The Conflict between Behaviourism and Rationalism in Linguistics

Valentines Cards by Types of Girlfriends

Valentines Cards by Types of Girlfriends Valentines Day is coming up and you dont know what to say to your girlfriend. Shes special, shes unique, but how do you tell her that? Here are some ideas for how to express your love to a girl who has any of the following interests. Image credit: Marvel

Teams Assignment Essay Example | Topics and Well Written Essays - 750 words

Teams Assignment - Essay Example In the movie miracle’ the team focused is U.S. men’s ice hockey that won the gold medal in the Winter Olympics back in 1980. This team was focused on their game and played it with a passion despite coming from different backgrounds. Their coach ensured they did their best and still had time for their loved ones like family. Their main objective was to win in all matches and they accomplished it by winning the gold medal. The team’s coach Herb Brooks used the transactional style in leadership. He made the team members achieve their goals by motivating them with rewards and punishment. Brooks used punishment to correct and improve the team’s performance by implementing the ‘herbies’ punishment as the team members called it deriving it from his name Herb. The punishment was meant to increase the team’s efficiency in routines and skills and remind them their major goal. This happened after the team went into a draw while playing with the Norwegian National Team in Oslo. Brooks noted that his team got distracted by the blond girls who were cheering on the teams. Its then that brooks used his drill the ‘herbies’ in this drill the team would sprint back and forth together across the ice, over and over, he made the team run into the night asking them who they played for as they run, one player Mike Eruzione got exhausted and answered that he played for the United States of America and Brooks ended the drill. After the drill the team went on winning the next matches that followed. For a group to easily develop, the use of Tuckman’s model should be implemented. It consists of the forming, storming, norming, and performing.All these help find problems, find the solutions, plan their work, and present the final results. In forming, the team members get to meet and know each other; they exchange information about themselves and make friends. Many members tend to be shy or give first impressions as behaving well or matured. The members at this stage

Industrialization Essay Example | Topics and Well Written Essays - 2000 words

Industrialization - Essay Example This paper seeks to highlight industrialization in its entirety paying a closer look at the early and late industrialization. Further, the paper tries to compare the level of industrialization of countries such as the US, Germany, China, Japan, Soviet Union and the UK with special emphasis on the factors that could have brought these countries that far. The present industrial status is also looked at in terms of commerce, education and the general social welfare in these countries. Industrialization may be construed to refer to the process of both social and economic change that sees a society move from a pre-industrial to a fully industrial society. Actually, sometimes modernization is considered as a result of industrialization except that apart from industrialization modernization may be as a result of a synergy between economic development and social change. When these two, economic development and social change, are closely related to innovation, then the result is great modernization often identifiable through industrialization. ... This modernization was represented by not only by high levels of economic authority but also by factors such as functional specialization and general structural differentiation. These factors, especially the autonomy of the economic system from the government contributed greatly to this high level of modernization or industrialization for that matter. Besides the factors highlighted above, there also others that equally led to the prosperity realizes in most countries in the above named region. These factors include: An open trading system enjoying minimal or no import duty greatly stimulated industrialization because of the emerging cost efficiency. Presence of free and flexible labour helped enhance industrialization. It is common knowledge that industrialization, besides energy and raw materials, depend entirely on not only cheap but also skilled and flexible labour. Presence of alternative markets enhanced the general economic performance as a result of highly enabled business opportunities presented by these markets Quick conventional learning capabilities and the affirmative work ethics in the populations equally played a role in encouraging and enhancing industrialization Skills in fast exploitation of the new technologies and scientific findings catapulted industrialization to further and higher grounds Why Industrialization Occurred As mentioned earlier, industrialization is the result of social change and economical development lying proximally to innovations and emerging technologies. Autonomy of social and economic systems from the governments undoubtedly led to industrialization. The process of industrialization occurred almost in every part of the world for particular reasons. For instance, the

The development of telecommunications policy in the european union Essay

The development of telecommunications policy in the european union - Essay Example This comes before the European Parliament espouses a comprehensive communications strategy in 2002. Euractiv. (2009), Clifton, J. et al. (2011) Levi-Faur (2002) has confirmed that while the Europeanization of the telecoms and electricity industries led to some liberalization, it was a mediating factor rather than an independent one. The real effective governance structure is located in Brussels and it will affect the way telecom in Europe states develops in the future. Six suggestions that aim to capture cross-sectorial and cross-national variations in the ability of Europeanization to shape liberalization are provided. Firstly, the effect of EU membership is stronger in the move to liberalize the electricity sector than the telecoms sector. Secondly, the effect of Europeanization on liberalization is stronger in the southern countries than in northern Europe. Thirdly, because unbundling in telecoms, the privatization of ownership and the move towards the creation of independent regulatory authorities are less the product of Europeanization than of the advance of retail competition. Additionally, EU membership served as a c atalyst for liberalization in some countries. Furthermore, the post-liberalization effects of Europeanization could be more important than the last effects. The advance of liberalization is not responsible Europeanization, but the process of Europeanization has created another layer of political control that might be able to check and cut abuse of power by European actors. Lastly, Europeanization might be an essential factor in maintaining future competitive regimes in electricity sector more than telecoms sector. Levi-Faur (2002) The WTO signed in on15 February 1997, the Fourth Protocol of telecommunications, which formalized the emerging liberalization in telecommunications worldwide. The accord involves 69 countries are Signed and accounted for more than 90 percept of the

Strategic alliances to gain global integration

Strategic alliances to gain global integration Introduction Multinational companies (MNCs) are defined as a firms with strong tangible and intangible assets, thus the capability to expand their business worldwide, with global diffusion as an important resource for competitive advantage (Bartlett and Ghoshal, 1998). In the stage of going global, most companies have to deal with the pressures of both global integration and/or local responsiveness, and some choose to form a strategic alliance with a partner to achieve global integration and/or local responsiveness more easily. Global integration and Local responsiveness Global Integration Global integration pressures are the forces that make MNCs exploit worldwide resources and integrate their activities on a global basis to realize economies of scale and achieve cost reduction. Bartlett and Ghoshal (1998) summarize that the motivation of Global Integration is the need of efficiency. More specifically, the developments of advanced technologies allow companies to expand manufacture globally and achieve economies of scale, resulting in the more standardized products. Moreover, the tastes of consumers have become homogeneous worldwide. Besides, MNCs tend to have global chess strategy, using the profit generated in one market to fund operations in another. Local Responsiveness In contrast, local responsiveness requires MNCs to make strategic decisions based on local context (Roth and Morrison, 1990). According to Bartlett and Ghoshal (1998) the drivers for local responsiveness are (i) the differences in consumer tastes in different countries; (ii) the typical characteristics of the product system in host countries; (iii) the administrative costs of coordinating manufacture on a global basis; (iv) the improvements in technologies enable companies to disperse manufacture to smaller local plants with low cost; (v) the trade and legislative barriers set by local Governments. Similarly, Hill (2001) discusses that the main pressures for local responsiveness are the differences in consumer tastes and preferences; differences in infrastructure and traditional practices; in distribution channels; and host government demands. Such pressures for local responsiveness urge multinational firms to adjust their products and services to better meet the demand of indigenous people. The Integration Responsiveness Framework The I-R framework, which is initially rationalized by Lawrence and Lorsch (1967) and later developed by Doz (1980), provides an insight into how MNCs compete internationally (Johnson and Julius, 1995). Bartlett and Ghoshal (1998), Spender and Grevesen (1999) mention the I-R framework to explain different ways MNCs respond to global integration and local responsiveness based on their strategy. As in Figure 1 below, MNCs pursuing a global strategy often emphasize on global integration and coordination. In contrast, multidomestic companies (called as multinational companies in Bartlett and Ghoshal model), with most pressures coming from customizing operation towards local context, focus on local responsiveness. International companies have an emphasis in knowledge transfer, because most of value they create is from transferring valuable resources to foreign markets. For transnational companies, facing equal pressures from both integration and responsiveness, they adopt a multifocal stra tegy aiming to achieve both cost efficiency and responsiveness. However the study of Bartlett and Ghoshal (1998) was restrained at internal organizational issues. Figure 1: How MNCs respond to Global integration, Local responsiveness and Worldwide learning based on their strategy (Bartlett and Goshal, 1998) Strategic Alliances There have been several researches on strategic alliances. Holmberg and Cummings (2009) contend that strategic alliances are becoming more and more important to every company in its strategic effort to maintain competitive advantages in the global marketplace. Strategic alliances are links between two or more companies to mutually carry out a specific project by coordinating necessary resources while still preserving their autonomy (Dussauge and Garette, 1999). Wheelen and Hunger (2000, p. 125) define a strategic alliance as a partnership between two or more companies to achieve strategically important targets that are mutually beneficial. According to Elmuti and Kathawala (2001), there are four main motivations for forming strategic alliances: (i) the growth strategies of parent companies to enter to a new market; (ii) the procurement of new technology or best quality or cheapest cost; (iii) the mitigation of financial risks; and (iv) the maintenance of competitive advantage for enterprises. Nowadays in a dynamic global environment, the role of strategic alliances is even more critical to the performance of a multinational company. Robson and Dunk (1999) have generalized the three main stages to develop an alliance including: Partner selection, Venture design and Venture management. The three key stages defined are similar to those by Hill (2001). Some typical features of strategic alliances are that their operations are subject to multiple decision making, continuous bargaining and conflicts of interests (Dussauge and Garette, 1999). Therefore it is not easy to successfully manage an alliance. Bleeke and Ernst (1993) find that among 49 alliances in their research, about 67% confront troubles within the first two years. Holmberg and Cummings (2009) give examples of failed strategic alliances, mostly due to lack of rigorousness in partner selection process. It is important to know if the way alliances can create value for the firm is appropriate to the parent firms strategy. So the first thing MNCs managers should consider from partner selection stage is to identify and verify that the way strategic alliances help to expand business is in line with the overall international operation strategy of parent firms. In this paper, the ways strategic alliances help multinational companies to achieve global integration and/or local responsiveness will be examined to assess their importance to the partner companies in relation to the partner companies strategy. Evaluating the ways strategic alliances allow multinational companies to achieve Global integration and Local responsiveness. There have been approaches to classify the ways that a strategic alliance cooperates to expand the business of parent companies. For example, Todeva and Knoke (2005) have listed 18 typical ways that strategic alliances can support multinational companies. This paper will approach the classification of Dussauge and Bernard (1999) because the systematized typology helps to provide a more comprehensive understanding on how strategic alliances allow MNCs to achieve integration and responsiveness. Alliances between non-competing companies International expansion joint ventures International expansion joint ventures (JVs) are established with a foreign partner aiming to penetrate into a new geographic market. One partner (the MNC) often seeks for market penetration, while the other (the local partner) has wide knowledge on local market thus can provide more easy market access. For example, in 1998, Yamaha Motor, the premier Japanese motorcycle manufacturer, together with Vietnam Forest Corporation, a state-owned corporation in forestry and Hong Leong Industries from Malaysia established a joint venture named Yamaha Motor Vietnam Ltd., providing motor cycles in Vietnam market (Yamaha Motor). The state-owned corporation has understanding about the market as well as necessary relations to the authority, combined with the expertise in manufacturing of Yamaha Motor, created a viable basis for the JV to thrive in Vietnam. This model is beneficial for both local government and the foreign MNC. For local government, equity sharing in JVs makes the MNCs more responsible and interested in the success of the JV. For the MNC, the local partner may provide the privilege access and political connections supporting effective market penetration. However this type of JV may result in the conflicts of benefits between the MNC and local partner. In many cases the JV is only one part of the total network of the MNC, so the MNC may have detrimental decision to the JVs performance. International expansion JV is rarely the first choice of MNCs managers since they prefer wholly owned subsidiary. However it is still common practice for MNCs when shifting business beyond borders (Dussauge and Bernard, 1999). International expansion JVs are common for MNCs facing great local responsiveness pressure (i.e. multidomestic and transnational companies), because it seeks solutions to overcome the legislative barrier and complexities of local market. In other words, it helps the MNCs to tailor their operation to fit local context. Vertical partnerships Vertical partnerships bring about cooperation opportunities for two companies at different successive stages of the production process. Normally, one partner may become a supplier or customer of the other. For example, Heinz, a global US food company is the supplier of many food products for ASDA in UK. That enables ASDA to fully deploy the resources of Heinz. However there are also shortcomings in this model. Since there is no bidding process, the opportunities to find the most cost-effective supplier are limited. As a result, the buyer tends to become dependent on the supplier. Although this model delivers mutual understanding, there are still potential conflicts of benefits (Dussauge and Bernard, 1999). Vertical partnerships relate to a strategic issue that MNC managers often deal with to increase efficiency: make or buy, or cooperate decision. MNCs choose to outsource when the cost to produce by their own is higher than the cost to outsource to a strategic partner. Consequently vertical partnerships are often exploited by MNCs facing high pressures from cost reduction (global and transnational companies). That model may help the MNC to maximize economies of scale and achieve global integration. Cross-industry agreements Cross-industry agreements are cooperation between two companies in different industries with a view to create a brand new business to diversify their operation, by taking advantage of the partners resources. For example, in 2001, Sony Corporation a Japanese electric equipment producer, and Telefonaktiebolaget LM Ericsson a provider of telecommunication equipment and services from Sweden established a 50:50 joint venture, Sony Ericsson. The JV has become a world-class mobile-phone manufacturer (Sony Ericsson). Nonetheless the drawback of cross-industry agreements is that they often post small profit margin, because most of the cases, the level of convergence of the two initial businesses is more moderate than expected. Besides, this model requires a high level of compatibility of the resources contributed by the two parties; and the new business developed must have a clear marketing strategy to become successful. Lastly, successful alliances can impose threats of new competitors if one ally obtains key skills/resources of the other (Dussauge and Bernard, 1999). Based on above characteristics, it can be inferred that cross-industry agreements support MNC to achieve global integration while looking for combining abroad complementary resources to reduce cost of the new business. It is also discussed that cross-industry agreements help to achieve local responsiveness, in case a MNC cooperates with a local company to introduce a brand new products to that specific local market. Alliances between competitors Shared-supply alliances Shared-supply alliances are the form of JV cooperation between competitors sharing similar resources to produce a certain product that is specific to each partner. Shared-supply alliances allow the partners to realize economies of scale, since they will not be able to reach an efficient scale if they produce individually. For example, BMW teamed up with Mercedes to produce a design of a front-wheel-drive-car. The new shared platform allowed BMW to expand the Mini range model more flexibly, while providing Mercedes more conventional and cost-effective measures to launch a substitution for the A- and B-class designs (Autocar, 2007). It is argued that shared-supply alliance is not the only choice for MNC managers, because the target of cost reduction can be solved by traditional method of outsourcing. Firms should only opt for shared-supply alliances once they have other strategic targets other than cost reduction. Moreover, cooperating with competitors to produce similar components may lead undifferentiated products and loosing competitive advantage. Besides, the budget for shared-supply alliances may limit other budgets for necessary activities in the MNCs thus hinder further improvements (Dussauge and Bernard, 1999). Shared-supply alliances can be suitable for MNCs suffering from cost pressure (global and transnational companies). However MNCs should consider carefully before establishing shared-supply alliances because of the potential conflicts. MNCs should consider other strategic benefits other than sole cost efficiency, e.g. exploiting the partners manufacturing experience in local countries. Consequently this model, in case prudently chosen after considering all pros and cons, may be a good choice for transnational companies who have to balance integration and responsiveness. Quasi-concentration alliances This type of alliance allows two competitors to manufacture and market a common product. The partners objective is to realize economies of scale on the product, while their autonomy is still preserved, since the risk of acquisition is avoided. Quasi-concentration alliance is most common in airline industry, e.g. the cooperation between Sud-Aviation in France and British Aircraft Corporation in the UK to form Concorde in 1962 (Heritage Concorde). The advantage of this model is that the partners will not have to compete against each other on that common product. However, Quasi-concentration model may result in the competition between the common product and partner companies products. Additionally, the model may cause the risks of leaking the core technologies to the competitors. Lastly, in case the partners decide to establish a JV to coordinate all the functions of the alliance, there is a risk of losing control over the JV and converting the parent companies in to mere shareholders (Dussauge and Bernard, 1999). Quasi-concentration alliances, with its initial objective of cost reduction, are appropriate for achieving global integration, hence global and/or multinational companies. Complementary alliances In this case the alliance allows partner companies to contribute different assets and resources to executing the cooperative project. For example a firm distributes a rivals product in domestic market. FPT, one of the largest information technology companies in Vietnam went into partnership with Dell to distribute Dells computers and other products in Vietnam market (FPT, 2008). FPT looks for Dells expertise in computer production, while Dell needs FPTs knowledge on local market and distribution network. The advantage of the model is that complementary alliances avoid direct competition between rivals. The alliance also brings about the opportunity to acquire new skills from the partner. However the potential competition between allies does not totally disappear (Dussauge and Bernard, 1999). Complementary alliances may help the partner to achieve local responsiveness because normally the local partner provides the knowledge on how to market the product in local marketplace. However in highly competitive industries, such alliances enable the MNC to focus in its core profession, rather than setting budget for establishing a local distribution network. From that perspective, complementary alliances are also good for global integration. Implications for MNCs For MNCs pursuing a global strategy, the partners in the alliance tend to be highly integrated to the network and operation of the MNCs. The partners are meant to conduct the chosen global strategy of the MNCs (Vapola et al., 2010). From the analysis above it can be inferred that global companies may deploy vertical partnership and quasi-concentration alliances. Multidomestic companies often prefer to have diversified partners, of which each of them is best suited to a particular function in a specific location. In an effort to customize their products towards local demands, multidomestic companies often differentiate their operations in each footprint countries by selecting the most compatible model and partner to form alliance in that nation. Therefore international expansion JVs and complementary alliances are most suitable models for a multidomestic partner. For transnational companies, the alliances are diversified with differentiated contributions, from sensing and exploiting opportunities from local level, to occupying certain roles in the exploitation of the value chain. Each of these partners may possess different partnership needs. So MNC should utilize different types of alliances simultaneously after considering all advantages and disadvantages (Vapola et al., 2010). In the case of international companies, the key issue is knowledge transfer with partners. The MNCs will success if they can transfer their key competencies and knowledge to foreign markets, especially tacit knowledge which is more difficult to codify and transfer than explicit knowledge. On the other hand, this may lead to a conflict with the need for confidentiality of information. Therefore based on their detailed strategy, international companies can consider any suitable type of alliance, but should be extremely prudent with cross-industry agreements and quasi-concentration alliance, since those types of alliances may lead to serious conflicts in knowledge transfer. Another content common to all types of alliances, is the control problem. Control is a critical issue especially in groups of alliances between competitors, since these groups of partner are more sensitive to conflict. In order to successfully manage an alliance, MNCs should focus on control, combining effectively all level of control from personal centralised control, bureaucratic formalised control, output control, to control by socialisation. Those measures are to assure the alliance operates in line with the MNCs original strategy. The cost of control may be high especially for transnational companies who have to deal with all kinds of alliances to achieve both integration and responsiveness. So transnational companies should be prudent in applying control policy with alliance, to avoid the risk that an increase in cost of control could erode profit. Conclusion There is a trend that MNCs are facing increasing pressures from both global integration and local responsiveness equally. No MNC pursuing pure integration or pure responsiveness strategy can become totally successful in the global arena. As a result, achieving the balance between global efficiency and local responsiveness has become an essential issue with most MNCs (Paik and Sohn, 2004), (Girod et al., 2010). Bartlett and Ghoshal (1998) assert that companies must become more globally competitive and, at the same time, more sensitive and responsive to national conditions. MNCs should flexibly choose the way to cooperate with strategic alliance on a case-by-case basis to achieve their specific target for a specific market. From the analysis above we can see that each way of cooperation in alliance has its own advantages and disadvantages. There is neither best model of strategic alliance nor idealistic coordination that leads to optimal performance for all MNCs. Each MNC, based on its own strategy, needs to consider all pros and cons of possible types of strategic alliance before making alliance decision, in order to achieve global integration and/or local responsiveness hence their business plan and strategy. In other words, companies should be clear about why they are entering the alliance and what they expect to gain from it. They also need to understand how it fits into their business plan. (Elmuti and Kathawala, 2001). BIBLIOGRAPHY Autocar (2007) BMW and Mercedes team up to think small. [online] Available at: [Accessed 25th March 2011] Bartlett, C. A. Ghoshal, S. (1998) Managing across borders the transnational solution. 2nd ed. Boston: Havard Business School Press. Bleeke, J. Ernst, D. (1993) Collaborating to compete using strategic alliances and acquisitions in the global marketplace. New York: John Wiley. Doz, Y. L. (1980) Strategic management in multinational companies. Sloan Management Review (pre-1986),21, (2) pp. 27 46. Dussauge, P. Garrette, B. (1999) Cooperative strategy Competing successfully through strategic alliances. Chichester: John Wiley. Elmuti, D., Kathawala, Y. (2001) An overview of strategic alliances. Management Decision, 39, (3) pp. 205 218. FPT (2008) FPT Distribution Dells authorized reseller in Vietnam [online] Available at: [Accessed 25th March 2011] Girod, S., Bellin, J. B. Ranjan, K. S. (2010) Operating models for a multipolar world: balancing global integration and local responsiveness. Journal of Business Strategy, 31, (6) pp. 22 27. Harzing, A. W. (2000) An empirical analysis and extension of the Bartlett and Ghoshal typology of multinational companies. Journal of International Business Studies, 31, (1) pp. 101 120. Heritage Concorde. 1962 Concorde Treaty. Anglo French Agreement. [online] Available at: [Accessed 25th March 2011] Hill, C. W. L. (2001) International Business Competing in the global marketplace. 3rd ed. New York: Irwin McGraw-Hill. Holmberg, S. R. Cummings, J. L. (2009) Building Successful Strategic Alliances: Strategic Process and Analytical Tool for Selecting Partner Industries and Firms. Long Range Planning, 42, (2) pp. 164 193. Johnson, Jr. Julius, H. (1995) An Empirical Analysis of the Integration-Responsiveness Framework: U.S. Construction Equipment Industry Firms in Global Competition. Journal of International Business Studies, 26, (3) pp. 621 635. Lawrence, P. R. Lorsch, J. W. (1967) Organization and environment: managing differentiation and integration. Boston: Graduate School of Business Administration, Harvard University. Paik, Y. Sohn, J. H. D. (2004) Striking a balance between global integration and local responsiveness: the case of Toshiba Corporation in redefining regional headquarters role. Organizational Analysis; 12, (4) pp. 347 359. Robson, M. J. Dunk, M. A. J. (1999). Developing a pan-European co-marketing alliance: the case of BP-Mobil. International Marketing Review, 16, (3) pp. 216 230. Roth, K. Morrison, A. J. (1990) An empirical analysis of the integration-responsiveness framework in global industries. Journal of International Business Studies, 21, (4) pp. 541 564. Sony Ericsson. Mission and Profile. [online] Available at: [Accessed 25th March 2011] Spender, J. C. Grevesen, W. (1999) The multinational enterprise as a loosely coupled system: the global integration local responsiveness dilemma. Managerial Finance, 25, (2) pp. 63 84. Todeva, E., Knoke, D. (2005) Strategic alliances and models of collaboration. Management Decision, 43, (1), pp. 123 148. Vapola, T. J., Paukku, M. Gabrielsson, M. (2010) Portfolio management of strategic alliances: An international business perspective. International Business Review, 19, (3) pp. 247 260. Wheelen, T. L., Hunger, J. D. (2000) Strategic management and business policy: entering 21st century global society. 7th ed. London: Prentice Hall. Yamaha Motor Japan. Asia and Oceania group companies [online] Available at: [Accessed 25th March 2011] PART 2: REFLECTION Word count: 1,431 words Description The International Business Strategy module is contained in the MSc Accounting (Financial services) course which I am attending. The module provides an insight into the strategies of multinational companies (MNC) i.e. international strategy, global strategy, multidomestic strategy and transnational strategy. Based on that basic knowledge, implications for organizational structure, control, knowledge transfer, modes of entry, strategic alliances and internationalization of SMEs are introduced. General evaluation The module has provided me knowledge that is both old and new to me. From undergraduate program in my home country I have studied about globalization, key drivers and how globalization affects international trade. However in this module I found more insights into how globalization affects the formation and development of multinational companies. The theories are really necessary and helpful to understand the real business world, and the way multinational companies are actually formed, structured, managed and developed. The knowledge on globalization and MNCs are systematized and in line with current academic and empirical understanding about international business. However, I believe the knowledge would be absorbed more quickly if more methods of studying are combined, for example group presentations or debates. Analysis I chose to write my assignment with topic 1: Evaluate the ways strategic alliances allow multinational company to achieve global integration and local responsiveness, since I realize this is the increasing trend in international cooperation. I have found a lot of academic literature on the field that I chose. There are a lot of useful information about strategies, Integration Responsiveness framework and strategic alliances. Among those academic literatures, I found the book by Hill (2001) International business Competing on the global marketplace very useful for understanding about the strategy typology of multinational companies. Although prior to Hill (2001) there have been several relevant researches on multinational companies strategy typology, the book still provides comprehensive and detailed description about the four type of strategies adopted by multinational companies, the stages to establish a strategic alliance, and the pros and cons of each strategy. I continued to read about Integration Responsiveness Framework and found the work of Roth and Morrison (1990) helpful to understand about the key concepts of I R Framework, the relationships with strategies and limitations of I R framework. The illustrations and explanation of Bartlett and Goshal (1998) are also fundamental to explain the relationships between I -R Framework and strategies. Although I did not use all the information I read for my assignments due to irrelevance, those are what I am going to bear in mind about the I R Framework in the time to come. For strategic alliances, the book by Dussauge and Garrette (1999) is very useful for the typology of strategic alliances and the advantages/disadvantages of each type of alliance. I made much reference to that book in my assignments due to the systematized typology of alliance and the in-depth analysis the book provides. Besides, the journal of Vapola et al. (2010) gives a systematic approach to analyze portfolio management of strategic alliances based on multinational companies strategy, which I find very useful and made citations in my work. Besides, I also study about other significant issues relating to multinational companies i.e. the structure of international business, control, knowledge transfer, modes of entry and the internationalization of SMEs. I did read a number of books and journals and managed to link relevant contents together. I have also made some inference to other fields of multinational companies like control and knowledge transfer, to have a more objective and broad view of the role of strategic alliances. However I think the links to control and knowledge transfer are not salient in this assignment, because of time and length constraint and especially the fear of deviating from the main topic. Conclusion Theories about I R Framework and its relation to the four strategies of multinational companies are very pragmatic and useful to understand the actual pressures faced by most multinational companies in the global marketplace. Those theories also provide a rationale of how multinational companies respond to global integration and local responsiveness, which helps me to perceive the business world in a more practical and systematic way. Theories about strategic alliances allow me to understand the most common ways that strategic alliances support the partners to achieve their strategic targets. There are 6 typical ways namely international expansion joint ventures, vertical partnerships, cross industry agreements, shared supply alliances, quasi concentration alliances and complementary alliances. I also understand the pros and cons of each type of alliances. I am now able to explain why a multinational company choose to cooperate with non-competitors or competitors, based on their strategy and nature of business. Implications for other concepts i.e. control and knowledge transfer are also inferred in the assignment, therefore a more objective view of MNC operation and its strategic alliances is provided. What has been drawn out from the assignment is that each multinational company, before deciding to cooperate in a strategic alliance, should consider all possible proposals, as well as the strengths and weaknesses of each proposal to judge if the type of alliance helps them achieve global integration and/or local responsiveness in the most effective way. From my perspective, I realize some kinds of strategic alliances are extremely common between developed and developing countries e.g. international expansion joint ventures or complementary alliances. Such knowledge may be useful when I come back to Vietnam and continue my job at an investment bank facilitating international trade and investments. It will be easier for me to fully understand the nature of transactions of MNC customers. I may work out the best solution to serve financial needs for MNC customers. For example, for some important MNC customers, I may propose to apply a more flexible cut-off time for their transactions, because their transactions are, by nature, often between nations in different time zones. Moreover, I may propose to apply a more competitive pricing for transactions between multinational companies and their alliances and/or subsidiaries. The reason is that when two partners contribute resources to a certain alliance project, the transactions for material purchasing, infrastructure costs, personnel mobilization tend to be frequent and of large amount, at least in the short term, which can deliver relatively high non-interest income for the bank. Besides, the business consultant services for institutional customers could be improved when the bank understand the needs of a MNC customer coming into a new developing market and seeking for a potential partner to set up a strategic alliance. The most important learning technique I studied is how to link together different fields of knowledge, in the case of th

We Must Eliminate Animal Testing for Cosmetics Essay -- Argumentative

We Must Eliminate Animal Testing for Cosmetics       Jane goes to work everyday at an animal-testing lab. She pours liquids used in eyeliner into the eyes of numerous albino rabbits. The rabbits' eyes are held open with clips so that for the 72 hour test period, the rabbits can't even blink. The rabbits' bodies are in a box so that only their head protrudes. Jane watches the rabbits and records how the rabbits’ eyes react. She observes as the rabbits’ eyes bleed intensely. Some eyes become extremely deteriorated, and some rabbits even become blind due to the toxicity of the liquid being tested. As she walks down the line writing down what each rabbit's reaction is, Jane notices many rabbits have broken their own necks trying to escape the horrendous pain ("Product..."). Animal testing has long played a part in the science of testing, and it still plays a very important role in the medical world. Testing on animals in order to create a cure for AIDS is one thing, but testing on animals for human vanity is another. Animal testing is used to test the safety of a product. It has kept some very unsafe substances out of the cosmetic world. However, in this day in age, animal testing is not the only way to test the safety of a product. Animal testing in cosmetics has decreased over the years. However, it is still used by many companies in America. Animal testing is not only cruel, but it is also unnecessary in today’s advanced scientific world. There are over a thousand ingredients that are used in cosmetics that are already proven to be safe for human use. These ingredients can be mixed and matched creating new and unique products. Many people argue that this is not suitable for the demanding market. The craving for "new" and "im... ...at.htm>.    "Does FDA Require Animal Testing." Center for Food Safety & Applied Nutrition. 3 May 1999. 5 Dec. 2002. <http://vm.cfsan.fda.gov/~dms/qa-cos4.html>. Hunter, Breatrice Trum. "New Alternatives in Safety Testing." Consumers’ Research Magazine. May 2000: p26+    "Our Values-the Issue." The Body Shop. 2002. 5 Dec. 2002. <http://www.thebodyshop.com.au/ourvalues.cfm?valueID=1>. Palazzolo, Rose. "The Fur and the Fury." ABCNEWS.com. 12 Apr. 200. 5 Dec. 2002. <http://abcnews.go.com/sections/living/DailyNews/ cosmetictesting0000412.html>.    "Product Testing: Toxic & Tragic". Peta. Dec. 8 2002. <http://www.peta.org/mc/facts/fsae4.html>.    "What are some common alternatives to the use of animals in medical and aesthetic product testing?" Voice for the Voiceless. 2001. Dec 9 2002. <http://members.shaw.ca/voiceforthevoiceless/ani_test.htm>.

The 19th Century Virtuoso

A virtuoso is a musician who is technically skilled on an instrument. Virtuosic musicians are known to be specialized in their instrument, perform in front of large audiences, and show off to their audiences. They typically travel far and wide with the intent of dazzling audiences all over the world with their extended techniques on an instrument. Fast notes and special effects can be heard in virtuosic music. The goal of all virtuosos is to achieve fame and fortune.Performing in front of upper-class audiences and the fact that virtuosic performers composed their own music typically helped them achieve this goal. Fans of virtuosic musicians valued the excitement in watching their spectacular performances, whereas those who were not fans had negative connotations of these kinds of musicians and believed that their music sounded empty. The height of the virtuoso began in the nineteenth-century with musicians such as Niccolo Paganini and Franz Liszt. Franz Liszt perfected the idea of th e ideal nineteenth-century virtuoso performer.As a virtuosic pianist essay writer law, he used his learned technicality and grandiose way of performing to amaze audiences with his professionalism on the piano. His exciting performances started a grand uproar that lead to the rise of an intense fan frenzy known as Lisztomania during the mid-nineteenth-century custom essay writing service. One of Liszt’s most famous pieces, La campanella, gained an abundant amount of attention by his crazed fans. His collaboration of fast notes and specialized dynamics makes up the foundation of the virtuosity within this piece.The piece is quite long and Liszt’s performance of the piece is not easy to imitate, making it very unique and extraordinary. He also incorporates his incomparable expertise into the virtuosic piece by showing off his ability to sustain playing lengthy techniques and special effects on the piano. Liszt is known to be very expressive and lively when he plays the pi ano. Edward Lodewijk â€Å"Eddie† Van Halen is the only modern day musician that comes to mind when it comes to one who fits the description of a virtuoso. Van Halen is a Dutch instrumentalist widely known for his exemplary skills on the guitar.He began his career as the lead guitarist, keyboardist, and one of the founders of the band Van Halen. With the use of his hands and an electric guitar, the Dutch-American musician completely redefined the tapping technique and gave it an original and legendary style. The guitarist gained a tremendous recognition for his technical skills when Rolling Stone magazine listed him as number 8 out of the 100 Greatest Guitarists back in 2011. Eddie Van Halen is undeniably one of the most influential rock musicians of the 20th century.Eddie Van Halen’s name took the spotlight when he took a turn for the better and became original. The start of his band’s career consisted of solely playing covers to rock songs by other bands. Afte r realizing that doing so was not bringing the band any success, Eddie Van Halen decided to take his guitar playing to another level and developed a talent of his own. He reinvented the tapping technique. Tapping is an old technique on the guitar that initially incorporated the use of one’s left hand and a pick to repeatedly pick at the neck of the guitar.Van Halen revolutionized tapping when he introduced his exceptional â€Å"finger-tapping† to rock music. He added the use of his right hand into tapping in order to reach higher notes. As he continually improved the tapping technique, Van Halen invented extra styles and skills to show off his learned technicality on the guitar. Eddie Van Halen’s musical training began at a very young age with the classical piano. Since introduced to the guitar, he has remained frequently practicing his skills and techniques on the preferred instrument.He went on to expanding his talents by writing songs for the band he co-found ed. Once his band, Van Halen, was signed to Warner Bros. Records, he was able to travel to far places to perform on stages outside of those in small town clubs. For the past 35 years, the famous guitarist has impressed large audiences with his revolutionary two-handed techniques and styles on the stringed instrument. Like most nineteenth-century virtuosos, Van Halen’s highly accomplished and distinguished technical ability greatly displays his virtuosic musicianship.Virtuosic musicians of the nineteenth-century performed classical music, whereas Eddie Van Halen performed rock music. Rock music is a heavy form of popular music intended to appeal to the many. The romantic and easy-listening forms of classical music do not appeal to everyone. Van Halen’s form of music is usually performed on outdoor stages and is not as formal as performances of classical music. Classical music is performed in indoor concert halls and its audiences normally consist of well-mannered and ca lm people, unlike those of modern rock concerts.Eddie Van Halen’s virtuosity is best represented in his famous guitar solo played for Michael Jackson’s hit song â€Å"Beat It. † The collaboration of these two artists was unheard of at first, but once the song caught the attention of worldwide audiences, it was easy to see that Van Halen had outdone himself. His elongated finger-tapping phrases and tapping harmonics on the electric guitar during that unforgettable solo earned him his fame in popular music. Eddie Van Halen’s guitar solo for â€Å"Beat It† is undoubtedly one of the greatest rock solos of all time. http://www. youtube. com/watch? v=JfyI5VkyPVU

Resume Objective How to Know When One is Necessary

Resume Objective How to Know When One is Necessary Unofficially, when you’re applying for jobs, your resume objective is pretty much always the same: â€Å"I would like to get a job.† There may be more specifics than that, but let’s be honest- that’s the main goal here. So if you know your objective is to get this job, and the recruiter or hiring manager knows you are also interested in said job (because otherwise, why would they even have your resume?), why do you need to make this explicit in your resume? 1. What IS a Resume Objective?2. Do You Need a Resume Objective?3. What If You Decide to Skip It?4. What Does a Good Objective Have?5. Where to BeginWhat IS a Resume Objective?An objective is a short statement at the top of your resume (right after your essential contact details) that sums up for the reader where you are in your career, and what you’re seeking as the next step. So as you see, it’s a little different than â€Å"hire me.† Think of it as part of your elevator pitch for hiring you, instead of a literal statement of your job search. Again, you know why you’re there, and the reader knows why you’re there, but the objective is the kickoff to your campaign to convince them why they need to hire you. Basically, it’s your first chance to start breaking away from the pack.For example, if you’re applying for a nursing assistant position, and everyone has the same objective that says something like, â€Å"Seeking employment as a nursing assistant,† the reader will start glazing over by the third resume. You want your resume to stand out from the crowd, and the objective is another tool you can use to do that. But be careful: the resume objective is not necessarily the same thing as the resume summary statement. The resume summary statement, also known as a qualification summary or a competency summary, is a short statement or list of bullets that summarize skills and experience. It ties those skills and experience to the theme (or brand) you’re trying to establish for your resume. How is it different from an objective? A summary statement is a good way to take a long or complicated job/skills history and put your best self (your brand) into a few concise sentences. It’s not as good for newbie job seekers or career changers, because you might still be establishing that brand.Do You Need a Resume Objective?Well, that part’s a little controversial. Not everyone agrees that an objective is a good use of resume space these days. U.S. News World Report argues that the risks of a poorly written objective statement outweigh the benefits of including one at all, and that an objective is a waste of super-precious resume space. This is also the view taken by the folks at The Muse. The bottom line: there’s no unanimous voice fighting for the resume objective.But above all, regardless of what everyone else says, you need to decide what’s right for your resume and your job sear ch. An objective can be a very effective way to present yourself- you just need to make sure that you’re writing a good one that deserves to take that space. You should consider keeping an objective on your resume if:You’re just out of school, or don’t have tons of experience in your field.You’re changing careers, or applying for a job where your previous experience doesn’t apply 1:1.You’re focusing on a very specific position in your field (e.g. you’re not just sending your resume to a company you like, or passing it along to a recruiter, and hoping for an opening that fits). The objective is a way to start establishing that branding, or reframe your narrative. Cover letters are far from a given these days, in the age of faceless job application engines. The objective can be a handle, a narrative statement that could pack some of that same â€Å"I am perfect for this job† punch that would normally be covered in a cover letter. It’s a way to neatly outline your current goals, and align that with the job description at hand. The objective tells the reader what you’re seeking and starts the narrative of how you fit this job.What If You Decide to Skip It?I mean, the sky isn’t going to fall on your job search if you decide against including a resume objective. It’s unlikely that someone will get to the end of an otherwise fantastic resume and think, if only this person had included an objective. But that’s not necessarily the way to look at it- there are plenty of things you can leave off a resume that wouldn’t be missed. Instead, think of it as a proactive element you can use to your advantage. If you skip it, you likely won’t be actively damaging your chances at the position, but you are consciously skipping an opportunity to position yourself even better.What Does a Good Objective Have?If you decide to go ahead with a resume objective, you need to do it well . As mentioned earlier, resume space is precious. If you’re going to devote several lines to it, that’s several lines you can’t devote to something else. So you need to make sure your resume objective has these elements:It’s customized. Like the rest of your resume, it should be tailored to the job for which you’re applying- or at least the company. Generic objectives are visible from a mile away.It should be backed up. Anything you bring up in the resume objective, you should be prepared to flesh out in bullet points later in the resume.It’s not just about you. You’re great, you’re awesome. But lots of great, awesome people are going to end up in the â€Å"meh† or â€Å"no† pile of resumes. The goal is to start showing the reader that your awesomeness is the one that should get an interview for this Use it to emphasize your potential value to the company.It’s not a bragfest. Don’t just insert all th e flattering adjectives you can find. Use relevant action words that, again, will be backed up and enhanced by the rest of your resume.It’s short. This isn’t your memoir, it’s a brief statement that sets the tone for your resume.It adds value to the resume. If you’re just restating points or skills verbatim from later in the resume, don’t bother. The objective should be more of a â€Å"greatest hits† overview that is condensed into its most powerful form. So what does that â€Å"good† objective look like? Think of it as a formula.Strong traits + The role you want to fill + Good fit for the company = ObjectiveDon’t overcomplicate the objective: a sentence or two is great. You don’t need a bulleted list, or a long narrative paragraph. And in fact, a long paragraph could be a total visual momentum-killer, which is the last thing you want right at the start of the resume. You can label it as its own â€Å"Objective† s ection on your resume, but that’s not essential- it could just be a standalone sentence at the top of your resume, and the reader will understand what the purpose of it is.Where to BeginTo get you started, here are some examples of resume objectives- the good, the bad, and the ugly. You can also find templates and samples online, like with ResumeGenius and The Interview Guys (who also have a resume objective â€Å"cheat sheet† you can get via email). Let’s take a look at what to do and what not to do.The GoodExperienced customer service representative with more than 7 years of experience, seeking to leverage strong technical and customer-facing skills into an entry-level information technology position for TechSolutions Corp.Detail-oriented researcher with strong communication skills looking to transition into a blogging and social media coordinator position.Objective: To leverage 10 years of continuing education teaching experience and fluency in English, Spani sh, and French into a part-time ESL teaching position. The BadFabulous customer service rep seeks to leverage legendary skills into IT. (Let the reader make the judgment about whether your skills are â€Å"legendary.†)Bringing my brand to your blog and social media platforms. (What brand? Why you?)I would like a job teaching English to non-native speakers. (What skills and experience would you bring?)Seeking a full-time position in my chosen industry where I can apply my experience and skills to that position. (Waaay too vague.)The UglyI would like a job that pays at least $30,000 per year, with strong benefits and flexible hours to accommodate my child’s care schedule.I’ve always loved reading, so I’d like to secure a position with a large publishing company.Remember, the objective really sets the tone for the resume- it’s right under your name, and hits the reader before they get down to your qualifications and skills. If you’re going to i nclude one, make sure it’s the most specific, appealing one you can write. This is your chance to start moving ahead of the pack, so make sure you’re taking full advantage!b

Organizations That Certify Productive Forests

Organizations That Certify Productive Forests The words sustainable forest or sustained yield comes to us from foresters of the 18th and 19th century in Europe. At the time, much of Europe was being deforested, and foresters became increasingly concerned since wood was one of the driving forces in the European economy. Wood used for heat became necessary to build homes and factories. Wood then was turned into furniture and other articles of manufacture and the forests that provided the wood were central to economic security. The idea of sustainability became popular and the idea was brought to the United States to be popularized by foresters including Fernow, Pinchot and Schenck. Modern efforts to define sustainable development and sustainable forest management have met with confusion and argument. A debate over criteria and indicators to be used to measure forest sustainability is at the heart of the issue. Any attempt to define sustainability in a sentence, or a paragraph, or even several pages can be limiting. I think you will see the complexity of the issue if you study the content and links provided here. Doug MacCleery, forest expert with the United States Forest Service, concedes that forest sustainability issues are very complicated and very much depends on agenda. MacCleery says, To define sustainability in the abstract is likely to be nigh on to impossible...before one can define it, one must ask, sustainability: for whom and for what? One of the best definitions Ive found comes from the British Columbia Forest Service - Sustainability: A state or process that can be maintained indefinitely. The principles of sustainability integrate three closely interlined elements-the environment, the economy and the social system-into a system that can be maintained in a healthy state indefinitely. Forest certification is based on the principle of sustainability and in the authority of the certificate to back up a chain of custody scheme. There have to be documented actions, demanded by each certification scheme, assuring a sustained and healthy forest in perpetuity. A worldwide leader in the certification effort is the Forest Stewardship Council (FSC) who has developed widely accepted sustainable forest schemes or principles. FSC is a certification system that provides internationally recognized standard-setting, trademark assurance and accreditation services to companies, organizations, and communities interested in responsible forestry. The Programme for the Endorsement of Forest Certification (PEFC) has made worldwide strides in the certification of smaller non-industrial forest ownerships.PEFC promotes itself as the worlds largest forest certification system...remains the certification system of choice for small, non-industrial private forests, with hundreds of thousands of family forest owners certified to comply with our internationally recognized Sustainability Benchmark. Another forest certification organization, called Sustainable Forest Initiative (SFI), was developed by the American Forest and Paper Association (AFPA) and represents a North American industrial developed attempt to deal with forest sustainability. SFI presents an alternative approach that may be a bit more realistic for North American forests. The organization is no longer affiliated with AFPA. SFIs collection of sustainable forestry principles were developed to achieve a much broader practice of sustainable forestry throughout the United States without higher cost to the consumer. SFI suggests that sustainable forestry is a dynamic concept that will evolve with experience. New knowledge provided through research will be used in the evolution of United States industrial forestry practices. Having a Sustainable Forestry Initiative ® (SFI ®) label on wood products suggests that their forest certification process assures consumers that they are buying wood and paper products from a responsible source, backed by a rigorous, third-party certification audit.

Strategic Recommendations Research Paper Example | Topics and Well Written Essays - 1000 words

Strategic Recommendations - Research Paper Example Members are assisted in order to achieve their purposes and goals but they are also required to adhere to the AFP code of ethical fundraising. Programs that advocate for social and cultural diversity among members and leaders are implemented by AFP which fosters international cooperation. Conducting research and presenting the findings is another mission of AFP as well as provision of reliable certification to fundraising professionals (AFP, 2006). According to AFP (2006), the organization bases all its principles on the professional code of ethical standards which are strictly adhered to. The organization encourages people to volunteer, offer support or gives donations to the non-profit making organization that improve the quality of life and living standards of the community members. AFP and the philanthropic sector are directly tied. Community members are empowered through AFP’s activities of promoting professional services in philanthropy and fundraising. AFP members are a lso involved in most charitable organizations which offer solutions in difficult medical problems, support children programs, serve victims in disasters, ensure good care for the environment and animals and also support education and art. AFP stakeholders behind its success are the members, donors, local and international chapters, volunteers, employees, directors and professionals that ensure that the organization meets the set goals. As stated in the official AFP website, the creation of a new AFP Strategic Partners Program was to enable the organization partner with other leading organizations to support the profession and advance effective ethical fundraising. Visa and Blackbaud are among the current AFP strategic partners that offer assistance to the organization’s initiative (AFP, 2006). Summary of Project 1 Evaluation Findings The most active program in the Association of Fundraising Professionals is the Professional Development Program. In the AFP 2011-2013 strategic plan major priority has been given to the strategic partnership and international growth development. The strategic partnership however allows a limited number of 8 partners per year. AFP allows these partners to offer assistance in areas that benefits its members such as education, enabling the organization to cut on cost and channel the resources to other critical areas (Sheehan, 2010). The 7 measures of success for the association of fundraising professionals in a project are very crucial for AFP. With the current economic challenges, the non-profit sector has become more complex and very competitive in terms of funds acquisition and donors/ volunteers. The organization has for this reason developed a strategic plan to address sectors such as education, services offered by members, ethical fundraising, finance and organizational relationships. AFP approaches issues of accountability and management by providing their members with tools to analyze the budgets and ensure efficient a llocation of the limited funds. The interaction between the organization and the customer enhances good relationships that are encouraged through training, open communications through blogs, discussion groups and conferences. In the alignment of products and services with mission, AFP has developed products and services that meet customer needs in accordance to the organi

Change in management Essay Example | Topics and Well Written Essays - 500 words

Change in management - Essay Example They will have equal opportunities for progress. They will just have to follow certain procedures and policies designed by the management and I assure you that these policies and procedures will be friendly for the employees. I want to know all the concerns of the employees and I am sure that my policies and procedures will be accommodative. I will only prove to be a strict manager if all the codes and conducts defined by the management are not followed. Discipline is required everywhere to lead a healthy life and to perform all the functions appropriately. You are always welcome to come to me to discuss all your problems. There are certain suitable ways with the help of which, you can perform all organizational functions successfully with less chances of making errors and you have to understand this aspect to work as a successful functional employee of the firm. I will conduct weekly meetings to assess company’s progress along with employees’ progress. For this purpose , a board will be there that will be accountable for bringing forth all the problems and concerns related to work and employees. The employees will be restricted to work according to the company’s set procedures and policies. The employees will have chances to win bonuses and allowances for their work.