the classroom as productive and peaceful as possible. Both you and the kids will flourish under such circumstances!

La bodas de Sangre - Blood weeding (federico Lorca) & Blood weeding Essay

La bodas de Sangre - Blood weeding (federico Lorca) & Blood weeding Film (Carlos Saura) - Essay Example In reference to Leonardo as the dark river shows honor and life-death as the connection is fairly clear when the Bride refers to the fatal force of the dark river in contrast to the â€Å"little bit of water. The â€Å"little bit of water symbolizes the Bridegroom from which she hoped for children. Symbolism that in the film, the orange blossoms that the bride wore were fake and waxy which symbolized the fake society in which she lived. In the movie the bride wears the fake orange blossoms to her wedding as it symbolizes her conformity to the society in almost a mocking way.   This goes together with the black dress she wears for the wedding, as if symbolizing her despair and sadness at having to go through with the wedding  when she really loves Leonardo. The lyrics impulse of the play culminates in the film, where the themes of honor and passion are absorbed in the theme of death that which paradoxically is life. The play of double perspective of death that are suggested in the dual manifestation as death is said to be an Old Woman demanding for a crust of bread. In another image Death is said to be white faced and the moon longing for life and seeking in the death of the men is symbolized by a heart, the crest of the fire, and red blood for his cheeks. The ceremony of p reparing the Bride in the church and the festivities preceding the entry of the Bride and Groom in to the bridal chamber. Both lyrics employ the familiar symbol of a flower, branch, and stream and both make visible another thread of symbol that is to become prominent as the themes of pride and passion move toward their ultimate resolution in the theme of death. The symbol of fire is enhanced as it is associated with honor as well passion and death. The horse in the Lullaby is to be identified with Leonardo’s horse and his wounds with the fate of Leonardo is indicated by the action accompanying the song.

Critical Assessment of Two Music Reviews about 1 CD Term Paper

Critical Assessment of Two Music Reviews about 1 CD - Term Paper Example In her review, Feller recognized ‘The Pursuit’ under an aesthetic criteria based on how Jamie Cullum was able to improvise with the chosen original compositions and her critique feels that Cullum made his own version direct a totally unique course so the music, as in Cole Porter’s ‘Just One of Those Things’ comes out familiar yet strangely phenomenal. The article reflects a cheerful acknowledgment of the ways pop, Broadway, R&B, hip hop, club jams, and classics become ingredients that dish up the album in the fashion Jamie would prefer to give shape to his own rendition of a few covers whose chief elements have not neglected to show their origins even as Cullum placed them on his special diversion (Feller). As such, Feller acclaims ‘I’m All Over It’ which to her sounds both heavy and energetic with piano and drums respectively, so much so that the sad content of the lyrics overpowers and brings a notice less significant than instrument work. According to her, this establishes a good introduction of the musician’s profile and personal selection while ‘Wheels’ was made for the audience to be insightful about the apocalypse in which the abrupt pacing with the piano play makes the lyrical turn highly volatile to affect a listener’s mood with progressive wildness. ‘You and Me are Gone’ in the same manner passed the reviewer’s scrutiny as she takes delight in sounds that pull off the swing in the typical 1940s setting and dance attitude at the time. There even is a point when a jazz waltz by tradition melts with songs that are rather expected to comprise the atmosphere in a chill out lounge. More uplifting remarks are given to ‘Mixtape’ which is a track that’s presumably competent of implying to the audience what ‘The Portrait’ is made of, as in the touch of an inner impression such album ought to be planned by the composer. Within pop tune, Sally’s assessment speaks of a collection that

Business & Markets In A Global Environment (Assessment 1 ) Case Study

Business & Markets In A Global Environment (Assessment 1 ) - Case Study Example ve to take into consideration the importance of having an interconnected society that allows for quick movements across the world, and consider investments across the divide. The dissemination of knowledge allows for easier maximization of skills and knowledge, with companies looking for different ways of outsourcing services to reduce the costs of operation and make their products affordable by all. General Motors (GM) is a global multinational automaker that has remained at the top of the industries for several decades. The increasing globalization continues to boost its presence and the growth of its market share is a key evidence of its presence in the global market. Globalization, therefore, is an effective way of understanding the merits and demerits of dealing with increased connectivity across the world. GM continues to take advantage of globalization by making use of its subsidiaries to produce its vehicles at a cheaper price. The aim is to create a platform where the company can reduce its operating costs, increase its manufacturing ability, and increase the number of units sold annually. This has made the company look for different means of outsourcing cheaper skills yet effective in meeting its ultimate goals of being a quality automaker in the world (Dunne, 2011). Its branches across the world all have their different aims and objectives, and that provides different attributes that ought to take the center stage during each manufacturing process. The needs of the locals must be met to make the company a favorite amongst its core producers. Headquartered in Detroit, Michigan, GM has been in existence since 1909. It continues to provide the world with a variety of automobiles from its facilities. It has expanded its brands to thirteen with production in 37 countries, and owning majority stakes in a myriad other companies across the world. This has made it one of the largest companies in the automobile industry, serving as a designer, a manufacturer,

Analysis of the Daimler-Benz and Chrysler Merger

Analysis of the Daimler-Benz and Chrysler Merger ABSTRACT Globalisation has changed the appearance of the economy. Especially in the 1990s firms expanded into new markets to operate more global and to develop their business. To do so, many companies choosed to expand via corporations with other companies to make the market entry easier or simply to strenghten their market position. Mergers and acquisition became one of the most used tools for development, whereas a merger between well known and successful companies always caused a sensation. Mergers caused such a stir as the companies involved in a merger faced a complete new identitiy and innovations were about to alter the company. The research project proves the decision for a merger rather than an alliance and the synergies gathered due to this tool of development. Two companies, Daimler-Benz and Chrysler, are investigated to illustrate the academic frameworks in practice to come to a conclusion why they merged. Methodology includes analysis of secondary data which has been published on the subject area. The findings and analysis of the research conducted, concluded that synergy is the most important aspect when companies grow through mergers. Furthermore, the results show that internationalisation due to globalisation is the key driver of mergers. The paper concludes with an evaluation of the study and recommendations for further research. CHAPTER ONE 1.1. Reason for Choice of Topic Companies come and go, chief executives rise and fall, industry sectors wax and wane, but an outstanding feature of the past decade has been the rise of mergers and acquisitions (MA). Whether in times of boom or bust, MAs continue to be the preferred option for businesses seeking to grow rapidly. A company has several options to choose from when it comes to growth strategies. One option is to grow organically by increasing sales personnel, new product developments and by expanding into new geographical areas. Alternative options to achieve the desired growth, companies traditionally build, buy, merge with other companies or co-operate through alliances. However, the best example of how to grow inorganic is to merge or aquire (Sherman, 2005). MAs are mainly about growth according to Lees (2003) and Sudarsanam (2003). Internal or organic growth is in most cases a slow process and MAs is another option that will increase the growth process. By doing an MA deal, the acquiring company or the merged companies can get instant access to new markets, technology and operations can be completed more efficiently. Several reasons and motives exist why a company chooses to grow through MA. According to Gaughan (2002) the most common motive for MA is to create synergy. However, other motives play also an important role, like diversification, improved management, market power or tax motives. Johnson and Scholes (1997) state that MAs are a quick way of entering new markets or products. The company can also gain competences or resources through this way. Knowledge about the market situation is also a significant cause why companies choose to develop through MA. Another reason for companies to develop through MA is that they are actively s earching for benefits arising from synergies. The author has chosen the topic to gain further knowledge about the topic of why do companies actually merge to gain synergy. The reasons for attempting to gain further knowledge are based on the authors fascination on MA in general and to the extend why Daimler-Benz and Chrysler did actually merge. The split between those two has not been long ago and therefore the author was particularly interested in this merger. Furthermore, the author is interested what type of synergies were the most relevant in this merger of equals. 1.2. Academic Obejctives of Dissertation This research aims to point out that synergies play an important role when two companies are doing a corporation in order to grow. The author has chosen the following objectives in order to support the research hypothesis: To discover why companies select mergers instead of strategic alliances as tool for development To investigate to what extend synergies play an important role when merging To explore the importance of internationalisation in times of globalisation 1.3. Outline of Chapters Introduction: Introduces the topic of this research and explains the aims and objectives of the study. Setting the scene: This chapter is to set the scene for the study. It presents background information about the two companies and what actually did happen. Literature review: Discusses the academic literature on mergers and acquisition and synergies concentrating on several approaches to be applied to the case study. Methodology: Discusses how the research was conducted and recognizes any limitations and biases of the chosen methods. It involves a description of how the research and data was analysed. Findings: Presentaion of the case study including important information for the research Analysis: The findings from the secondary research are analysed against the earlier literature and research from chapter three. Conclusion: The research project is finally concluded, commenting on the initial objectives of the study. The limitations and recommendations for further research are also discussed in this chapter. CHAPTER TWO 2.1. Background of Daimler-Benz AG As Jurgen Schrempp became the new CEO of Daimler-Benz AG in May 1995, one of his first jobs was the promulgation of a new strategic concept containig five points to strenghten their market position and to expand further. Mercedes considered the US market to be the important and competitive automobile market in the world. They established a greenfield plant in Tuscaloosa in 1994 already to strenghten their position in the US market and were supposed to be market openers. Those were the first signs that Daimler-Benz wanted to expand. 2.2. Background of the Chrysler Corporation From 1994 to 1997 Chrysler beat one historical record after another, where even some models were selected as cars of the year. It was even crowned by Forbes as the company of the year 1996. Bad labour relations have been improved through corporatist agreements. However, most cars were sold in the home market and plans to expand to other non-american countries have been scattered more or less. Nevertheless, the frequent crises and the internationalisation deficits of the company had planted the idea of a partner in the minds of the Chrysler executives. 2.3. The Merger When in May 1998 the CEO of Daimler Benz, Jurgen Schrempp and Robert Eaton, CEO of Chrysler signed the contract for a merger between those two companies, they made the biggest industrial merger in history. Both partners expected great value and advantages, as both companies seemed to complement well with each other. As a matter of fact, the company did not develop as good as anticipated. From the beginning on DaimlerChrysler could only announce little profits and losses, in the year 2001 it was even the biggest loss in history of all German companies. By mid 2004 the market value of the company has been less than half of what the value has been of both companies before the merger. By the same time the sales figures and business numbers of competitors increased. In May 2007, not even ten years after the merger, the dream of a super company bursted like a bubble. CHAPTER THREE 3.1. Reasons for Internationalisation As Kwon Kopona (1993) state in their theory the choice of market entry should relate to the companys corporate strategy and the extent, depth and geographical coverage of the present and intended foreign activities. Furthermore, the decision for growing should be made when there is a sufficient understanding of the different types of entry. On the one hand companies could gather experience through alliances and on the other hand fail to see that in particular cases an acquisition would be more successful (Clark, 2005). Dyer et al. (2004) state that a specific advice is needed about when to apply each strategy that is based on internal and external circumstances. Especially internally, the companies should focus on resources that are to be combined, the extent of unnecessary resources and the type of synergy which the firms seek. Externally, important factors are the degree of market uncertainty and the level of competition. As experience and interests of the company are different, t hese factors will have different degrees of importance. In Porters (1987) point of view entering a new market must be attractive for the expanding company. It needs feasibility of making profits in the target organisation. The costs of entry must be taken into account. These include direct costs as the cost of shares and advisors and indirect costs include such costs as integration costs. According to Dunning (1988) where he argues with the eclectic theory that additional costs can occur because of the failure of knowledge about market conditions, the legal and cultural diversities and the increased costs of operating at a distance. It also must be taken into consideration if the possibility of gaining synergies exists and what the opportunity of benefiting from the target companys core competences is. The local advantages of countries play an important role. The main country advantages can be classified as economic advantages, consisting of quantity and quality factors such as transportation, production, scope and the size of the market. Then there are political advantages that include government policies which have a positive influence on the market entry. And finally there are social and cultural advantages, which implicate the physical distance between the home country and the foreign country, language and cultural diversities and the general attitude towards foreigners. Dunning (1988) declared that companies have to be aware that relative attractiveness of locations can change over the year. He also declares that particular know-how and specific core abilities which count as an internalisation advantage can have a positive impact on the general business performance. 3.2. Methods of Development 3.2.1. Merger and Acquisitions As De Witt Meyer (1998) state in their thesis, mergers and acquisition are the most popular and influential form of discretionary foreign direct investment. Acquiring of another company is a takeover, be it friendly or hostile, while mergers only represent the share in a company according to Douglas Craig (1995). A non-adversarial approach benefits not only buyers but vendors as well, claimed by Beckett (2005). Mergers and acquisitions are significant alternatives to internal growth of companies as they enable companys fast penetration of new and foreign markets, acquire necessary know-how and skilled personal and obtain economies of scale and scope, according to Jackson (1995). Companies that merge gain access to supply and distribution channels through an upstream alliance. Furthermore Contractor Lorange (1998) state that enhancing their reputation and reducing competition if the integrated company is a competitor might be seen as an advantage. MAs are a well developed strategy and not a reaction to the first apparent opportunity as Simmons (1988) argued. As Coyle (2000) states, MA can be the outcome of either an aggressive or defensive strategy. Aggressive would mean that the company will seek to improve its market position to create a bigger company and finally to produce on a bigger scale and more cheaply through economies of scale. Defensive strategies on the other hand are made in order to survive in changing industry. A totally different reason for doing MA claimed Beckett (2005) as he said that companies may benefit from MAs when they acquire a company at a certain value and sell it later at a higher value. Through increasing shareholder value by providing a higher level of dividend and capital gain return and securing a higher return on the investment. This paper is mainly looking for the purposes for a merger and therefore for the realisation of potential synergy effects, as the purpose of most MAs is to achieve some kind of synergy. The belief is that two comparable companies together will achieve far better results than independently. Cost cuttings and savings will often lead to this effect. A successful MA can be classified as one where the potential synergies identified are to be utilised best as Coyle (2000) states. 3.2.2. Strategic Alliances Johnson (1999) has declared that defining strategic alliances are difficult to define as various forms exist. Clark (2005) defines it as two companies which are brought together with similar interest but with different strengths to work on particular projects, developmental approaches and marketing agreements which will offer benefits for both companies. Lorange and Ross (1992) even came to the conclusion as strategic alliances entail a very broad definition that it incorporates MA. Strategic alliances can be separated into three different types as Contractor and Lorange (1988) state: Joint ventures, Non-equity alliances and Minority equity alliances. Preece (1995) recognised 6 main reasons for strategic alliances, starting all with the letter L, therefore they can be named as the 6 Ls. Learning is the first one of them, as he argues that knowledge will be acquired. Leaning is meant as replacing the value chain activities and filling in the missing infrastructure. Leveraging will fully integrate the firms operation. Linking suggests that the links between supplier and customer should be build closer. Leaping pursues a radically new area of endeavour. And finally Locking out, which means reducing competitive pressure from non-partners. 3.2.3. MA versus Alliances The main difference between MA and alliances is the power of control according to Lorange Roos (1992). A pure acquisition would mean that the brought up company is under the control of the ones who bought it. To achieve growth due to acquisition and remain in control, huge financial resources are needed. Rather than buying a whole company, a corporation can propose a joint venture with a specific division in which the corporation is interested in. In case this joint venture works well, a multi-activity alliance could be grown. Equity swaps can be conducted for long-term stabilisation. However, without full control the corporation cannot decide for its own how the alliance or the merger will develop or if it will continue. A company with two equal CEOs does not work out well due to different interest and objects as Lorange Roos (1992) state. And Clark (2005) stated earlier that companies could gather experience through alliances but fail to see later that in particular cases an acquisition would be more successful. 3.3. Mergers 3.3.1. Types of mergers In a merger, the assets of two previously separate firms are combined to establish a new legal entity. In fact, the number of mergers in mergers and acquisition is almost vanishingly small. Less than 3 percent of cross border mergers and acquisitions by number are mergers. In reality, even when the mergers are supposedly between equal partners, most are acquisitions where one company controls the other. When there is a merger between two competing firms in the same industry, it is called a horizontal merger. (Buckley and Ghauri, 2002). When there is a vertical merger, two companies merge that have a buyer-seller relationship. Then there are the three conglomerate types. Pure conglomerate will be a merger where there are different markets and different products, so totally unrelated. Then there is conglomerate market extension, where it is a merger between a company that offers the same products but in a different geographical market. The last type is the conglomerate product extensio n, where the merged company sells non-competing products, but functionally related in production and distribution. In the case of the dissertation, it focuses on horizontal mergers which operate on overlapping markets and segments. Cartwright Cooper (1996) claimed that the definitions and intentions of MAs often read like a cheesy novel with a likeness to a more or less welcomed dating or courtship. The following four approaches are made: Pillage and Plunder One-night stand Courtship/Just Friends Love and Marriage Love and Marriage would certainly best fit to the focus of this paper, as the aim is to achieve a positive long term international growth. The fourth category is aiming for long term integration through assimilation and blending. 3.3.2. Cross-Border Mergers One important aspect of understanding cross-border MA is to examine the logic driving the deals. Strategic motives for a cross-border merger involve acquisitions that improve the strength of a firms strategy. Examples would include mergers intended to create synergy, capitalize on firms core competence, increase market power, provide the firm with complimentary resources, products and strengths, or finally to take advantage of a parenting advantage. However, in a recent book by Mark Sirower (1997) he argues that synergy rarely justifies the premium paid. Sirower declares, many acquisitions premiums require performance improvements that are virtually impossible to realize even for the best managers in the best of industry conditions (p.14). In exploiting a core competence a firm takes an intangible skill, expertise, or knowledge and leverages it by expanding its use to additional industries where it may create a competitive advantage in several different businesses. One strategic reas on to acquire is to gain complimentary products, resources or strengths. Research shows that one important driver of cross-border mergers and acquisitions may be undervaluation (Gonzalez et al., 1998). A driver of cross-border mergers might be differences in the macro-economic conditions in two countries. That is, one country might have a higher growth rate and more opportunity than some other country. Thus, it would seem reasonable to expect the slower growth country to be more often home to acquirers whereas the faster growth country is likely to more often home to target firms as Hitt et al. (2001) stated. Reasons for cross-border acquisitions include market power, overcoming market entry barriers, covering the cost of new product development, increasing the speed of entry into a market, and greater diversification. Cross-border acquisitions can produce both economies of scale and economies of scope. They help a firm enter new international markets and thereby enhance their ability to complete in global markets. Of course, cross-border acquisitions are even more challenging to complete successfully than acquisitions of domestic firms according to Hitt et al. (2001). In fact, some research studies suggests that with the right strategy and the right approach to post-merger integration, cross-border acquisitions can create value for the acquiring firm according to Belcher and Nail (2000). 3.4. Motives and Objectives for Merging The literature on motives for MA has placed a significant amount of different sources and theories by several authors. The merits of using mergers to reduce costs are disputed by managers and by practitioners. For example, managers have been heard to comment that costs reductions are the merger benefit that is most likely to be achieved whereas the achievement of synergy is highly uncertain. On the other hand, Michael Porter argues that what passes for strategy today is simply improving operational effectiveness. Porter (1998) argues, In many companies, leadership has degenerated into orchestrating operational improvements and making deals (p.70). It is understandable how operational effectiveness may have come to be the driving motive for many mergers, however. Often at the same time a merger is announced, there will be an announcement of a cost reduction target. Merging in order to create synergy is probably the most often cited justification for an acquirer to pay a premium for a target company. Synergy effects can be created by redeploying assets. This can mean two different things. In the first case, the acquiring company may transfer a resource belonging to the target company to the acquiring company. Colombo et al. (2007) also found out that a strong predictor of acquisition performance was the extent of asset redeployment from the target to the bidder. Weston and Weaver (2001) stated that the first category is synergy or efficiency for a merger, in which total value from the combination is greater than the sum of the values of the component firms operating independently. Hubris is the result of the winners curse, causing bidders to overpay; it postulates that value is unchanged. Of course, in a synergistic merger, it would be possible for the bidder to overpay as well. The third class of mergers comprises those in which total value is decreased as a result of mistakes or managers who put their own preferences above the well-being of the firm, the agency problem. Economic motives are an important subcategory creating strategic logic for a merger. One example is to establish economies of scale. A second closely related reason is to be able to reduce costs due to redundant resources of two firms in the same or closely related industry. Thus if the company acquires a company that is in the same or a closely related industry and there is substantial overlap between the two businesses there may be ample opportunities to reduce costs. Another reason is that the stock of the firms from a particular country may be undervalued. A fourth reason is the macroeconomic difference between countries such as different growth rates. Finally, the exchange rates may play a role. Recent research did show that acquiring a foreign company when the home country currency has appreciated in relation to the target companys currency has great benefits for the acquiring company when the industry is highly technological (Georgopoulos, 2008). Firms engage in merger and acquisition activity for many reasons. Effective mergers and acquisitions can, for example: serve as a platform for corporate growth, lead to increased market share, provide the foundations required to generate and gain advantages from economies of scale (these are benefits that occur when the firm is able to use its resources to drive costs lower across multiple products; scale economies are acquired primarily at the operational level) and economies of scope (these are benefits realised through using one units resources in the operations of another unit), and reduce organizational expenses by eliminating duplication and transferring knowledge between and among business units and/or individual product lines (Collins and Montgomery, 1999). One of the most important motives for MA activities, as seen from the experience of the last decade, has been economies of scale and scope. Companies aim to achieve economies of scale by combining resources of two merging companies or create economies of scope by acquiring a company allowing product/market diversification. Other motives include access to each others technology or market reach, achieving a dominant position in the industry, consolidation of the industry, and manipulating rules of competition and antitrust as Buckley and Ghauri (2002) state. The question as to whether merge primarily concerns the identification of the corporate objects and which of these objects are to be pursued through organic growth and which through MA in the form of participations or a full takeover. At the same time, the consequences of the growth strategy and its economic or financial effects in the light of the competition situation and the extension of the value added chain must be carefully examined. Empirically, in approximately 85 per cent of all concentrations between undertakings and acquisitions, the question as to whether is answered with a view to the object of achieving growth in the core business (Picot, 2002). However, Buckley and Ghauri (2002) stated also that mergers and acquisition have become the most dramatic demonstration of vision and strategy in the corporate world. More than 50 percent of the mergers so far have led to a decrease in share value and another 25 percent have shown no significant increase. When coming to a conclusion what is now the main purpose to merge, the author would conclude that it depends on the companys expansion strategy and the different motivation to form alliances. However, effective mergers and acquisitions can serve as a platform for corporate growth, lead to increased market share, provide the foundations required generating and gaining advantages from economies of scale and scope as Collins and Montgomery (1999) concluded. These factors are seen as the most important motives to form a merger and to believe that it would help the effected corporations to strengthen their market position and even gain more market share. 3.4.1. Synergy According to Coyle (2000) synergy is the additional benefit that can be derived from combining the resources of the bidding and target companies. Synergy has been described as the two and two makes five effect. It can also be classified as Gaughan (2002) put it, as synergy and value creation are a synonymous and synergy is when the value of the MA exceeds the value of the two separate firms put together. According to Habeck et al. (2000) the term synergy is used as a synonym for cost cutting. However, in his book he argues that those companies that understand this definition of synergy as cost cutting need to redefine it as it also includes the positive aspects of the MA such as growth and knowledge sharing. Furthermore, he states that it is important to capture growth synergies as quickly as possible and favour those areas where cost efficiencies can be gained. Therefore synergy is an important part in a successful merger. Ansoff (1986) classified different types of synergies. Manag ement synergy occurs when the top management of one of the companies resolves problems of the other company through their experience. Investment synergy can occur from the joint use of plant and equipment, joint research and development efforts, and having common raw materials inventories. Operating synergy can arise from better utilization of facilities and personnel and bulk-order purchasing to reduce upcoming material costs. And finally sales synergy where a merged organization can benefit from common sales administration, distribution channels, warehousing and sales promotion. 3.4.2. Creating Synergy through Mergers Hitt et al. (2001) states that there are four foundations in the creation of synergy which are called strategic fit, organisational fit, managerial actions and value creation. As all four foundations exist the chance of creating synergy is substantially better. Strategic fit can be defined as the match between the two companies organisational capabilities. As two companies with similar capabilities and the same strengths and weaknesses merge the chances of creating synergy is reduced. Organisational fit means that the two companies are highly compatible, meaning that these have similar management processes, cultures, systems and structures. This makes it easier for the firms to share resources, knowledge, skills and effectively communicate. Companies without organisational fit could find that the integration process will be hard to implement. Managerial actions is that creating synergy requires the active management of the acquisition process, in order to realize the different synerg ies and the benefits they convey. To create synergy an active management is needed that recognises the international issues and other problems connected with the MA process. Value creation is the last of the four synergy creation foundations. It is based on the fact that the benefits from the synergy need to exceed the cost of creating and capturing synergy. The costs that should be less than the value of the synergy that is created include those associated with a purchasing premium, financing of the transaction and the set of implementation actions required to integrate the acquired unit into the existing organisational structure. Synergy will add no value as creating it outweighs the value of the synergy. Gaughan (2002) has compiled a model of the process of realizing synergistic gains. The management needs to carefully deal with the strategic planning since the better planned MA is a better chance to succeed. Secondly the management needs to integrate the two companies into one. Finally the synergy can be separated into revenue enhancing synergies or cost cutting synergies. Ficery et al. (2007) furthermore points out that synergy created through MA, the targeted company has access to new geographic market or access to a new customer segment allowing the acquiring company to reach those new markets and segments at a faster pace and at a lower cost. CHAPTER FOUR 4.1. Introduction In this chapter, the author examines the most suitable methodology for the research area and justifies the different methods chosen. It outlines the authors main decisions on methods and data collection and considers their implications for the research findings. It also includes details for the sources used for information collection and explanations why other research methods were rejected. Furthermore, this chapter will give an insight into how secondary research has been gathered, discuss advantages and limitations of research methods and illustrate ethical issues. 4.2. Research strategy This chapter examines the most suitable methodology for the research area and justifies the methods chosen. The author explains how the linkage between the academic literature and reality was explored by using research methods. Furthermore, it will give an insight into how secondary research has been gathered, discuss advantages and limitations of research methods and illustrate ethical issues for this thesis. According to Jankowicz (2000) there are four research strategies that can be used for conducting: the archival method, the case study, the survey and the field experiment. By using the archival method, the companys present and future performance can be analysed by using past financial figures. Using the case study as a research method, a specific organisation can be analysed by researching the internal and external situation of the organisation to find conclusion for a specific subject. Through surveys, human input can be used to find representing input out of the population to a specific topic. A field experiment applies the scientific method to experimentally examine an intervention in the real world. The case study is the most suitable research method to use, as the objective of this research is to analyse and investigate the external situation within a real-life Analysis of the Daimler-Benz and Chrysler Merger Analysis of the Daimler-Benz and Chrysler Merger ABSTRACT Globalisation has changed the appearance of the economy. Especially in the 1990s firms expanded into new markets to operate more global and to develop their business. To do so, many companies choosed to expand via corporations with other companies to make the market entry easier or simply to strenghten their market position. Mergers and acquisition became one of the most used tools for development, whereas a merger between well known and successful companies always caused a sensation. Mergers caused such a stir as the companies involved in a merger faced a complete new identitiy and innovations were about to alter the company. The research project proves the decision for a merger rather than an alliance and the synergies gathered due to this tool of development. Two companies, Daimler-Benz and Chrysler, are investigated to illustrate the academic frameworks in practice to come to a conclusion why they merged. Methodology includes analysis of secondary data which has been published on the subject area. The findings and analysis of the research conducted, concluded that synergy is the most important aspect when companies grow through mergers. Furthermore, the results show that internationalisation due to globalisation is the key driver of mergers. The paper concludes with an evaluation of the study and recommendations for further research. CHAPTER ONE 1.1. Reason for Choice of Topic Companies come and go, chief executives rise and fall, industry sectors wax and wane, but an outstanding feature of the past decade has been the rise of mergers and acquisitions (MA). Whether in times of boom or bust, MAs continue to be the preferred option for businesses seeking to grow rapidly. A company has several options to choose from when it comes to growth strategies. One option is to grow organically by increasing sales personnel, new product developments and by expanding into new geographical areas. Alternative options to achieve the desired growth, companies traditionally build, buy, merge with other companies or co-operate through alliances. However, the best example of how to grow inorganic is to merge or aquire (Sherman, 2005). MAs are mainly about growth according to Lees (2003) and Sudarsanam (2003). Internal or organic growth is in most cases a slow process and MAs is another option that will increase the growth process. By doing an MA deal, the acquiring company or the merged companies can get instant access to new markets, technology and operations can be completed more efficiently. Several reasons and motives exist why a company chooses to grow through MA. According to Gaughan (2002) the most common motive for MA is to create synergy. However, other motives play also an important role, like diversification, improved management, market power or tax motives. Johnson and Scholes (1997) state that MAs are a quick way of entering new markets or products. The company can also gain competences or resources through this way. Knowledge about the market situation is also a significant cause why companies choose to develop through MA. Another reason for companies to develop through MA is that they are actively s earching for benefits arising from synergies. The author has chosen the topic to gain further knowledge about the topic of why do companies actually merge to gain synergy. The reasons for attempting to gain further knowledge are based on the authors fascination on MA in general and to the extend why Daimler-Benz and Chrysler did actually merge. The split between those two has not been long ago and therefore the author was particularly interested in this merger. Furthermore, the author is interested what type of synergies were the most relevant in this merger of equals. 1.2. Academic Obejctives of Dissertation This research aims to point out that synergies play an important role when two companies are doing a corporation in order to grow. The author has chosen the following objectives in order to support the research hypothesis: To discover why companies select mergers instead of strategic alliances as tool for development To investigate to what extend synergies play an important role when merging To explore the importance of internationalisation in times of globalisation 1.3. Outline of Chapters Introduction: Introduces the topic of this research and explains the aims and objectives of the study. Setting the scene: This chapter is to set the scene for the study. It presents background information about the two companies and what actually did happen. Literature review: Discusses the academic literature on mergers and acquisition and synergies concentrating on several approaches to be applied to the case study. Methodology: Discusses how the research was conducted and recognizes any limitations and biases of the chosen methods. It involves a description of how the research and data was analysed. Findings: Presentaion of the case study including important information for the research Analysis: The findings from the secondary research are analysed against the earlier literature and research from chapter three. Conclusion: The research project is finally concluded, commenting on the initial objectives of the study. The limitations and recommendations for further research are also discussed in this chapter. CHAPTER TWO 2.1. Background of Daimler-Benz AG As Jurgen Schrempp became the new CEO of Daimler-Benz AG in May 1995, one of his first jobs was the promulgation of a new strategic concept containig five points to strenghten their market position and to expand further. Mercedes considered the US market to be the important and competitive automobile market in the world. They established a greenfield plant in Tuscaloosa in 1994 already to strenghten their position in the US market and were supposed to be market openers. Those were the first signs that Daimler-Benz wanted to expand. 2.2. Background of the Chrysler Corporation From 1994 to 1997 Chrysler beat one historical record after another, where even some models were selected as cars of the year. It was even crowned by Forbes as the company of the year 1996. Bad labour relations have been improved through corporatist agreements. However, most cars were sold in the home market and plans to expand to other non-american countries have been scattered more or less. Nevertheless, the frequent crises and the internationalisation deficits of the company had planted the idea of a partner in the minds of the Chrysler executives. 2.3. The Merger When in May 1998 the CEO of Daimler Benz, Jurgen Schrempp and Robert Eaton, CEO of Chrysler signed the contract for a merger between those two companies, they made the biggest industrial merger in history. Both partners expected great value and advantages, as both companies seemed to complement well with each other. As a matter of fact, the company did not develop as good as anticipated. From the beginning on DaimlerChrysler could only announce little profits and losses, in the year 2001 it was even the biggest loss in history of all German companies. By mid 2004 the market value of the company has been less than half of what the value has been of both companies before the merger. By the same time the sales figures and business numbers of competitors increased. In May 2007, not even ten years after the merger, the dream of a super company bursted like a bubble. CHAPTER THREE 3.1. Reasons for Internationalisation As Kwon Kopona (1993) state in their theory the choice of market entry should relate to the companys corporate strategy and the extent, depth and geographical coverage of the present and intended foreign activities. Furthermore, the decision for growing should be made when there is a sufficient understanding of the different types of entry. On the one hand companies could gather experience through alliances and on the other hand fail to see that in particular cases an acquisition would be more successful (Clark, 2005). Dyer et al. (2004) state that a specific advice is needed about when to apply each strategy that is based on internal and external circumstances. Especially internally, the companies should focus on resources that are to be combined, the extent of unnecessary resources and the type of synergy which the firms seek. Externally, important factors are the degree of market uncertainty and the level of competition. As experience and interests of the company are different, t hese factors will have different degrees of importance. In Porters (1987) point of view entering a new market must be attractive for the expanding company. It needs feasibility of making profits in the target organisation. The costs of entry must be taken into account. These include direct costs as the cost of shares and advisors and indirect costs include such costs as integration costs. According to Dunning (1988) where he argues with the eclectic theory that additional costs can occur because of the failure of knowledge about market conditions, the legal and cultural diversities and the increased costs of operating at a distance. It also must be taken into consideration if the possibility of gaining synergies exists and what the opportunity of benefiting from the target companys core competences is. The local advantages of countries play an important role. The main country advantages can be classified as economic advantages, consisting of quantity and quality factors such as transportation, production, scope and the size of the market. Then there are political advantages that include government policies which have a positive influence on the market entry. And finally there are social and cultural advantages, which implicate the physical distance between the home country and the foreign country, language and cultural diversities and the general attitude towards foreigners. Dunning (1988) declared that companies have to be aware that relative attractiveness of locations can change over the year. He also declares that particular know-how and specific core abilities which count as an internalisation advantage can have a positive impact on the general business performance. 3.2. Methods of Development 3.2.1. Merger and Acquisitions As De Witt Meyer (1998) state in their thesis, mergers and acquisition are the most popular and influential form of discretionary foreign direct investment. Acquiring of another company is a takeover, be it friendly or hostile, while mergers only represent the share in a company according to Douglas Craig (1995). A non-adversarial approach benefits not only buyers but vendors as well, claimed by Beckett (2005). Mergers and acquisitions are significant alternatives to internal growth of companies as they enable companys fast penetration of new and foreign markets, acquire necessary know-how and skilled personal and obtain economies of scale and scope, according to Jackson (1995). Companies that merge gain access to supply and distribution channels through an upstream alliance. Furthermore Contractor Lorange (1998) state that enhancing their reputation and reducing competition if the integrated company is a competitor might be seen as an advantage. MAs are a well developed strategy and not a reaction to the first apparent opportunity as Simmons (1988) argued. As Coyle (2000) states, MA can be the outcome of either an aggressive or defensive strategy. Aggressive would mean that the company will seek to improve its market position to create a bigger company and finally to produce on a bigger scale and more cheaply through economies of scale. Defensive strategies on the other hand are made in order to survive in changing industry. A totally different reason for doing MA claimed Beckett (2005) as he said that companies may benefit from MAs when they acquire a company at a certain value and sell it later at a higher value. Through increasing shareholder value by providing a higher level of dividend and capital gain return and securing a higher return on the investment. This paper is mainly looking for the purposes for a merger and therefore for the realisation of potential synergy effects, as the purpose of most MAs is to achieve some kind of synergy. The belief is that two comparable companies together will achieve far better results than independently. Cost cuttings and savings will often lead to this effect. A successful MA can be classified as one where the potential synergies identified are to be utilised best as Coyle (2000) states. 3.2.2. Strategic Alliances Johnson (1999) has declared that defining strategic alliances are difficult to define as various forms exist. Clark (2005) defines it as two companies which are brought together with similar interest but with different strengths to work on particular projects, developmental approaches and marketing agreements which will offer benefits for both companies. Lorange and Ross (1992) even came to the conclusion as strategic alliances entail a very broad definition that it incorporates MA. Strategic alliances can be separated into three different types as Contractor and Lorange (1988) state: Joint ventures, Non-equity alliances and Minority equity alliances. Preece (1995) recognised 6 main reasons for strategic alliances, starting all with the letter L, therefore they can be named as the 6 Ls. Learning is the first one of them, as he argues that knowledge will be acquired. Leaning is meant as replacing the value chain activities and filling in the missing infrastructure. Leveraging will fully integrate the firms operation. Linking suggests that the links between supplier and customer should be build closer. Leaping pursues a radically new area of endeavour. And finally Locking out, which means reducing competitive pressure from non-partners. 3.2.3. MA versus Alliances The main difference between MA and alliances is the power of control according to Lorange Roos (1992). A pure acquisition would mean that the brought up company is under the control of the ones who bought it. To achieve growth due to acquisition and remain in control, huge financial resources are needed. Rather than buying a whole company, a corporation can propose a joint venture with a specific division in which the corporation is interested in. In case this joint venture works well, a multi-activity alliance could be grown. Equity swaps can be conducted for long-term stabilisation. However, without full control the corporation cannot decide for its own how the alliance or the merger will develop or if it will continue. A company with two equal CEOs does not work out well due to different interest and objects as Lorange Roos (1992) state. And Clark (2005) stated earlier that companies could gather experience through alliances but fail to see later that in particular cases an acquisition would be more successful. 3.3. Mergers 3.3.1. Types of mergers In a merger, the assets of two previously separate firms are combined to establish a new legal entity. In fact, the number of mergers in mergers and acquisition is almost vanishingly small. Less than 3 percent of cross border mergers and acquisitions by number are mergers. In reality, even when the mergers are supposedly between equal partners, most are acquisitions where one company controls the other. When there is a merger between two competing firms in the same industry, it is called a horizontal merger. (Buckley and Ghauri, 2002). When there is a vertical merger, two companies merge that have a buyer-seller relationship. Then there are the three conglomerate types. Pure conglomerate will be a merger where there are different markets and different products, so totally unrelated. Then there is conglomerate market extension, where it is a merger between a company that offers the same products but in a different geographical market. The last type is the conglomerate product extensio n, where the merged company sells non-competing products, but functionally related in production and distribution. In the case of the dissertation, it focuses on horizontal mergers which operate on overlapping markets and segments. Cartwright Cooper (1996) claimed that the definitions and intentions of MAs often read like a cheesy novel with a likeness to a more or less welcomed dating or courtship. The following four approaches are made: Pillage and Plunder One-night stand Courtship/Just Friends Love and Marriage Love and Marriage would certainly best fit to the focus of this paper, as the aim is to achieve a positive long term international growth. The fourth category is aiming for long term integration through assimilation and blending. 3.3.2. Cross-Border Mergers One important aspect of understanding cross-border MA is to examine the logic driving the deals. Strategic motives for a cross-border merger involve acquisitions that improve the strength of a firms strategy. Examples would include mergers intended to create synergy, capitalize on firms core competence, increase market power, provide the firm with complimentary resources, products and strengths, or finally to take advantage of a parenting advantage. However, in a recent book by Mark Sirower (1997) he argues that synergy rarely justifies the premium paid. Sirower declares, many acquisitions premiums require performance improvements that are virtually impossible to realize even for the best managers in the best of industry conditions (p.14). In exploiting a core competence a firm takes an intangible skill, expertise, or knowledge and leverages it by expanding its use to additional industries where it may create a competitive advantage in several different businesses. One strategic reas on to acquire is to gain complimentary products, resources or strengths. Research shows that one important driver of cross-border mergers and acquisitions may be undervaluation (Gonzalez et al., 1998). A driver of cross-border mergers might be differences in the macro-economic conditions in two countries. That is, one country might have a higher growth rate and more opportunity than some other country. Thus, it would seem reasonable to expect the slower growth country to be more often home to acquirers whereas the faster growth country is likely to more often home to target firms as Hitt et al. (2001) stated. Reasons for cross-border acquisitions include market power, overcoming market entry barriers, covering the cost of new product development, increasing the speed of entry into a market, and greater diversification. Cross-border acquisitions can produce both economies of scale and economies of scope. They help a firm enter new international markets and thereby enhance their ability to complete in global markets. Of course, cross-border acquisitions are even more challenging to complete successfully than acquisitions of domestic firms according to Hitt et al. (2001). In fact, some research studies suggests that with the right strategy and the right approach to post-merger integration, cross-border acquisitions can create value for the acquiring firm according to Belcher and Nail (2000). 3.4. Motives and Objectives for Merging The literature on motives for MA has placed a significant amount of different sources and theories by several authors. The merits of using mergers to reduce costs are disputed by managers and by practitioners. For example, managers have been heard to comment that costs reductions are the merger benefit that is most likely to be achieved whereas the achievement of synergy is highly uncertain. On the other hand, Michael Porter argues that what passes for strategy today is simply improving operational effectiveness. Porter (1998) argues, In many companies, leadership has degenerated into orchestrating operational improvements and making deals (p.70). It is understandable how operational effectiveness may have come to be the driving motive for many mergers, however. Often at the same time a merger is announced, there will be an announcement of a cost reduction target. Merging in order to create synergy is probably the most often cited justification for an acquirer to pay a premium for a target company. Synergy effects can be created by redeploying assets. This can mean two different things. In the first case, the acquiring company may transfer a resource belonging to the target company to the acquiring company. Colombo et al. (2007) also found out that a strong predictor of acquisition performance was the extent of asset redeployment from the target to the bidder. Weston and Weaver (2001) stated that the first category is synergy or efficiency for a merger, in which total value from the combination is greater than the sum of the values of the component firms operating independently. Hubris is the result of the winners curse, causing bidders to overpay; it postulates that value is unchanged. Of course, in a synergistic merger, it would be possible for the bidder to overpay as well. The third class of mergers comprises those in which total value is decreased as a result of mistakes or managers who put their own preferences above the well-being of the firm, the agency problem. Economic motives are an important subcategory creating strategic logic for a merger. One example is to establish economies of scale. A second closely related reason is to be able to reduce costs due to redundant resources of two firms in the same or closely related industry. Thus if the company acquires a company that is in the same or a closely related industry and there is substantial overlap between the two businesses there may be ample opportunities to reduce costs. Another reason is that the stock of the firms from a particular country may be undervalued. A fourth reason is the macroeconomic difference between countries such as different growth rates. Finally, the exchange rates may play a role. Recent research did show that acquiring a foreign company when the home country currency has appreciated in relation to the target companys currency has great benefits for the acquiring company when the industry is highly technological (Georgopoulos, 2008). Firms engage in merger and acquisition activity for many reasons. Effective mergers and acquisitions can, for example: serve as a platform for corporate growth, lead to increased market share, provide the foundations required to generate and gain advantages from economies of scale (these are benefits that occur when the firm is able to use its resources to drive costs lower across multiple products; scale economies are acquired primarily at the operational level) and economies of scope (these are benefits realised through using one units resources in the operations of another unit), and reduce organizational expenses by eliminating duplication and transferring knowledge between and among business units and/or individual product lines (Collins and Montgomery, 1999). One of the most important motives for MA activities, as seen from the experience of the last decade, has been economies of scale and scope. Companies aim to achieve economies of scale by combining resources of two merging companies or create economies of scope by acquiring a company allowing product/market diversification. Other motives include access to each others technology or market reach, achieving a dominant position in the industry, consolidation of the industry, and manipulating rules of competition and antitrust as Buckley and Ghauri (2002) state. The question as to whether merge primarily concerns the identification of the corporate objects and which of these objects are to be pursued through organic growth and which through MA in the form of participations or a full takeover. At the same time, the consequences of the growth strategy and its economic or financial effects in the light of the competition situation and the extension of the value added chain must be carefully examined. Empirically, in approximately 85 per cent of all concentrations between undertakings and acquisitions, the question as to whether is answered with a view to the object of achieving growth in the core business (Picot, 2002). However, Buckley and Ghauri (2002) stated also that mergers and acquisition have become the most dramatic demonstration of vision and strategy in the corporate world. More than 50 percent of the mergers so far have led to a decrease in share value and another 25 percent have shown no significant increase. When coming to a conclusion what is now the main purpose to merge, the author would conclude that it depends on the companys expansion strategy and the different motivation to form alliances. However, effective mergers and acquisitions can serve as a platform for corporate growth, lead to increased market share, provide the foundations required generating and gaining advantages from economies of scale and scope as Collins and Montgomery (1999) concluded. These factors are seen as the most important motives to form a merger and to believe that it would help the effected corporations to strengthen their market position and even gain more market share. 3.4.1. Synergy According to Coyle (2000) synergy is the additional benefit that can be derived from combining the resources of the bidding and target companies. Synergy has been described as the two and two makes five effect. It can also be classified as Gaughan (2002) put it, as synergy and value creation are a synonymous and synergy is when the value of the MA exceeds the value of the two separate firms put together. According to Habeck et al. (2000) the term synergy is used as a synonym for cost cutting. However, in his book he argues that those companies that understand this definition of synergy as cost cutting need to redefine it as it also includes the positive aspects of the MA such as growth and knowledge sharing. Furthermore, he states that it is important to capture growth synergies as quickly as possible and favour those areas where cost efficiencies can be gained. Therefore synergy is an important part in a successful merger. Ansoff (1986) classified different types of synergies. Manag ement synergy occurs when the top management of one of the companies resolves problems of the other company through their experience. Investment synergy can occur from the joint use of plant and equipment, joint research and development efforts, and having common raw materials inventories. Operating synergy can arise from better utilization of facilities and personnel and bulk-order purchasing to reduce upcoming material costs. And finally sales synergy where a merged organization can benefit from common sales administration, distribution channels, warehousing and sales promotion. 3.4.2. Creating Synergy through Mergers Hitt et al. (2001) states that there are four foundations in the creation of synergy which are called strategic fit, organisational fit, managerial actions and value creation. As all four foundations exist the chance of creating synergy is substantially better. Strategic fit can be defined as the match between the two companies organisational capabilities. As two companies with similar capabilities and the same strengths and weaknesses merge the chances of creating synergy is reduced. Organisational fit means that the two companies are highly compatible, meaning that these have similar management processes, cultures, systems and structures. This makes it easier for the firms to share resources, knowledge, skills and effectively communicate. Companies without organisational fit could find that the integration process will be hard to implement. Managerial actions is that creating synergy requires the active management of the acquisition process, in order to realize the different synerg ies and the benefits they convey. To create synergy an active management is needed that recognises the international issues and other problems connected with the MA process. Value creation is the last of the four synergy creation foundations. It is based on the fact that the benefits from the synergy need to exceed the cost of creating and capturing synergy. The costs that should be less than the value of the synergy that is created include those associated with a purchasing premium, financing of the transaction and the set of implementation actions required to integrate the acquired unit into the existing organisational structure. Synergy will add no value as creating it outweighs the value of the synergy. Gaughan (2002) has compiled a model of the process of realizing synergistic gains. The management needs to carefully deal with the strategic planning since the better planned MA is a better chance to succeed. Secondly the management needs to integrate the two companies into one. Finally the synergy can be separated into revenue enhancing synergies or cost cutting synergies. Ficery et al. (2007) furthermore points out that synergy created through MA, the targeted company has access to new geographic market or access to a new customer segment allowing the acquiring company to reach those new markets and segments at a faster pace and at a lower cost. CHAPTER FOUR 4.1. Introduction In this chapter, the author examines the most suitable methodology for the research area and justifies the different methods chosen. It outlines the authors main decisions on methods and data collection and considers their implications for the research findings. It also includes details for the sources used for information collection and explanations why other research methods were rejected. Furthermore, this chapter will give an insight into how secondary research has been gathered, discuss advantages and limitations of research methods and illustrate ethical issues. 4.2. Research strategy This chapter examines the most suitable methodology for the research area and justifies the methods chosen. The author explains how the linkage between the academic literature and reality was explored by using research methods. Furthermore, it will give an insight into how secondary research has been gathered, discuss advantages and limitations of research methods and illustrate ethical issues for this thesis. According to Jankowicz (2000) there are four research strategies that can be used for conducting: the archival method, the case study, the survey and the field experiment. By using the archival method, the companys present and future performance can be analysed by using past financial figures. Using the case study as a research method, a specific organisation can be analysed by researching the internal and external situation of the organisation to find conclusion for a specific subject. Through surveys, human input can be used to find representing input out of the population to a specific topic. A field experiment applies the scientific method to experimentally examine an intervention in the real world. The case study is the most suitable research method to use, as the objective of this research is to analyse and investigate the external situation within a real-life