Management Practices in Japanese and US Companies

Management Practices in Japanese and US Companies This Research Paper makes a summary comparison of cross-cultural research conducted in the last ten to fifteen years in the areas of Human Resource Management; Management Style and Negotiation Strategies in Japanese and US companies. The different Research Studies in these three areas analyzed the learning possibilities for Japanese and US companies on two different levels: At headquarters and at subsidiary level. For each one of the three research topics, a Roadmap is drafted with concrete steps and strategies as to how these companies should adapt their management practices in these 3 areas in order to be even more successful. The findings of this paper also cover the very central debates in the international Human Resource Management literature: The Convergence vs. Divergence issue and the Standardization vs. Localization issue. The results clearly show that overall the dominance effect is most important (i.e., subsidiary practices appear to converge to the dominant US practices). Hence the results obtained in this paper lead to the rather surprising conclusion that for what might be considered to be the most localized of functions HRM convergence to a world-wide best practices model is clearly present. From the authors viewpoint his is a logical consequence of globalization in all business sectors. Key Words: Road Map; Human Resource Development; Leadership Style, Negotiation Strategies; USA; Japan; Cross-Cultural Introduction to Human Resource Management Practices in Japan and in the USA From a historic perspective, Human Resource Management (HRM) has been identified as a key ingredient for the success of Japanese companies on world markets during the 1980s. In this decade, suggestions as to how Western managers could learn from Japanese HRM practices were plentiful. Only one decade later, however, Japan went into a recession from which its business model has not yet fully recovered. Oddly enough, these formerly superior HRM practices are now being viewed as the root of the malaise of the underperforming Japanese economy A Research Perspective of HRM Practices in Japanese and US Companies In the early 1980s of the last century, the Japanese management model, and in particular its HRM model, have often been depicted as very different from Western-style management, yet much more competitive (Kono Clegg, 2001). Its deep-rooted and unique cultural and institutional characteristics usually were cited as the key reasons for these differences (Pudelko, 2006). Earlier, Frenkel Peetz (1998) described a rapidly speeding up globalization-induced trend towards increasing convergence resulting from global competitive pressures. In parallel, Katz, Darbishire (2000) noted a clear trend towards convergence in key patterns of HRM practices among industrialized countries. This phenomenon they call converging divergences. In parallel, the research of Frenkel Kuruvilla (2002) concludes that employment relations patterns are being determined by the interplay of what they define as three distinct à ¢Ã¢â€š ¬Ã… ¾logics of actionà ¢Ã¢â€š ¬Ã… ¸: The logic of global competition, resulting in the pursuit of global à ¢Ã¢â€š ¬Ã… ¾best practicesà ¢Ã¢â€š ¬Ã… ¸ and ultimately global convergence does not allow local insular cross-cultural happiness and coziness any longer. One reason that the USA has achieved its dominant status in the 1990s was its superior economic performance. The conclusion from these findings were that if the strengths of a successful economy are concentrated in industries characterized by intense international competition such as IT, computers and electronics the attention and the readiness to learn from it tends to be particularly strong. Such industries are often the pioneers for defining and producing à ¢Ã¢â€š ¬Ã… ¾best practicesà ¢Ã¢â€š ¬Ã… ¸ and the place where such global standards of management practice are set. Taylorism, or à ¢Ã¢â€š ¬Ã… ¾scientific managementà ¢Ã¢â€š ¬Ã… ¸, has been the prime example for a management concept claiming universal validity. Other examples were lean production, kaizen, re-engineering and management by objectives once strong points of the Japanese economy, when they were the best practice leader in doing so. Since the implosion of the Japanese economy and with the advent of globalizatio n, speed of action and instant flexibility to adapt to changing global market conditions were key criteria to succeed. Cultural diversity research carried out in the US and in Japan over the last one and a half decades has been that the American management model is particularly well suited to provide the required speed and flexibility to cope with rapidly changing economic and technological conditions. Consequently, the USA became again the dominant role model (Edwards, Almond, Clark, Colling Ferner, 2005). Summary Comparison of Key HRM Practices in Japanese and US Companies The following diagram shows a comparison between Japanese and US firms HRM practices. Areas discussed are: Recruitment and release of personnel; training and human resource development; employee assessment and promotion; as well as employee incentives. The comparison clearly illustrates the individualistic HRM approach in American firms as compared to the collectivism-oriented HRM orientation in Japanese firms. It is obvious that in the high technology sector especially the team and consensus oriented HRM philosophy of the Japanese is a hindrance to success. It appears that there are several other reasons for the declining importance attached to key attributes of Japanese model (kaizen, kanban, total quality management, quality circles, team work). Just like the Japanese firms have to learn from best practice solutions from other countries, these attributes have already been adopted by American HRM managers in the last 20 years, therefore are less significant in the future as sources for orientation. The changes brought about by globalization in the competitive environment probably also have played a role. For the future, fundamental developments such as globalization require substantial on-going responses from multi-national companies to maintain competitiveness. Figure 1 compares Japanese and US HRM practices and their competitive impact on HRM management in general. Figure 1: Comparison of Japanese US HRM Practices in 4 Key Areas HRM Sector: Japanese HRM Practices: US HRM Practices: 1. Recruitment Release of Personnel: Recruitment of new graduates to a permanent position Selection based on inter-personal skills Life-long employment philosophy low staff turnover rate= high loyalty Managerial positions filled with internal staff only Finding the best candidate internally or externally available Selection based on performance/expertise Job hopping philosophy pouts individual goals above company interests Positions filled with best expert available Competitive Effects of respective HRM Practices: Slowness towards innovation Lack of external expertise Promotes rapid innovation from inside or outside Low loyalty to employer HRM Sector: Japanese HRM Practices: US HRM Practices: 2. Training HRD Development: Broad training towards generalist knowledge Extensive training based on work group approach Employee is trained to fit corporate culture Specific training for specific tasks only Training is limited and focused on the individual only Little effort to mould the employee towards the corporate culture Competitive Effects of respective HRM Practices: Focused on corporate culture building Focused on individualism to promote success HRM Sector: Japanese HRM Practices: US HRM Practices: 3. Employee Assessment Promotion: Emphasis on seniority and not on performance Emphasis on group achievements Qualitative informal evaluation criteria Career path broad based in several Divisions Emphasis on individual success only Emphasis on individual achievements Quantitative measurable criteria and objectives Career path mostly confined to one functional part only HRM Sector: Japanese HRM Practices: US HRM Practices: 4. Employee Incentives: A mix of material and immaterial incentives Pay increases based upon seniority Little difference between top management pay levels and workers: Low with 20:1 Emphasis is on material incentives: Pay + bonus Pay based upon individual performance only Very large differences between top management and workers: High with 100:1 Competitive Effects of respective HRM Practices: Slow promotion for top performers Slow climate of innovation Quick promotion for top talents Innovative staff ensures innovative corporate climate Proposed cross-cultural Roadmap for a strategic HRM Approach Throughout the research reports analyzed for this paper, Globalization demands a broader-based strategic HRM response by Japanese firms on this more than 90 % of the interviewed Japanese Executives agreed. The results from the American respondents showed that they considered it to be a particular strength of the American HR management. Japanese managers agree in turn, that their process based incremental improvements concepts will lose in significance in the future. Furthermore the research data clearly shows that only Japan management has a distinct desire to change its own HRM model in a rather comprehensive way. This definitely can be described as a paradigm shift. The following Figure 2 gives some key thoughts and elements for such a strategic approach to HRM tasks in the future. Figure 2: A cross-cultural Roadmap for a strategic Approach to HRM Tasks in the Future Drivers of Global Changes in HRM: Elements causing Changes: Impacts of Change Elements on HRM: Need to reduce costs Speed of product innovation Quality of service Knowledge of client needs Staff motivation Training in design to cost method Innovative methods in product management Staff motivation and skills training Market knowledge has to be communicated Individual performance alone counts Risks involved: Overall corporate management philosophy has to be benchmarked against industrys best practice Key Changes needed: HRM has to install and accompany a change management process Individual performance evaluation has to abolish consensus-based group performance evaluation concepts Conclusions: HRM has to become the driving integrative force for the implementation of the Corporate Business Plan Resulting Roadmap for HRM Strategy: HRM Parameters that need to improve the Competitiveness of Corporations: HRM Parameter: Expected Benefits from HRM Changes: Strategic HRM Plan has to be part of Business Plan Future staff qualifications are in sync with corporate business plan Business Plan has to contain Change Management Concept HRM develops a long term focus linked to strategic corporate objectives Innovative Career Development Allows quick promotion of top performers Innovation oriented recruiting Speed up innovation cycles Promotion based on merit only Does away with risk minimizing attitude Introduction Best HRM Practice Concept HRM does self-control of its performance against key competitors Strategic HRM Implementation Roadmap: Overall Strategic HRM Objectives: HRM is the binding link of overall corporate business strategy to the employees of the company HRM promotes innovation and change culture in the company Planning Horizon of chosen HRM Strategy: Long term plan over 20 to 30 years Strategic plan over 5 years Operative rolling plans over 2 to 3 years Top Management Support required to implement new HRM Strategy: HRM has be a board level responsibility with staffing and budget to implement HRM Strategy chosen Introduction to cross-cultural Management Styles Globalization has changed the managerial tasks of US and Japanese mangers dramatically: Many have to work now in an international environment, in Japan or in the USA. Reasons for these changes were joint ventures, mergers, acquisitions and cooperation alliances. In the 1980s, Japan taught the work what kaizen; kanban, total quality control, etc meant in terms of competitive advantage. So the US managers had to learn these concepts. Towards the end of the late 1990s, the US had caught up with this cross cultural learning approach. Then the globalization effect came to full speed suddenly the individualistic type of US management proved to be much more flexible and successful then the slow consensus-based Japanese management style. Research findings towards different Business Cultures in Japan and in the US The research for this paper showed that the business cultures in Japan and in the US differ in 5 key categories: 1. Power Structure: National level versus international level; egalitarian approach versus non-egalitarian approach; centralized management forms versus decentralized management practices. In the authority-driven business environment still prevailing in Japanese companies, aspects of power play a critical role. This slows down decision making, as power issues dominate business cultures dominating innovative US companies (Browaeys 2009). 2. People Relationships: Collectivism versus individualism; team orientation versus individual focus. Japanese collectivism is documented in its overemphasis on team issues; where consensus finding warrants longer times until a decision is being taken (Dickson 2003). Management emphasizes group loyalty, relationships in groups prevail over individual tasks. Americans have lesser loyalty to their companies, they see employment as a temporary issue for the mutual benefit of employer and employee. 3.Tolerance for Risk-taking: High avoidance levels versus low avoidance levels; bureaucratic orientation versus non-bureaucratic orientation. The consensus-based Japanese business culture tries to minimize uncertainties through an over-emphasis on planning. As a result, they do not like to change plans once they were approved (Yamazaki 2008).US companies treasure the opportunities offered in risky endeavors a horror for traditional Japanese companies! 4. Masculinity/Femininity: Role differentiation between males and females at society and organizational levels. Japanese managers are expected to be assertive and decisive, with sex roles clearly defined. This means fewer women progress to managerial positions in Japan, whereas in the US women climb to executive posts on a much more regular basis (Jacofsky 1988). Work for Japanese managers is seen as the center of life interests. Edwards 2005) 5. Time Orientation: Long term view versus short term view in business planning and strategy formulation. The time perspective in their business philosophy: Past/present in Japan versus present/future perspective in US companies. American companies are a lot quicker to react to new opportunities what was successful in the past is less important than new opportunities which lay ahead in the near future (Dahl 2004). The retrospective business approach of Japanese companies has them look for long-term relationships. US companies take the present and look quicker and often farther into the future. This speeds up their decision making processes and facilitates the acceptance of risk taking among their executives (Tsui 2007). Research findings towards Key Managerial Skills in Japan and in the US Effective cross-cultural management skills have to fit the prevailing national business culture where they are being applied to on their workplaces. In individualistic business environments as in the US, new employees are being hired on the basis of their personal records. In the collectivistic business culture of Japan, recommendations from elite universities or from family members who already work for the company play a vital role. The following key managerial functions have been analyzed in research paper: Reward allocation and employee motivation; employee participation and managerial communication; executive development. 1. Reward Allocation and Employee Motivation: The proper allocation of rewards is the driving force of the individualistic US business environment: Rewards are expected to be equity based, i.e. based upon an individuals contribution to corporate success. Rewards are supposed to be equal for equal performance: Rewards have to based upon the specific needs of a position (Riley 2007). In the more equality and group oriented Japanese business culture, rewards are being allocated on a group basis. These research findings did prove that the application of inappropriate reward systems caused feelings of de-motivation and injustice (Buttery 2000) 2. Employee Participation and Managerial Communication: To get employees to participate in goal setting in a US company is daily business, as in this way it increases the employees involvement in how his work environment is being shaped. Given the individualistic US business culture team effectiveness rises if team members are personally accountable for their personal contribution, which can be measured i.e. management by objectives (Javidan 2006). In the more socially oriented Japanese Business culture, employee participation is more socially oriented and the employees display lower levels of power distance between organizational levels (Hofstede 1980) 3. Executive Development: In an American business environment, qualified staff is classified into high potential groups for future executive positions at a much earlier stage of their career and at a much younger age as compared to the Japanese business culture. This encompasses a mix of specialist type of work assignments combined with near executive project assignments, to give them an early feeling of how an executive ticks (Yamazaki 2008). Japanese companies tend to focus on generalist type of assignments with intensive functional and geographic job rotation at almost the same hierarchical levels. Promotion is by seniority criteria mostly (Saee 2010). In consequence this implies: Executive development in US companies is based upon the potential benefits seen in a junior executive, whereas the Japanese approach is more oriented towards rewards for the past performance (Raimo 2009). Proposed Roadmap for a strategic cross-cultural Management Style The following Figure 3 gives a strategic roadmap for a cross-culturally based management style which facilities quick and efficient adaptation to cross-culturally different work environment. Figure 3: A cross-cultural Roadmap for a strategic Approach to Drivers of cross-cultural Management Styles:Management Style Development Common Management Skills Deficiencies: Negative Impacts of missing cross-cultural Management Skills: Lack of employee motivation In-adequate communication style De-motivating reward system Slow pace of promotion system Lack of managerial skills training Performance is not recognized/rewarded Work objectives unclear=de-motivating Individual motivation not released Resistance to innovations Necessary changes do not take place Risks involved: Mix of management skills not suited for work environment High potentials are not identified and promoted High staff turnover; slow pace of innovation and change management Key Changes needed: HRD concept oriented towards cross cultural sensitivity Top management involvement in management skills profile development Cross-culturally oriented career development system Conclusions: An innovative HRD approach is needed Designed by managers with local management experience HRD skills Resulting Roadmap towards a cross-cultural oriented Management Style: Managerial Skills that need to be improved: Management Skills requiring Attention: Expected Benefits better Management Styles: Reward systems motivation tools Keep staff and attract talents Career development system for talents Quick promotion for high potentials Innovative pay system Increased motivation to innovate Clear set of managerial objectives Rewards are measurable and objective Internal PR for new management style More credibility for management styles Top managers have to practice this style Extra motivation to manage/risk changes Strategic Management Skills Implementation Roadmap: Overall Strategic Management Skill Development Objectives: Analyze requirements for necessary cross-cultural management skills Incorporate necessary changes into overall management philosophy and corporate mission Document and promote concept at all managerial levels Planning Elements for chosen Management Skill Development Strategy: Assess time and research requirements properly; involve superiors where needed Involve top management team properly and show their support in public statements/info releases Managerial Support required to implement new Management Skill Development Strategy: Develop a strategy paper involving top management and clarify roles and inputs and state resource requirements as compared to potential gains from these improved management skills Introduction to cross-cultural Negotiation Styles Cultural Diversity is one of the most critical issues in international negotiations. A key requirement for successful international negotiation is the extent to which the negotiating parties are capable of understanding the negotiating habits and thoughts of their counterparts who come from another culture (Brett 2000). When entering into an international negotiation process, the full awareness and understanding of the cultural differences, such as cultural background, national character, emotional aspects, rules and regulations of other countries, decision making styles, ways of discussing, meeting and negotiating is of vital importance in order to make the negotiation successful. The difficulty the negotiators are facing have to do with dealing on the basis of different sets of values, attitudes, behaviors and communication styles of the other party participating in the negotiation process. The proper planning and preparation for negotiations, and participating in the negotiation p rocess must take into consideration all these factors. This will avoid setbacks, surprises and shock so often faced in cross-cultural negotiations. A. Basic Research Findings linking Negotiation and Culture A nations culture in itself consists of interrelated patterns or dimensions which come together to form a unique social identity shared by a minimum of two or more people It is the unique character of a social group and the values and norms common to its members that set it apart from other social groups (Brett, 2001;). Consequently for this reason, because of the different values and norms, people from different cultures negotiate differently (Brett, 2001;). Many authors talk of a set of cultural values associated with each cultural group which actually is the determining force for the culture (Tinsley, 2001, Brett, 2001;). The knowledge of these values and norms provides insight into the choices made and influences these very negotiators cognitions, emotions, motivations and strategy. Research shows a clear differentiation: Whilst values refer to what a person considers important (more on cognitive side), norms refer to what is considered appropriate behavior (behavioral aspects) i n a specific culture. Consequently, because of these different values and norms, people from different cultures tend to negotiate differently (Brett 2001). These cultural values and norms shape implicit theories invoked in negotiations (Gelfand and Dyer 2000) and may influence a negotiators response to strategically displayed emotions. In Japanese companies, the emphasis of a group being the core nucleus for negotiations communicates these values to its members and rewards conformity. In this way a members values become thoroughly culturally constituted. Thus, culture creates an overall environment for Japanese companies and their negotiators which in many ways directly or indirectly compels the constituent members to be guided by their cultural value sets while negotiating. B. Research Findings concerning the strategic Framework of cross-cultural Negotiations According to the book The Global Negotiator: Making, Managing, and Mending Deals around the World in the twenty-First Century (Salacuse 2005) there are a total ten particular elements consistently complicating intercultural negotiations. 1) Negotiating goal: Contract or relationship? 2) Negotiating attitude: Win-Lose or Win-Win? 3) Personal style: Informal or formal? 4) Communication: Direct or indirect? 5) Sensitivity to time: High or low? 6) Emotionalism: High or low? 7) Form of agreement: General or specific? 8) Building an agreement: Bottom up or top down? 9) Team organization: One leader or group consensus? 10) Risk taking: High or low? Research shows that for a Japanese manager negotiation is also about being sensitive to the personal/emotional factors and hence may sometimes be indirect, informal, and general with less sensitivity to time whereas. On the other side for a negotiator from USA, any negotiation is to the point, direct, formal, with high consideration for time and less care for personal or emotional factors. B. Research Findings concerning Diversity Factors and Strategies in Cross -Cultural Negotiations In countries such as in the US and much of northern Europe, strong, direct eye contact conveys confidence and sincerity while in Japan, prolonged eye contact is considered rude and is generally avoided. In Japan they always prefer personal space during business dealings. With regard to the Japanese, Salacuse shows that 100 percent of the Japanese respondents claimed that they approached negotiations as a win-win process. Communication itself constitutes a basic component of negotiation framework. Diversity in this communication aspect is also very obvious and pertinent. In a culture that emphasizes directness, such as the American one, you can expect to receive a clear and definite response to the proposals and questions. In SE Asian cultures such as the Japanese reaction to proposals made to them may be gained by interpreting seemingly vague comments, gestures, and other signs. Concerning the cultural sensitivity to time, Salacuse in his study quotes Japanese tend to negotiate slowly, and Americans are quick to make a deal. Contrary to this perception of time, for Americans the objective is a signed contract and as for them time is money, they want to close a deal quickly. Americans therefore try to reduce time invested in formalities to a minimum and get down to business quickly. Japanese and other Asians, whose objective is to create a relationship rather than simply sign a contract, need to invest time in the negotiating process so that the parties can get to know one another well and determine whether they wish to embark on a long-term relationship Another crucial aspect in cross-cultural negotiations is risk taking ability. The Japanese tend to be highly risk averse in negotiations, and this tendency was affirmed by the survey conducted by Salacuse, which found Japanese respondents to be the most risk averse of the twelve cultures. Americans in this survey, by comparison, considered themselves to be risk takers. C. Research Factors concerning the Management of Conflict in cross-cultural Negotiations Research findings with regard to managing conflict in cross culture negotiation show that different cultures focus on different aspects. Tinsley (1998), revealed that when managing conflict American managers preferred to focus on interests, while Japanese managers concentrated on status power. The differences could be explained by the American value for poly- chronicity (or multitasking) and the Japanese occupation with hierarchy (or unequal social structures. It is obvious though, that awareness of emotions is vital to negotiation and it plays a key role when it comes to cross-culture negotiation conflicts. In the Japanese business culture, status and power also play an important role in conflict management where parties try to manage conflict by using differences in authority, status and power. To them it is normal that high status parties try to enforce their ideas for resolution on lower status parties. If this is not possible, Japanese negotiation parties try to enhance their st atus by co-opting people of higher status. D. Research Findings concerning cross-cultural Decision-Making styles during Negotiations Decision-making styles vary a lot between Americans and Japanese. When it comes to team based versus individual way of taking decisions one extreme is the American negotiating team with a supreme leader who has complete authority to decide all matters. The Japanese business culture stresses team negotiation and consensus-based decision making. American managers usually tend to make decisions by themselves, while Japanese managers tend to make decisions by consensus. Furthermore, Americans treasure the value of flexibility, whereas once a Japanese manager has reached a decision, may believe it is shameful to change it. Decisions can be taken either through a deductive process or through an inductive process. In his research, (Salacuse 2005) found that Americans do view deal making as a top down (deductive process); while the Japanese tend to see it as a bottom up (i.e. inductive) process. E. Research Findings concerning the Interests Strategy in cross-cultural Negotiations The process of aligning and integrating the best interests of both parties works as a catalyst for successful negotiation. This interests-based strategy promotes the resolution of dilemmas through cognitive problem solving. Research shows is essential to shift focus from position to interest. Several authors suggest that as both parties want to gain their individual interest therefore they always want to implement the negotiation. From their perspective, individual interests of parties are always more important than collective group interests. A cross-cultural Roadmap for a strategic Approach to Negotiation Styles The following Figure 4 shows a roadmap for the development of efficient cross-cultural negotiation styles. Figure 4: A cross-cultural Roadmap for a strategic Approach to Negotiation Drivers of cross-cultural Negotiations: Common Negotiation Difficulties: Negative Impacts on Negotiations:

Moral Education Essay

Moral education can be given better by parents at home, than by schoolmasters and professors in schools and colleges. Parents have numberless opportunities of guiding their children by pre ¬cept and example, opportunities denied to the teacher. Who generally meets his pupils in large classes, and seldom has the means of becoming intimately acquainted with their several char ¬acters and the faults, other than intellectual faults, to which each of them is particularly prone. The first point of importance to notice with regard to moral instruction is that, in the words of the proverb, example is better than precept. This is too often forgotten by parents, especially in the case of young children. Many parents are emphatic in incul-cating truthfulness, but, on very slight occasion think it advisable to escape the importunity or curiosity of children by deception, if not by actual falsehood. They fondly hope that the deceit will pass unnoticed; but children are keener observers than they are generally supposed to be, and very quick to detect any discrep ¬ancy between preaching and practice on the part of their elders. It is therefore imperative that parents in all cases should them ¬selves act up to the moral precepts that they inculcate upon their children. Another important point in the home training of children is careful selection of associates of their own age who will not teach them bad habits. For the same reason, especially in rich houses, great care must be taken that the servants do not exert an evil influence on their moral character. Bad servants teach a child to be deceitful and disobedient by secretly helping him to enjoy forbidden pleasures, which of course they warn him he must on no account mention to his parents. They may also render a child rude and overbearing by servile submission to his caprices and bad temper. If we now pass from home to school life, we see that the first great disadvantage that the school-master labours under is that it is very difficult for him to gain the affections of his pupils. A father can generally appeal to filial love as an inducement towards obeying the moral rules he prescribes. But a school-master ap ¬pears to boys in the position of a task-master, and is too often without reason regarded by them as their natural enemy, particu ¬larly by those whom he has to punish for idleness or other faults, that is, by the very boys who stand most in need of moral instruction. Even when a school-master has got over this hostile feeling, he finds that the large amount of daily teaching expected from him leaves him little leisure to give his pupils friendly advice in the intervals between lessons. It has been proposed in India that formal lessons in morality should be given in schools and colleges. But it is to be feared that lessons so delivered from the school-master’s desk or the professor’s chair would produce little more effect than is obtained by the writing of moral sentences in copy-books. In the great public schools of England the masters have opportunities of de ¬livering moral lessons under more favourable conditions, when they preach the weekly sermon on Sunday in the sacred precincts of the school chapel. The Indian teacher has no such opportunity of using his eloquence in guiding the members of his school towards moral enthusiasm. Yet he can do much by the power of personal example, and by creating in the minds of his pupils admiration for the great English writers, who in prose or verse give expression to the highest moral thoughts. In addition to this, all intellectual education is in proportion to its success a powerful deterrent from vice, as it enables us to see more clearly the evil effects that follow from disobedience to moral rules.

Who Is Upper Class Or Lower Class - 1850 Words

The concept of party identification is believed to be developed at an early age, whether through parental influence, media influence, or personal choice, it is mainly shaped by outside influences continuing through adulthood. Researchers have concluded that often time’s adults identify with the same party their parents identified with. Thus, creating a trickling effect among generations, in which families as a whole identify themselves with the same party. The term â€Å"class† has a sense of ambiguity associated with it, and with good reason. What determines whether someone is upper class or lower class? Is it strictly associated with income levels? Does the issue of class and white Americans vary from region to region? Is class the most important factor in politics or do other factors have a more bearing influence on voter preference and identification? â€Å"Class is relative status according to income, wealth, power and/or position† (Jenson 4). 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After falsely accusing Robbie Turner, family friend and

Trobrianders of Papua New Guinea a Lasting Society

The people of the Trobriand Islands in Papua New Guinea have been a source of interest to anthropologists since the early 1900s, when Bronislaw Malinowski first studied them. In a time when anthropology was barely established as a formal discipline (Weiner, 1988), Malinowski had an intense interest in ethnographical field work as well as the fascinating culture of the natives of what was then called Papua, the southeastern part of mainland New Guinea. The Trobriand way of life is extremely different from that of typical western or eastern cultures. In addition to being a matrilineal society, the Trobrianders engage in markedly different courtship and marriage activities, and have been able to preserve much of their culture despite†¦show more content†¦This respect is not limited to chiefs; A woman of chiefs rank, married to commoner, retains her status, even with regard to her husband, and has to be treated accordingly (Malinowski, 1922: 55). Courtship and marriage in Tr obriand society is also interesting and unique. According to Malinowski, Chastity is an unknown virtue (1922: 53) among Trobriands. Though this description is dated, there is a marked difference in the courting rituals of Trobrianders and early twentieth-century Europe. Trobriand children begin playing erotic games around age seven or eight, and typically begin to pursue sexual partners in earnest around ages eleven to thirteen. As they mature, the Trobrianders have longer and less casual affairs, until a couple is ready for marriage. When a couple decides to wed, they appear together in public outside of the males house as a way to announce their engagement. The wedding ceremony occurs later that day, when the brides mother brings cooked yams for the couple to eat together in order to formalize their marriage. After the wedding, the grooms sister gives the bride longer skirts to replace her short ones (and to signal the end of her sexual freedom), and the brides father and m aternal uncle give uncooked yams to the groom. (Malinowski, 1922 Wiener, 1988) The Trobrianders are matrilineal, so the maternal line is followed for inheritance and

Balancing between Planned and Emergent Approaches to Business and Mark Term Paper

Essays on Balancing between Planned and Emergent Approaches to Business and Marketing Strategy Term Paper The paper â€Å"Balancing between Planned and Emergent Approaches to Business and Marketing Strategy† is a  convincing example of a term paper on management. Planning refers to the process of brainstorming, designing, and organizing the most important activities which are necessary for the achievement of the desired goals. The process does, therefore, involve the devising, implementation, and maintenance of a strategy that is in line with the goals and objectives of the organization. In this regard, planning processes are considered to be fundamental properties of the stakeholders’ intelligent behavior (Cunningham Harney 2012, 13).An aforethought process is important since it facilitates the preparation of strategic policy or the integration of a strategic policy with other types of plans. Plans can, therefore, be considered to be the representatives of combined forecasted developments that facilitate the preparation of various types of scenarios. Plans do also prese nt the manner in which the organization ought to react to the scenarios in question (Burnett 2010, 43).An important aspect that is usually ignored during planning processes is the connection between forecasting and planning. While forecasting predicts how the market’s future will be, planning predicts how the future ought to be. Managers do appreciate that planning cannot succeed without regard for spontaneous order. This paper does, therefore, endeavor to establish the connection between the planned and emergent approaches to strategy as well as why it is important to strike the balance between the two. The paper addresses each of the two approaches in-depth, and then it explicates the value of having an integrated approach (Cunningham Harney 2012, 17).Planned Approach to Business and Marketing StrategyA planned approach is where the strategist determines the mission and vision of the organization in an endeavor to facilitate the achievement of the strategic goals and objec tives in a timely manner. Research studies have established that the understanding of strategic planning is important as it enables organizations to achieve competitive advantages in a sustainable manner. In that case, it proves to be important for stakeholders to know the advantages and disadvantages of this approach so as to establish when it is most appropriate to implement them. The understanding does also enables the stakeholders to figure out what to expect once the approach is implemented (Burnett 2010, 46).According to Nallebuff and Brandenburger (2011), the overall analysis of the approach indicates that it has more advantages than limitations. In this regard, this section lists and explains five main advantages and three main disadvantages. There are other advantages and disadvantages to this approach. However, by discussing the main issues, the approach will be appropriately understood (Nallebuff Brandenburger 2011, 30; Schuler Jackson 2007, 76).Advantages of the Planne d ApproachOne of the main objectives of the planned approach is to enhance collaboration amongst functional managers. The approach facilitates this by prompting effective communication amongst managers as well as between the managers and the rest of the workforce. By communication, stakeholders are able to achieve synergism and various sections of a business organization work for a common goal (Schuler Jackson 2007, 76).Nallebuff and Brandenburger (2011) argue that managers in human resources, operations, marketing, and finance departments have equal importance. In spite of that fact, it has been proved that there are times when they engage in useless competition instead of collaborating. The situation gets worse when these departments operate with separate command structures of the subordinate staff. A planned approach to business and marketing does readily facilitate cooperation and collaboration amongst the different sections of management (Schuler Jackson 2007, 77).

Lwc1 Flashdb Free Essays

string(302) " was the Clean Air Act passed\? 1963 What year was the Clean Water Act passed\? 1977 What are the alternative dispute resolution techniques\? \*Arbitration – 3rd neutral party hears both sides and makes a binding decision, possible award, no discovery, no class action, no pulic info of outcome\." What is the definition of a contract? An agreement between two or more parties for the doing or not doing of something specified. Describe the various types of contracts. 1) Bilateral and Unilateral 2) Express and Implied 3) Executory and Executed What elements does a contract need to be enforceable? 1) Agreement 2) Legality 3) Consideration 4) Capacity What elements would constitute a discharge of a contract? 1) Material breach 2) Minor breach 3) Anticipatory breach 4) Mutual Rescission 5) Accord/Satisfaction What is a bilateral contract? Both parties make a promise. We will write a custom essay sample on Lwc1 Flashdb or any similar topic only for you Order Now What is a unilateral contract? One party make a promise that the other party can accept only by doing something. ex. I’ll give you $10 to mow my lawn. If not mowed no $10. What is an express contract? Two parties state all important terms of their agreement. ex. Where, when, how much, oral or written. What is an implied contract? Words and conduct of the parties indicate that they intended an agreement. What is an executory contract? When one or more parties have not fulfilled its obligations. What is an executed contract? When all parties have fulfilled their obligations? If there is a breech of contact, what remedies are available? Injuction – An order forcing someone to do something or refrain from doing something. Expectation Damages / Restitution – $ required to put on party in the position she would have been had the other side performed the contract. Specific Performance – In cases of rare property court ordered to complete the deal. Reformation – Court will rewrite contract. Describe types of acceptable performace of a contract. Strict Performance Substantial Performance What are the Sherman and Clayton Antitrust Acts? Sherman Act of 1890 – first national law to regulate competition. Clayton Act of 1914 clarified the Sherman Act. What are the key provisions of the Sherman and Clayton Antitrust Acts? *Prohibits all agreements that will â€Å"restrain trade† (Sherman) *Bans â€Å"monopolies† (Sherman) *Prohibits anticompetitive mergers (Clayton) *Tying arrangements (Clayton) *Exclusive dealings (Clayton) *Bans price discrimination – illegal to charge different prices to different purchasers. (Robinson-Pattman Act 1936 an amendment to Clayton -) Describe the variety of aggressive business actions that are illegal and violations of antitrust regulations. Monopolization -possessing a monopoly is not illegal; using bad acts to acquire or maintain one is. Predatory Pricing – lowering prices below cost to drive competitors out. Tying Arrangements – selling products on the condition the buyer purchases a different (or tied) product. Contolling distributors or retailers (Retail price maintenance) How is consumer credit regulated? Through the Truth in Lending Act What government regulations apply to consumer product safety? *Federal food, drug, cosmetic act *Food quality protection act What is the role of the Environmental Protection Agency? Monitor and protect the air, water and land polution. . . What requirements were specified by the Federal Trade Commission Act of 1914? Unfair or deceptive acts or practices. What is the point at which a legal agreement is said to have occured? intend to contract List the types of breech of contracts. Material Breach Minor Breach Anticipatory Breach Mutual Rescission Accord/Satisfaction What is an express warranty? Seller creates with words or actions that goods meet certain standards. Created three ways: Affirmation of a fact or promise, Description of the goods, or sample or model. What is an implied warranty? Created by UCC code itself, not by an act or statement of the seller. What is a disclaimer? A statement that a particular warranty does not apply. What are the limitations on remedies for breach of warranty and product liability? Limitation of Remedy Clause – Parties may limit or exclude normal remedies permitted. What is negligence? Seller’s conduct unreasonable. Violation of a standard of care set by statute. How does negligence apply to a manufacturer? Negligent Design Negligent Manufacturing Failure to Warn What are the types of warranties? Implied, Express, Implied Warranty of Fitness, Warranty of Merchantiability. What is strict liability? A tort doctrine holding to a very high standard all those who engage in ultrahazardous activities. (ie explosives) OR who manufacture certain products. What are the defenses available to an action for negligence? Contributory Negligence – If the plantiff is even slightly negligent she recovers nothing. Comparative Negligence – Plantiff may generally recover even if she was partially responsible. What are the defenses available or an action for strict liability? None – a defendant engaging in an ultrahazardous activity is virtually always liable for any harm that results. List the remedies available. Compensatory Damages – flow directly from contract. Consequential Damages – result from the unique circumstances of the particular injured party. (Recoverable only if breaching party should have foreseen them). Incidental Damages – Minor costs an injured party incurs responding to a breach. What are the basic provisions of the Sarbanes – Oxley Act? *Created a public company accounting oversight board *Revising auditor independence rules *Revising corporate governance standards *Increasing criminal penalties for violations What are the rights of the shareholders? Right to information – including minute book, accounting records, and shareholder lists. *Right to vote *Right to Dissent *Right to protection from other shareholders. What recourse do sharholders have against corporations if shareholder rights are violated? Derivative Lawsuits – Shareholders sue corporation, but damages go to corporation. *Direct lawsuits *Class Action What are the key provisions of the Securities Act of 1933? Before offering or selling securities, the issuer must register the securities with the SEC, unless the securities qualify for an exemption. What are the disclosure requirements of the Securities Act of 1933? Initial detailed information statement when the company first registers. How did Sarbanes – Oxley change the disclosure requirements of the Securities Act of 1933? Added to the 1934 Securities Act by requiring CEO and CFO to certify that: *The information in the quarterly and annual reports are true. *The company has effective internal controls. *The officers have informed the company’s audit committee and it auditors of any concerns that they have about the internal control system. What year did the Sarbanes – Oxley Act pass? 2002 How would you define business ethics? The study of how people ought to act. What is involved in developing an ethical culture in an organization? Managers setting the example and training. What year was the Clean Air Act passed? 1963 What year was the Clean Water Act passed? 1977 What are the alternative dispute resolution techniques? *Arbitration – 3rd neutral party hears both sides and makes a binding decision, possible award, no discovery, no class action, no pulic info of outcome. You read "Lwc1 Flashdb" in category "Essay examples" *Mediation – Neutral party coaxed two disputing parties toward volunatry settlement. No decision made by mediator. *Negotiation – List the types of courts. State Courts = Trial Courts Federal Courts = Trial Courts and Specialty courts (bankruptcy, tax, etc) Appelate Courts = Describe the National Labor Relations Act of 1935. Also known as Wagner Act. 1) Created NLR Board to enforce labor laws. 2) Prohibits employers from penalizing workers who engage in union activity. 3) Requires employers to bargain â€Å"in good faith† with unions. Descirbe what COBRA is, and when was it passed? Consolidated Omnibus Budget Reconciliation Act passed in 1985. Statute provides that former employees be allowed to continue health insurance for 18 months after leaving their job. Describe what the Fair Labor Standards Act is and when it passed? Regulates wages and limits child labor. Passed in 1938. 1. 5 time paid for overtime. Children under 14 may only work in agricultural and entertainment. 14-15 limited hours after school. 16-17 unlimited hours in non-hazardous. Descirbe what constitutes wrongful discharge under the law. Wrongful discharge prohibits an employer from firing a worker for a bad reason. They fall into three categories. 1) public policy – prohibits employer from firing someone for a reason that violates basic social rights, duties, and responsibilities. ) contract law-written or oral promises made during the hiring process can be enforceable. Employee handbook creates a contract. 3) tort law – defamation; giving a false or unfavorable reference about a former employee, or â€Å"Intentional Infliction of Emotion Distress – employers who condone cruel treatment of their employees face liability under tort of intentional inf liction of emotional distress. Explain the responsibilities of OSHA. Holds employers to a workplace â€Å"free from recognized hazards that are causing or likely to cause death or serious injury to employees. Inspects workplaces to insure that they are safe. Describe the main points of the Americans with Disabilites Act of 1990. The ADA prohibits employers from discriminating on the basis of disability as long as she can, with reasonable accomodation, perform the essential functions of the job. An accomodation is not reasonable if it would create undue hardship on the employer. What is liquidated damages clause? A provision in the contract that declares in advance what one party will receive if the other side breaches. What is necessary to prove negligence? Duty of Due Care Breach (defendant breached duty) Factual Cause Forseeable Harm Injury What does the Family and Medical Leave Act guarantee? Both men and women up to 12 weeks unpaid leave each year for childbirth, adoption, or medical emergencies for themselves or a family member. When was Social Security instituted and what does it do? Passed during the Great Depression in 1935. Benefits to workers who are retired, disabled, or temporarilly unemployed and to spouses and children of disabled or deceased workers. What is the FUTA? Federal Unemployment Tax Act and is part of the Social Security system. What is the Equal Pay Act and when was it instituted? An employee may not be paid at a lesser rate than an employee of the opposite sex for equal work. Passed in 1963. What is Title VII and what does it prohibit? Passed in 1964. It prohibits employers from discriminating on the basis of race, color, religion, sex, or national origin. More specifically, 1) discrimination in the workplace 2) sexual harassment 3) discrimination because of pregnancy. What does sexual harassment entail? unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature with two major categories. 1) Quid pro quo (this for that) 2) Hostile work environment What is the EEOC? Equal Employment Opportunity Commission is a federal agency to oversee Title VII cases. They may sue or issue a â€Å"Right to Sue† letter. They also oversee age discrimination cases. What are the remedies to Title VII violations? Hiring, reinstatement, retroactive seniority, back pay, reasonable attorney’s fees and damages up to $300,000. What does the Age Discrimination Act prohibit? When was it passed? Prohibits ago discrimination against employees or job applicants who are 40 years or older. Cannot fire, refuse to hire, fail to promote or force to employee to retire. Passed in 1967. What is the Norris-LaGuardia Act? declared that federal courts could not issue an injuction for non-violent labor disputes. What rights does Section 7 of the National Labor Relations Act (NLRA) guarantee? the right to organize and join unions, bargain collectively through representatives of their own choosing, and egage in other concerted efforts. What does Section 8 of the NLRA guarantee against? Unfair Labor Practices – the employer cannot: *interfere with union organizing efforts. *dominate or interfere with any union. *discriminate against any union member. *refuse to bargain collectively with any union. What are the two main functions of the NLRA Board appointed by the President? *Representation – the board decided whether a particular union is entitled to represent a group of employees. *Unfair Labor Practices – adjudicates claim by either the employer or workers the the other side has committed a ULP. What is the Taft-Hartley Act? Also called the Labor Management Relations Act. A statue that ammended section 8 of the NLRA to outlaw certain ULP by unions. *interfer with employees who are exercising their right under 7. * to encourage an employer to discriminate against a particular employee because of a union dispute. refuse to bargain collectively. * to engage in an illegal strike or boycott, especially secondary boycotts. (secondary boycott is picketting innocent companies to coherce them to stop doing business with an employer) What is the Landrum-Griffin Act? Also called the Labor-Management Reporting and Disclosure Act (LMRDA) requires union leadership to make ce rtain financial disclosures and guarantees free speech and fair elections within a union. What does Section 9 of the NLRA offer? Exclusivity – a valid recognized union is the EXCLUSIVE representative of the employees. What steps are needed to organize a union? Campaign – rally employees to form a union. Authorization Cards – signed card by employee giving union exclusity. Recognition – union asks employer to recognize it as the bargaining unit. Petition – union petitions NLRB for an election if 30% of workers are unified. Election – NLRB supervises election. What is a CBA? Collective Bargaining Agreement. What is UPA Uniform Partnership Act passed 1914. At what point is a partnership formed? The association of two or more person to carry on as co-owners a business for profit forms a partnership, whether or not the persons intend to form a partnership. What factors create â€Å"co-owners of a business for profit†? *Must share profits *Share in management of business *(optional) Share in losses *(optional) referring to yourselves as partners *Charitable business are not partnerships When does Partnership by Estoppel apply? *they allow others to call them partners * a third party relies on assertion * a third party suffers harm What agency does a â€Å"partner† in a partnership hold? *Actual authority – authorized acts * Implied authority – act resonably necessary *Apparent authority – unauthorized acts Which partner is responsible for paying the debt of the partnership? ALL – all partners are PERSONALLY liable for all debts of the partnership. (Yes, that means the house is at risk. ) What is the liability of an incoming partner? A partner is personally liable only for obligations the partnership incurred while he was a partner. His liability for debts incurred before he became a partner is limited to his investment in the partnership. What are the two categories antitrust is divided into? per se – violations are automatic (no on was hurt is not a defense criminal and civil damages) rule of reason – only if anticompetitive impact Name the three types of potentially illegal cooperative business strategies. Horizontal Agreements among competitors. (Levis and Wranglers) Vertical Agreements between participates of different stages of production (Levis and Macys) Mergers and Joint Ventures among competitors. What is market division? An effort by a group of competitors to divide it market is a per se violation of the Sherman Act. What is the FTC? Federal Trade Commission created in 1915. What options does the FTC have to enforce the law? Voluntary Compliance Administrative Hearing and Appeals Penalties What sales practices does the FTC oversee? Bait Switch Mail/Phone Order Merchandise Telemarketing Unordered Merchandise Door to Door Sales Consumer Credit What is the â€Å"Truth in Lending Act†? Requires lenders to disclose the terms of the loan in an understandable and complete manner. Truth in Lending Act (TILA) applies only if . . . *It is a consumer loan *The loan has a finance charge or will be paid in more than four installments. *The loan is for less than $25,000, or to secure a mortgage on real estate *The loan is made by someone in the business of offering credit What is the Magnuson-Moss Warranty Act? The act requires any supplier that offers a written warranty on a consumer product that cost more than $15 to disclose the terms of the warranty in simple, understandable language before the sale. What does the Consumer Product Safety Act of 1972 protect? Created to prevent injuries from consumer products. Instituted the Consumer Product Safety Commission to evaluate consumer products and develop safety standards. The FTC deems a practice unfair if it meets three tests. What are these tests? 1) It causes substantial consumer injury. 2) The harm of the injury outweights any countervailing benefit. ) The consumer could not reasonably avoid the injury. What is the EPA? What is the EPA’s primary function? Evironmental Protection Agency. Created in 1970. When Congress passes a new environmental law, the EPA issues regulations to implement it. What is the Clean Air Act? When was it passed? The Clean Air Act of 1970 has four provisions: 1) Primary Standards (National Ambient Air Qual ity Standards, NAAQS) – pollution that harms public health. 2) Secondary Standards – pollution that may not threaten health BUT has unpleasant effects, low visibility, harmful to plants or other materials. ) State Implimentation Plans (SIPs) States offered plans for bringing areas into compliance within a reasonable amount of time. 4) Citizen Suits – citizens can file against a polluter or the EPA for failing to enforce statute. What is the Clean Water Act? When was it passed? Passed in 1972 with two goals: 1) to make all navigable water suitable for swimming and fishing by 1983 2) to eliminate the discharge of pollutants into navigable waters by 1985. What does the Safe Drinking Water Act require? When was it passed? Passed 1974. Requires: 1) EPA to set national standards ) enforcement left to states with provisions for EPA to enforce if needed. 3) Prohibits use of lead in any water pipes. 4) Requires community water systems to send annual water report to every customer. What two statutes regulate waste? The Resource Conservation and Recovery Act (RCRA) – regulates the production and disposal of solid waste. The Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA or Superfund) – focuses on cleaning up existing hazardous waste sites. What does EPA oversee? Air Water Waste Chemicals – shared with other agencies (FDA, OSHA, and NRC) Natural Resources What act was passed to regulate the air? Clean Air Act What acts were passed to regulate water? *Clean Water Act *Safe Drinking Water Act *Ocean Dumping Act *Oil Pollution Act What acts were passed to regulate chemicals? *Federal Insecticide, Fungicide, and Rodenticide Act *Federal Food, Drug, Cosmetic Act *Food Quality Protection Act *Toxic Substances Control Act What acts were passed to regulate natural resources? *National Environmental Policy Act *Endangered Species Act What are common types of antitrust violations? Cooperative Strategies Aggressive Strategies Define ethics. The study and philosophy of human conduct, with an emphasis on determining right and wrong. *Moral philosophy *The principles, values, and standards that guide behavior in the world of business. What are the changes made to the 1933 Securities Act in 1934? *still must file initial info statement (like 1933) *Annual reports with audited financials, analysis of company’s performance, in fo about officers and directors. *Unaudited quarterly reports *Report any significant developments, bankruptcy, change in control, purchase or sale of significant assets, resignation of a director as a result of policy dispute, change in auditing firms. How to cite Lwc1 Flashdb, Essay examples

Self Reliance By Emerson Essay Example For Students

Self Reliance By Emerson Essay Self-Reliance by Ralph Waldo EmersonThe quote that most provoked thought and emotion from within me comes from the essay Self-Reliance by Ralph Waldo Emerson. To be great is to be misunderstood was used by Emerson to explain the lagging growth of the conception of ideas and thoughts of his generation. Original and novel ideas were scorned by conservatives who believed the best method for learning was by repetition and memorization of proven classics written by previous generations. The continuing timelessness of his quote is still in effect today as the scientific community has evolved to accept unaccustomed theories, yet encounters difficulty when relating to the public new and extreme ideas that rebut the system.In history, the results of individualism has been spread world wide. Important leaders, thinkers, and philosophers with radical ideas in virgin areas of research were making significant finds rapidly. Yet progress was slowed by short-sighted men who failed to see greatness.Aberham Lincoln was a revolutionary in his time with his views on slavery and forgiveness of the South. Yet his death was the result of one mans refusal to accept what was once a proud and rich land reduced to tatters- left to ruin because of her failure to accept civil reform. Herman Melvilles work in Moby Dick was considered a classic, yet Melville died a figure with lost prestige, poor and unaccepted. When he was laid to rest in 1891, he was remembered only as the author of entertaining novels of the South Seas. It was not until 1920s when his place in Americas foremost writers was assured. His works are now great masterpieces of emotion that were misunderstood while he was still alive.Another important example is democracy. In medieval times, monarchies and kingdoms ruled the land. Today, the monarch is merely a figurehead behind the power of democracy. At the birth of the democratic rise of the United States of America, the colonists were thought of as upstart fools- dreamers believing the impossible. English royalists were aghast at the indignation of the colonies to separate from England and form their own country. In present day, the United States is the sole world power, a great country born out of dreams.Self-Reliance expressed the need for creative thinking. Society during Emersons era resisted reform and scorned the reformer. Emerson saw individualism in direct conflict with society. The effect of society, he thought, was not to strengthen the individual, but to breed conformity and fear. Although he often criticized society, he stressed more importantly the openness of the individual through the soul. The quote To be great is to be misunderstood reflected upon the lack of acceptance of new thought and theory during his time. BibliographyEmersons Self reliance