A Separte Peace Essay Essay Research Paper free essay sample

A Separte Peace Essay, Research Paper Throughout everyday life, verifiable occasions much of the time play an of import work in an individual s life. Ordinarily individuals can radically hold a modification of assessment over dull. In A Separate Peace, the entire feeling at the Devon School changed as World War II advanced. The male childs either anxiously anticipated bill of trade, liked to enroll in the nation of war they needed, or did non want to go by any means. The understudies at the school had to make exercises for pleasure since old 1s could non be played due to lack of stuffs. At the point when a companion comes back from the war, the male childs at Devon got an existent feeling of what the war resembled. The male childs discovered that making a trip to war was non all cheerfulness and games like they had foreseen. The impact World War II had on the characters in A Separate Peace and life at the Devon School, was obviously portrayed through their activities and exercises. We will compose a custom paper test on A Separte Peace Essay Research Paper or on the other hand any comparable point explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page The start of the novel permits the peruser to secure a vibe of what the Devon School resembled during that cut period. Understudies of war age were perpetually go forthing Devon to venture out to the war, either by pick or by bill of trade. Regardless of whether childs needed to travel or non, the hope was ever present. As winter moved toward the Devon school, so was the encroaching shadow of the war. The male childs were shouted to help scoop free a troop train caught by snow-blocked ways. The experience # 8220 ; brings the war place # 8221 ; for every one of them, and they understood they would hold to face a significant assurance actually in no time. Development jumps upon them, regardless of whether they # 8217 ; re prepared for it or non, at the stamp age of 17. The elation of the war had gotten to everyone at the school, including the staff, and made it a haphazard topographic point. The male childs had the option to procure away with defying the guidelines. Numerous students c ut class, and left school proves often and were non punished. At the point when Leper came back from the war the male childs understood that take separating in the war wasn t all happiness and games, and that a bunch of awful things occurred. At the point when Leper revealed to Gene how he had been released on charges of madness, Gene exploded at Leper. Quality had thought the war was a decent topographic point, and the impression of a Section Eight Discharge was non what he needed to hear. It entirely destroyed Gene s thoughts and his expectations. Quality was entirely determined to enrolling in the ground powers, to perceive what such a significant number of different s were sing, until Leper educated him regarding the war s negative features. Outsider, more crushed than anybody, did non partition his ground for returning spot with everybody. He was embarrassed, and did non want to divide the detestations of war with everybody. Shortage of famous stuffs made it hard for the male childs at Devon to go on with some typical exercises. Finny, the athletic male kid he was, made up Blitzball, a game named after the observed Blitzkrieg ( a German war move ) . The round of class was effective in keeping up the male childs occupied. Alongside athletic inventive exercises, the male childs began a nine called The Super Suicide Society of the Summer Session, a nine which around six male childs pursued. The nine met about each dim, and had specific acceptances for the individuals. The nine was intended to give the male childs something to make since they couldn't partake in the customary things they did. The male childs at Devon were non holding a similar kind of school twelvemonth that they had in the days of old. Halfway in view of an interuption in their everyday lives. World War II affected life in the novel A Separate Peace. The essayist shows the impact through the character s activities and exercises. The understudies at the Devon School were overpowered with the idea of war, and were anxiously anticipating that their going should a nation of it. Be that as it may, when an old buddy came back from the war with an alternate idea of how it was, the male childs reevaluated their energy. The male childs had to do up games and such to participate in to keep up them involved when they weren t examination. This epic indicated that like with other major authentic occasions, war can entirely change a way of life, modifying everything from characters to exercises.

Absorbant Mind Essay

Retentive brain is characterized as the main plane of advancement where the youngster has the ability to ingest a lot of data about his/her condition through his/her detects. The spongy brain is an all inclusive trait of little youngsters. It is exceptional to the initial six years of life. The permeable brain works unknowingly which propels the youngster to search out new encounters in the earth. It records these encounters in careful subtleties like pictures that stay with the youngster for the remainder of his/her life. Child’s mind essentially records what it is presented to. This is as opposed to the grown-up cerebrum that stores things progressively like a painter, deliberately picking what subtleties to incorporate or overlook. The grown-up mind just recalls what it notification or thinks about significant. Dr. Montessori accepted that a significant part of the improvement and development of a person’s insight is from birth to the age of six. Youthful children’s mind â€Å"absorb† data rapidly, which empowers them to create designs for learning and critical thinking that will keep on developing for an amazing duration. At such a youthful age, this learning is without exertion. Montessori saw the permeable psyche in two stages. During the main stage, from birth to three years of age, the little youngster accidentally or unknowingly secures his fundamental capacities. She considered it the time of oblivious creation or the oblivious spongy psyche. The child’s work during this period is to get free from the grown-up for his essential human capacities. By around three years of age, he moves into the following period of the permeable brain, which Montessori called the time of cognizant work or the cognizant spongy psyche. During this period, the child’s scientific brain urges him to consummate in himself that which is presently there. His essential errand during this stage is opportunity. Instances of a child’s permeable psyche are language abilities, engine aptitudes and social abilities. Best model as I would see it, would be child’s learning first language. We set no exercises for our kids to show them how to talk be that as it may, by simply listening and watching adult’s talk, they bit by bit figure out how to talk. By just watching us, as grown-ups, they figure out the proper behavior to stand out enough to be noticed and in cutting edge steps even they become more acquainted with desires for how the world will treat them. In Montessori study halls the readied condition permits kids to learn more parts of reality. For instance, the Practical life subject, permits youngsters to not likewise improve their engine aptitudes yet additionally to maintain good manners, to deal with their condition and to treat others. Arranged condition alongside the children’s permeable psyche empowers them to create designs for learning and critical thinking that will keep on developing for an incredible duration.

On-The-Job Training and Things to Master

On-The-Job Training and Things to Master On-the-job training is exactly what it implies: obtaining training in a normal working setting or situation. This training is obtained through direct instruction and supervision, where the employee (the trainee) undergoes one-on-one instruction with someone who knows how the work is done, at the workplace or the actual site of the job.On-the-job training, or OJT is what usually takes place in order to teach a newly-hired employee how to accomplish his tasks and assigned activities, and it begins the moment they have been introduced to the company.You may also find OJT applied when there are major changes within the organization, such as change in staffing, policies, operations, or promotions. © Shutterstock.com | goodluzIn fact, each individual is a recipient of direct instruction. From the moment they are born, and well into their childhood, they will be learning directly from their parents or guardians. This is considered to be the most basic example of direct instruction and, in a way, OJT (even if its not really a job, not in the business or career sense).In this guide, we explore 1) why on-the-job training is great for bringing employees up to speed, 2) the two types of OJT, and 3) what employees and employers should master with regards to on-the-job training.WHY ON-THE-JOB TRAINING?Over the decades, various training methodologies have been introduced and used, but one of the most commonly-used is still OJT. In fact, even large companies and multinational corporations adapt this training method and integrate it in their human resource management programs.OJT is a preferred practice, for many reasons. Let us take a look at these reasons, which are also considered the benefits or advantages of applying OJT.OJT is easy to arrange and manage. There is no need to look for experts outside the organization, or coordinate with various parties for the conduct of the training. All it takes is a person who knows the task and how to do it, and it can start from there. The person providing the instruction will be directly responsible for the person being trained, and the whole training process, which takes a load off the managers mind.OJT has the benefit of being realistic. After all, it takes place on site. This is not like in the usual classroom setup where the instructor will spend hours talking about theories and concepts, painting the picture of the place where these concepts will be applied. There will be none of that here, because they are already in the actual place where the concepts are going to be put to use. There is no longer a need for the trainee or employee to imagine, because he is already physically present where the work takes place.OJT is inexpensive to implement. Unlike other training methods, OJT does not require the use of special equipment and materials other than what are already available and currently in use on the job. This means that the company will also be spared the expense of paying often costly professional fees of trainers.OJT will save the company a lot of money in the long run. OJT is, fundamentally, an investment on the companys manpower, and it is an investment that is worth making. Manpower turnover costs a lot of money, because the company will have to spend on frequent conduct of recruitment and training every time employees quit after working for the company for only a few months.OJT improves the companys reputation, both as an organization and as an employer. As an image booster, the general public and the industry will look favorably on the organization if it is able to prove that it provides excellent training for its staff. As a recruitment tool, it will also enable the company to attrac t talented jobseekers.OJT is very good for employee retention. In a survey, 40% of employees who are newly hired into companies and receive poor or no training tend to quit or resign even before spending a year with the company. This means that companies lose 4 out of 10 employees. It may be mostly due to low job satisfaction, when employees feel that they are not growing or developing professionally.Overall, it is safe to say that OJT helps the company grow. However, OJT is not without its imperfections. It is widely accepted and frequently used, yes, but that does not mean there are no issues.Assigning an employee as trainer or coach for the OJT means having to rearrange or rework schedules to make room for the training. For example, if the chosen trainer used to devote 8 hours working in the production process, it may be cut down to half, or less than half, because they will be spent training a new employee. Similarly, the resources that should have gone 100% into the production process may also be taken out, for training purposes.The company may have to put up with low productivity. OJT programs can take up a lot of productive time. Companies hire new employees, partly because they are in urgent need of manpower. If the new hire is focused on being trained, this means that he will not be able to put in 100% of his efforts. The new employee is still in the learning process, so he wont be expected to put in what the company expects of him. At least, not yet. Also, this has the tendency to push management to shorten the training period and administer the OJT hastily.Errors and mistakes may be committed. In fact, expect that they will be committed. The trainees are bound to make mistakes in the production activities. The quality of the products or goods that they make may also be low. If they make mistakes, this means that there may be additional rework costs. Worst case scenario: there is also the risk that the trainees will suffer injuries or accidents durin g the learning or training phase.[slideshare id=41349587doc=otjtraining-141110070023-conversion-gate02w=710h=400]TWO TYPES OF ON THE JOB TRAININGOJT can be classified into two types, depending on how it is carried out.Informal OJTIn this type of training, the set up involves the new employee learning from a more experienced employee.They could have sit-down sessions together, where the experienced employee will talk and discuss with the new employee, often using a casual approach. Often, it also involves the new employee shadowing the experienced employee, following him around as the latter shows firsthand how the job is suppose to be done.Formal OJTThere are cases, especially in large and established companies, where training programs are institutionalized. Pretty much all employees hired into the company will be required to go through this prescriptive program before they are left on their own.OJT: WHAT EMPLOYERS SHOULD MASTERNot all companies are experts at conducting on the job training, however. There are others that are better at it. What makes the difference, you ask?In all likelihood, it is because they have better OJT programs in place. After years of implementing these programs, they are able to master a few things.Technical aspects of the job.Trainers should know the job inside and out. Employees will feel more inspired and motivated to learn from someone who they know is an expert or highly experienced in the job they are training for.A new carpenter will be more motivated to learn how the process works if he is to train under the tutelage of a master carpenter in the company. A new programmer will also feel more positively toward training when he knows he will be getting it from someone who has been doing programming for a long time, and have shown great results and accomplishments to date.Consistency in integration of OJT.According to training expert Jeff McLanahan, the most difficult part about combining learning and working, and integrating the two for the new employees to learn their everyday work, is consistency.In order to ensure consistency, organizations are encouraged to make OJT one of its many core values. This is so that the company can commit to it fully and enhance it, from conceptualization to implementation. This will also prevent them from finding reasons to cancel or not go through with scheduled OJT sessions.This implies that the company needs to prioritize employee learning and development. The reasoning of many employers who do not subscribe to this philosophy is that, during the recruitment process, they have already selected the person who they know can do the job, or is an expert at it.However, expert or not, new employees that are coming into a new work environment will still require training, no matter how short it will be.Assignment of trainers.The company should have a fine-tuned trainer’s training program. In order to ensure the effectiveness of the OJT, the company should first focus on honing the training capabilities of the managers and supervisors. After all, they are the ones who will be conducting one-on-one mentoring and coaching with the new employees who will require training.Choosing trainers should not be limited from among the managers alone. Employees should also be trained to train their co-workers. They may not be of a higher position or authority, but the longer time that they have worked on the job equipped them with the necessary knowledge and experience to be able to teach new employees.In fact, many may prefer having employees teach their co-workers, so that the managers will still be able to focus or concentrate of overseeing or managing, instead of dividing their time between supervising and doing their respective tasks. Some new employees may also feel more comfortable getting instruction from a peer, since they might be intimidated being trained by a higher-level supervisor.The trainers need to be trained how to train. The teachers need to be taugh t how to teach. Therefore, the job description of managers and supervisors should include training, coaching and mentoring.Conduct of interactive hands-on training.The conventional way of learning is through the classroom-style approach. It works, but times are changing, and more and more employees and workers prefer a more interactive approach, one that lets them learn hands-on. In a study, 33% of respondents showed preference over hands-on learning, while only 19% still favor taking the classroom-style approachEmployers should be able to easily combine the two approaches, in order to obtain the best results. They should be able to successfully blend the classroom-style with the interactive hands-on style, for a richer and more effective learning experience. Adapting to changing learning circumstances.Employees have different preferences on how they want to be trained. The company needs to take this into consideration so they can tailor the training method or approach to use. Durin g the recruitment, the employer may already have an assessment on the capabilities of the new employee for learning.If the employee shows great aptitude for assimilation and can learn quickly, the training may be done at a fast pace. However, if it is the opposite case, the training should be tailored to match his pace.The training approach will also depend on the type or nature of the work that the new employee will be trained in. Manual work, for example, is more easily assimilated using the hands-on approach. Meanwhile, there are jobs where classroom-style lectures and discussions would suffice, because they may be purely theoretical in application. Jobs in areas such as finance, marketing and sales, on the other hand, may require a combination of the two styles.There is also a need to consider the industrys best practices, new technologies, and new applications. These will have an effect on how the training structure will go. Even if the company has established an OJT program, i t should be done in a way that it remains flexible, able to adapt easily in the face of evolution and change.Fostering good employee relationship and teamwork.The company should also master promoting and fostering teamwork among its employees. This is common sense, really. If organizations want their goals achieved, then they should make sure that all members share the same determination towards attaining those goals. It is the same in the context of OJT.Employees who are able to work harmoniously together will be more willing to help each other out, especially if there is a new employee coming in. Managers will feel more positive towards providing training, even if it is a job requirement on their part. Employees will not begrudge sharing their knowledge and expertise, because they know that training the new employee will help them and the company as a whole.Mastery of training tools.Employers also often use various tools and technologies to facilitate the training process, and thi s means that they should also master the usage of these tools and technologies. This can also go with the trainers training, where the managers and employees will be tasked to do the direct instruction of the new employees.Mastery of the above points may be gained by the company by considering the following tips when implementing or conducting its on-the-job training program:Repetition. If you want to inform an employee about something, you can tell him about it once or twice. If you want to train him and help him become an expert at it, you have to do it more than twice. In fact, you may have to repeat it several times in order for the employee to assimilate and fully understand the information. There are some employees that are quick learners; they can get the hang of it after being taught only once. However, not all employees are able to do that.Ask questions. In this setup, the experienced employee is like a teacher, and the new employee the student. In order to see whether the student understood what is being taught, the teacher conducts tests and examinations. This is similar to that. It will also aid the new employees memory recall of what he has learned so far.Encourage questions. Allow the new employee to ask questions, instead of doing all the talking from beginning to end. He may have something to clarify or verify, and hes only hesitating out of fear that the trainer will think he is incompetent for asking. Put him at ease and encourage him to inquire about anything related to what is being taught.Teaching over time. Learning and teaching takes time. You cannot expect to be able to teach the new employee the ropes overnight or in one work day. Repetition of instruction alone will last for several days, even weeks. The danger of speeding through the instruction is that the new employee may be overwhelmed and feel pressured, so that he may quit before the end of the OJT period. Or he may push himself to learn what he could, but will suffer burnout.Ev er wondered why training your employees at all? See how training effects your bottom line. OJT: WHAT EMPLOYEES SHOULD MASTERAt the end of the OJT duration, the employee is expected to have learned how to do his job and accomplish it properly and productively. He should also learn and master the following:The technical aspects of the jobIt is not enough for the employee to learn how to do the basics of the job; he has to master doing the job. Granted, it may be too much to ask, considering how the employee is still new in the workplace.However, since the OJT is conducted on a one-on-one basis, it is expected that he should, at least, know more than the basics. This is so that the employee who trained him will be able to let him work on his own with confidence.ProfessionalismBy obtaining training in the actual workplace, in real time, and exposed to other workers and members of the organization, the new employee can early on learn how to behave and act like a professional. Professiona lism pertains to how an employee conducts himself at work, from the way he presents himself to how he acts in certain situations.Most people associate professionalism with looking smart or dressing properly for work. That is not all there is to professionalism, however. It also refers to how the new employee respects and uses time. Punctuality will put him in a favorable light, because it gives the impression that the employee values his work enough to show up on time.Another sign of being a professional is by leaving personal matters at home. If you are in a bad mood due to an incident at home, you should not bring this mood with you in the workplace, since it is likely to affect how you carry out your work. If you committed an error or mistake, own up to it. Apologize if you must, and find ways to rectify that mistake.Communication skillsAs early as the training period, the new employee should work on his communication skills. At first, he may be primarily communicating with his c oach or mentor, but in the course of the training, he will be exposed to other people in the workplace.Be polite and courteous when dealing with others. Choose your words carefully so you can convey your message without offending anyone.Interpersonal skillsThe new employee may be a newcomer, but he should keep in mind that he will be working with everyone in the organization for the long, indeterminate future. Avoid gossiping about other people, and offer help when you can.The on-the-job training setup may not be the perfect training methodology, and it may not be the most effective or efficient either. However, it has been known to provide results where other methodologies were not able to. When done right, and when it is tailored to the specific circumstances surrounding the job, the employee and the organization, everyone is sure to benefit from it.

Ritz-Carlton Case Study - 950 Words

Ritz-Carlton Case Study The two different types of (CRM) Customer Relationship Management are operational and analytical CRM. â€Å"Operational CRM supports traditional transactional processing for day-to-day front-office operations or systems that deal directly with the customers. Analytical CRM supports back-office operations and strategic analysis and includes all systems that do not deal directly with the customers. According to our text book the primary difference between operational CRM and analytical CRM is the direct interaction between the organization and its customers.† The Ritz-Carlton has a Customer Loyalty Anticipation Satisfaction System (CLASS). â€Å"The system stores guest preferences, and alerts the front desk clerks when†¦show more content†¦The Ritz-Carlton can reach their customers by performing CRM functions over the internet is with personalization. â€Å"Personalization occurs when a web site can know enough about a person’s likes and dislikes that it can fashion offers that are more likely to appeal to that person. How can you get this information? First, you can get it by offering on-line surveys for customers and giving them a discount in return for filling out the survey. Partner with cheaptickets.com or Travelocity.com and start a data base system for the people that book hotels through them. Another opportunity that you can use to reach out to your customer is through youtube.com. Youtube.com gives you the option of either posting a video or you can pay to be in a commercial before the video starts. A third option but probably not as effective as the other options would be to send out an information and discount opportunity e-mail to corporate business and other customers. â€Å"The Ritz-Carlton could gain several things from using analytical CRM. According to the text book some of the benefits could be to give the customer more of what they want; find new customers similar to the best customers; find out what the organization does best; beat competitors to the punch; reactivate inactive customers; let customers know they matter.† â€Å"ERM stands for Employee relationship management. ERM provides employees with a subset of CRM applications available through aShow MoreRelatedRitz Carlton Case Study3888 Words   |  16 Pages Introduction to the Company The Ritz-Carlton Hotel Company is one of the premier hotel management companies in the world today. Their goal of providing world-class service to its guests is rooted in tradition. History The Ritz-Carlton tradition begins in the early 1900s in Europe. Caesar Ritz a well-known hotelier transformed the Ritz Paris and the Carlton in London into the redefined standard of luxury hotels in the early 1900s. Caesar Ritz died in 1918 but his wife continued the expansionRead MoreRitz Carlton Case Study1318 Words   |  6 PagesResources Management Instructors: Dr. Michael Thomas and Peter Martel Harvard University The Ritz-Carlton Hotel Company 1. Evaluate the effectiveness of the Ritz’s training and development system. To what extent does the system create the leadership, values, and culture of the Ritz? 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Nurul Islam | 11164038 | Submitted To: Abbas Ali Khan, Visiting Faculty BRAC Business School BRAC University Date of Submission: 17 November, 2012 Table of Content: Title | Page No. | Company Overview | 1 | Case Summary | 2 | Question no-1 | 2-4 | Management Process | 2-3 | Measurement of recruitment effectiveness | 4 | Question No-2 | 5-7 | Conventional recruitment method |Read MoreRitz Carlton Case Study Essay1335 Words   |  6 PagesRunning Head: Ritz-Carlton Hotel Company Ritz-Carlton Hotel Company Case Study Steven Kane Benedictine University MBA 630: Operations Management August 11, 2013 The business problem facing Ritz-Carlton Hotel Company is how to continuously improve quality through quantifiable measures. Quality management in any service industry can be very complicated. Customers do not purchase a good, but are looking for an experience that exceeds all expectations. 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There are various issues that have risen out of this management contract is that Millennium accuses Ritz opening with far lower occupancy against their competitors which yields lesserRead MoreRitz-Carlton Case Study942 Words   |  4 Pages3rd Assignment – Ritz-Carlton Hotel Company How does The Ritz-Carlton create â€Å"Ladies and Gentlemen† in only 7 days? The seven days countdown was a result of the evolution and refinement of the hotel opening process, which became more solidified in the late 1980s to early 1990s when hotel chain was opening many new properties. The first two days were devoted to orienting employees to The Ritz-Carlton culture and values, while remaining five days involved more specific skills training and trialRead MoreRitz Carlton Case Study1767 Words   |  8 PagesThe Ritz-Carlton – Using IS to Better Serve the Customer | CURRENT | PROPOSED | 5Cs | Customer | Business and Leisure Travellers demanding individualized attention and high quality hotel experiences. 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Effects Of Modernism - 857 Words

The Modernist era was a social and cultural movement characterised by rapid social and technological change in the 19th and 20th century. The art movement revolved around a group of innovative artists and art critics who challenged preconceived ideas about what â€Å"good† art was, and redefined expectations. Modernism affected the ideas and practices of artists, increasing the attitude of the Avant-Garde – to be original. Abstraction was explored visually and artists moved away from pictorial realism, bringing into focus new techniques and acceptances. Abstract Expressionist was the final sub-era of Modernism. Artists started to view painting as a performance or experience, rather than a reproduction of an object – real or imagined. It was†¦show more content†¦He aimed to distil the core essence of each artwork through visual vocabulary; using non-genre based subject matter such as distorted shapes, squiggles and motifs. For example, in his painting â⠂¬ËœComposition IV, 1911, Kandinsky has partially disguised symbols of subject matter from the outside world, such as boats, reclining figures, and a castle on a hilltop, beneath vibrant blocks of colour and harsh black lines. The notion of battle is conveyed in the chaos of the composition particularly in the way Kandinsky has juxtaposed the clashing vibrant high key colours, with the calm of the flowing forms. This alludes to the peace and redemption to follow. Kandinsky’s formalistic approach to the biomorphic painting – with a specific focus on colour, shape and arrangement – was challenging to the deeply ingrained notion that subject matter was required to tell a narrative and realistically represent society. Kandinsky was criticised for devaluing art in the Modernist era and promoting the notion of â€Å"art for art’s sake† due to the abstract nature of his work. However he argued that such artwork could create a corresponding thrill or contrast of emotion in the audience. He said â€Å"Such works of art at least preserve the soul from coarseness; they â€Å"key it up†¦as tuning-key the strings of a musical instrument.† He aimed to reveal the inner lifeShow MoreRelatedNegative Effects Of Modernism742 Words   |  3 PagesINTRODUCTION Postmodernism is an era of intellectual growth that is characterized by the move away from modernism. Postmodernism believes that truth is subject and not absolute. Thomas Oden declares modernism to be the period between the French revolution as marked by the storming of the Bastille in Paris 1789 and the collapse of the Berlin wall 1989. page 696. 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Social structure Free Essays

Introduction: Culture harmonizes people behavior and at the same time creates barriers between different groups. Donnan and Wilson (1999) have argued that borders of cultures and identities make up the least studied and understood phenomena of international borders and admit that borders are always descriptions since they are illogical constructions based on cultural convention. Similarly, most of the organizations meet the diverse consequences of culture in our modern globalizing world; the cooperation of individuals, groups, and organizations is a vital issue for any social entity and largely depends on their cultural background. We will write a custom essay sample on Social structure or any similar topic only for you Order Now Individualism is an attitude that emphasizes the importance of individual over the group identity and collectivism is the opposite tendency that emphasizes the importance of â€Å"we† identity over â€Å"I† identity (Hofstede, 1980). Individualism VS collectivism Just as Western businesses have intensified their efforts to learn from Asian organizations, so too has there been a rise in research on cross-cultural differences between the two regions. Asian and Western cultures have been distinguished along a variety of characteristics (Cohen Nisbett, 1994; Triandis, 1994). However, it is the dimension of individualism and collectivism that has received the most attention by psychologists specializing in cross-cultural research. Cultural values of individualism and collectivism differ in their relative emphasis on independence vs. interdependence with one’s group (Markus Kitayama, 1991). In individualistic cultures, people are viewed as independent and possessing a unique pattern of traits that distinguish them from other people (Markus Kitayama, 1994). In contrast to such independence and uniqueness, people in collectivistic cultures view the self as inherently interdependent with the group to which they belong. Therefore, whereas people in individualistic cultures often give global and abstract descriptions of themselves (e. g. , I am optimistic), people in collectivistic cultures might ask how they could possibly describe themselves in the absence of information about a particular situation (Bachnik, 1994). To someone from a collectivistic culture, a relatively abstract description of the person can appear artificial because it implies that he or she is the same regardless of context (Cousins, 1989). One of the most important consequences of these divergent views of the self is the degree of conformity that is observed in social settings. A meta-analysis of studies using Asch’s (1956) line judgment task suggested that Asians demonstrated a stronger tendency to conform than Americans (Bond Smith, 1996). In fact, the very concept of conformity may have different connotations in different cultures. While conformity is often viewed negatively in an individualistic culture, uniqueness can be viewed as a form of deviance and conformity associated with harmony in a more collectivistic culture (Kim Markus, 1999). Because the person’s identity is closely linked to his/her social group in collectivistic cultures, the primary goal of the person is not to maintain independence from others, but to promote the interests of the group (Davidson, Jaccard, Triandis, Morales, Diaz-Guerrero, 1976). In contrast, most people in individualistic cultures assume that their identity is a direct consequence of their unique traits. Because the norms of individualistic cultures stress being â€Å"true† to one’s self and one’s unique set of needs and desires (Fiske, Kitayama, Markus, Nisbett, 1998), the person may be encouraged to resist social pressure if it contradicts his/her own values and preferences. Thus, people in individualistic cultures can be expected to be consistent in their views and maintain them in the face of opposition, while people in collectivistic cultures might consider the failure to yield to others as rude and inconsiderate. In collectivistic cultures, self-esteem is not derived from characteristic behavior or from calling attention to one’s own unique abilities. There is greater emphasis on meeting a shared standard so as to maintain harmony in one’s relationship to the group (Wink, 1997). People in collectivistic cultures are therefore not motivated to stand out from their group by competitive acts of achievement or even making positive statements about themselves (Kitayama, Markus, Lieberman, 1995). Instead, there is a tendency toward self improvement motivated by concern for the well being of the larger social group. Whereas members of individualistic cultures strive for special recognition by achieving beyond the norms of the group, collectivists are more motivated to understand the norms for achievement in the particular context so as to meet that standard (Azuma, 1994). Therefore, one might expect groups defined by collectivistic norms to be high in collaboration and achievement of collective goals, whereas groups with individualistic norms may have greater variability in performance among its individual members. High context to low context cultures: In today’s business relations, it’s a small world after all. As more companies turn towards global markets, professionals are finding themselves in foreign locales, wheeling and dealing like never before. However, the key to effective communication between countries is an understanding of each other’s culture, especially a working knowledge of how each society conveys meaning. First used by author Edward Hall, the expressions â€Å"high context† and â€Å"low context† are labels denoting inherent cultural differences between societies. High-context and Low-context communication refers to how much speakers rely on things other than words to convey meaning. Hall states that in communication, individuals face many more sensory cues than they are able to fully process. In each culture, members have been supplied with specific â€Å"filters† that allow them to focus only on what society has deemed important. In general, cultures that favour low-context communication will pay more attention to the literal meanings of words than to the context surrounding them. It is important to remember that every individual uses both high-context and low-context communication; it is not simply a matter of choosing one over the other. Often, the types of relationships we have with others and our circumstances will state the extent to which we rely more on literal or implied meanings. Novelist Amy Tan describes the differences in cultural communication this way: â€Å"An American business executive may say, ‘Let’s make a deal,’ and the Chinese manager may reply, ‘Is your son interested in learning about your widget business? ‘ Each to his or her own purpose, each with his or her own linguistic path. † When individuals from high-context and low-context cultures collaborate, there are often difficulties that occur during the exchange of information. These problems can be separated into differences concerning â€Å"direction†, â€Å"quantity† and â€Å"quality. † For example, employees from high-context cultures like China and France share very specific and extensive information with their â€Å"in-group members† (good friends, families, close co-workers, etc). In comparison, low-context cultures like the United States and Germany prefer to limit communication to smaller, more select groups of people, sharing only that information which is necessary. High-Context Communication Hall states â€Å"Most of the information is either in the physical context or initialized in the person. † ? Knowledge is situational, relational ? Less is verbally explicit or written or formally expressed ? More internalized understandings of what is communicated (ex: â€Å"in-jokes†) ? Often used in long term, well-established relationships   Decisions and activities focus around personal face-to-face communication, ? often around a central, authoritative figure ? Strong awareness of who is accepted/belongs vs. â€Å"outsiders† Association   Relationships depend on trust, build up slowly, and are stable. ? How things get done depends on relationships with people and attention to group process. ? One’s identity is rooted in groups (family, culture, work). Interaction ? High use of nonverbal elements; voice tone, facial expression, gestures, and ? Eye movement carry significant parts of conversation. ? Verbal message is indirect; one talks around the point and embellishes it. ? Communication is seen as an art form-a way of engaging someone. ? Disagreement is personalized. One is sensitive to conflict expressed in another’s nonverbal communication. Conflict either must be solved before work can progress or must be avoided. Learning ? Multiple sources of information are used. Thinking is deductive, proceeds from general to specific. ? Learning occurs by first observing others as they model or demonstrate and then practicing. ? Groups are preferred for learning and problem solving. ? Accuracy is valued. How well something is learned is important. High context cultures are more common in the eastern nations than in western, and in countries with low racial diversity. Cultures where the group is valued over the individual promote group reliance. High context cultures have a strong sense of tradition and history, and change little over time, such as tribal and native societies. For instance, the French assume that the listener knows everything. Therefore, they may think that Americans think they are stupid because Americans will habitually explain everything to their counterparts. Former president Jimmy Carter understood the importance of high-context communication with his colleagues from Israel and Egypt during the peace talks at Camp David. When Prime Minister Begin was about to leave the unsatisfactory negotiations, Carter presented him with pictures of the three heads of state, with the names of each of Begins grandchildren written on the photographs. The prime minister repeated the names of his grandchildren out loud as he looked at the pictures, reflecting on the importance of the peace negotiations to his grandchildren’s futures. Carter recognized that a high-context reference to future generations would induce the prime minister to return to the negotiations. Low Context Communication Hall states â€Å"The mass of information is vested in the explicit code (message). † ? Rule oriented ? More knowledge is public, external, and accessible. ? Shorter duration of communications ? Knowledge is transferable ? Task-centred. Decisions and activities focus around what needs to be done and the division of responsibilities. Association ? Relationships begin and end quickly. Many people can be inside one’s circle; circle’s boundary is not clear. ? Things get done by following procedures and paying attention to the goal. ? One’s identity is rooted in oneself and one’s accomplishments. Social structure is decentralized; responsibility goes further down (is not concentrated at the top). Interaction ? Message is carried more by words than by nonverbal means. ? Verbal message is direct; one spells things out exactly. ? Communication is seen as a way of exchanging information, ideas, and opinions. ? Disagreement is depersonalized. One withdraws from conflict with another and gets on with the task. Focus is on rational solutions, not personal ones. Learning ? One source of information is used to develop knowledge. ? Thinking is inductive, proceeds from specific to general. Focus is on detail. ? Learning occurs by following explicit directions and explanations of others. ? An individual orientation is preferred for learning and problem solving. ? Speed is valued. How efficiently something is learned is important. An individual from a high context culture has to adapt, and/or be accommodated when shifting to a low context culture. High context cultures expect small close-knit groups, where professional and personal life is interrelated. Therefore, a high context individual is more likely to ask questions than attempt to work out a solution independently. References Brockner, J. (2003). Unpacking country effects: On the need to operationalize the psychological determinants of cross-national differences. Research in organizational behavior, (P 333–367). Flynn, F, Chatman, J. (2001). Strong cultures and innovation: Oxymoron or opportunity? In S. Cartwright (Ed. ), International handbook of organizational culture and climate. Wink, P. (1997). Beyond ethnic differences: Contextualizing the influence of ethnicity on individualism and collectivism. Journal of Social Issues, (P 329–349). How to cite Social structure, Papers

Volkswagen Essay Example For Students

Volkswagen Essay The largest European manufacturer is Volkswagen with some 15 per cent of the market. The company has been on an aggressive acquisition trail for a decade and now produces and sells more cars than any other European company. It is certainly interested in the future of the Bavarian carmaker BMW. Ford, Volkswagen, Renault, BMW and others are all engaged upon strategies to improve their value chain and reduce supplier numbers. o Focus on less direct benefitso Spent $30 million on environmental protection in one yearo Increased competitive advantage by positioning the company as a leader in ecologically conscious car manufacturingo Enhanced image of its high prestige and high value products Sustainable Development Targets of VolkswagenVolkswagen has the ability to make its future development sustainable to ensure that it meets the needs of the present without compromising the ability of future generations to meet their own needs. Group Environmental PolicyVolkswagen develops, manufactures and markets motor vehicles worldwide with the aim of safeguarding personal mobility. The company accepts responsibility for the continuous improvement of the environmental compatability of its products and for the increasingly conservative use of natural resources, with due regard to economic aspects. Accordingly, the company makes environmentally efficient, advanced technology available world-wide and brings this technology to bear over with the full life cycle of its products. At all its corporate locations, Volkswagen works hand-in-hand with society and policy-makers to shape a development process that will bring sustainable social and ecological benefits. 7 Basic Principles of the Environmental Policyo Restrict the environmental impact of Volkswagens activities to a minimum. o Combine customers expectations with regards to environmental compatibility. o Research and develop ecologically efficient products and processes. o Ensure a continuous improvement process together with suppliers, service providers, retailers and recycling companies. o Check the performance of the environmental management system regularly. o Give information to customers, policy-makers and authorities. o Inform, train and motivate Volkswagen employees in environmental protection. Results of the Environmental Performance: ProductVW Lupo 3L TDI: The 3-Litre-Car. o Consuming less than 3 litres of fuel per hundred kilometres. o Only 81 g/km CO2 Emissions. o Ultra light weight of only 830 kilograms. o Financial Times Automotive Award for the:Best Breakthrough Produkt in 1999 Environmental Protection at Volkswagen : ProductProduct-Development-Processo Fuel efficient cars. o Alternative fuels. o Alternative power trains. o Engineering recyclable cars. o Intelligent transport systems Environmental Protection at Volkswagen: ProductionCertified Environmental Management System (EMAS, ISO 14001)Including:o Water management. o Minimizing air pollution. o Noise abatement. o Waste management. o Efficient energy consumption. In China: VW Shanghai certified since 1997 (ISO 14001). Volkswagen Employees: of Environmental Success Examples for environmental measures:o Agreement between the management board and the works council on: internal environmental reporting, the rights and duties of the employees in supporting environmental protection measures. o Special training for managers, supervisors and environmental specialists. o Integration of environmental education into general employee development schemes. o Environmental education for apprentices. Suppliers Working together as PartnersWhat does Volkswagen expect from the suppliers?o A clear commitment to environment protection as a part of their o corporate philosophy. o Continuous improvement process of the environmental aspects of the product and manufacturing processes. o Identify and document the chemical composition of materials supplied. o Ideas for recycling and disposal of the supplied products. o Close cooperation to find ways to achieve joint environmental goals. The VW Declaration deals with the fre edom of association, collective bargaining, prohibition of child work and forced labour and non-discrimination, as well as remuneration, health and safety and working time. Company management will report to the GWC and its Steering Committee, and in cases of reported violations, one of the two will become active and discuss ways to solve the problems. The IMFs coordinator for the VW Global Works Council is involved in this discussion and will bring in the position of the IMF and its affiliated unions. Robert Steiert, of the IMF head office, stated that the Declaration will not have its largest impact at existing Volkswagen workplaces, where the provisions should already be at hand, but is most important for workers at plants to be built or taken over by Volkswagen, especially in lesser-developed countries.

Grounds Zero A Starbucks

Doing business means being ready to face some highs and lows. Even among the titans of the modern here is hardly a single entrepreneurship that has never experienced a failure or at least lacked success among certain type of public. However, when it comes to such a famous company as Starbucks, one could have hardly believed that there are places in the world where there are little to no people who know about the company.Advertising We will write a custom research paper sample on Grounds Zero: A Starbucks-free Italy. Bloomberg Businessweek specifically for you for only $16.05 $11/page Learn More Still, the sad truth is that in Italy, most people have no idea about what Starbucks is and what services it offers. According to the conclusions in the article written by Stephan Faris, Schultz, the company director, the company should try promoting their production among the Italian people, yet the attitude of the latter towards coffee as a quick drink made in b etween work can ruin the entire campaign. One of the basic complexities concerning the situation is that when entering the Italian market, Starbucks will have not one, but several obstacles to overcome. The first and, perhaps, the least significant problem for the company is that at present, there is hardly a single person in Italy who is aware of the company’s existence, not to mention the services that it provides. However, with a decent promotion campaign, Starbucks will quickly become well-known among the local people. What is going to motivate people to choose Starbucks instead of their traditional cheap coffee is a more difficult question. Hence, it is necessary to develop an advertisement that will emphasize Starbucks’ advantages as compared to other coffee-producing companies. Finally, the fact that the Italians do not understand the culture of â€Å"flow food† (Faris, 2012) might become an obstacle. Hence, Starbucks will have to come up with a decent le gend of their drink. While the widely accepted image that the Starbucks has, i.e., beverage that one can savor to taste the entire palette, will most probably not suit the values of the Italian people, a legend with a more energy in it is likely to do the trick. Nevertheless, one must admit that the company has a certain strategic advantage for entering the Italian market, and that advantage must be used for the Starbucks’ benefit. First of all, it is necessary to keep in mind that the Starbucks’ products have the finest quality, which cannot be considered the feature of the traditional Italian coffee companies. Putting the emphasis on the specific taste and the gourmet flair, Starbucks can possibly become rather successful in the Italian market. However, as the article mentions, low price is what exactly attracts clientele to the Italian coffee producing companies. Therefore, it will be reasonable for Starbucks to offer a more flexible pricing policy in the Italian ma rket, with a focus in quality that one cannot see in other companies.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Judging by the above-mentioned, to conquer the Italian coffee market, Starbucks will have to come up with completely new strategies and develop new maneuvers. One of the most obvious moves at present is to shift the emphasis from the coffee being an elite drink to a tasty drink. Therefore, the social strata that consume coffee the most will realize that the delicious product is actually marketed for them. However, rethinking the key methods that can be applied to the promotion of Starbucks in Italy, one must mention that in the given case, a more subtle promotion campaign will probably do a better job. As it has been mentioned, Italians have a different vision of world and its pleasures, and a traditional Starbucks approach towards advertizing can confuse the Italia n target audience even more. Hence, a less pompous and more casual-style commercial will have a better effect. According to the recent news, a home-made commercial of Starbucks coffee has been much more successful than all the advertizing campaigns held so far by Starbucks in Italy: according to the recent news, â€Å"the advertising poster announcing the imminent arrival of a Starbucks store last week in Milan† (Lawrence, 2012) has been spotted. However, it was soon revealed that the latter â€Å"was just a prank by a design student† (Lawrence, 2012).  Hence, it seems that there are reasons to promote Starbucks in Italy again. Changing the strategy a bit and adjusting to the Italian market, the company is likely to succeed. Aiming for the public other than the traditional Starbucks elite, the company will definitely win the clients’ preferences. Starbucks definitely has chances in Italy; however, the legend behind the drink must be modified somehow to fit the vision of the Italian people. Following on the heels of a traditional Italian perception of a coffee break as a two-minute long quick warm-up before getting down to work, the whole Starbucks image can fall flat. Developing a more flexible idea of their trademark, on the other hand, can become the company’s trump card, and they will be able to play it most efficiently when the advertizing campaign is over and people are thrilled about the new experience. Thus, Starbucks will be able to cross the finishing line and reach ultimate success. Reference List Faris, S. (2012). Grounds zero: A Starbucks-free Italy. Bloomberg Businessweek.  Retrieved from ProQuest.Advertising We will write a custom research paper sample on Grounds Zero: A Starbucks-free Italy. Bloomberg Businessweek specifically for you for only $16.05 $11/page Learn More Lawrence, J. (2012). Drinking with the enemy – could Starbucks make it in Italy? Web. This research paper on Grounds Zero: A Starbucks-free Italy. Bloomberg Businessweek was written and submitted by user Bryant T. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Book Of Mormon Is False Essays - Book Of Mormon Witnesses

Book Of Mormon Is False Essays - Book Of Mormon Witnesses Book Of Mormon Is False An Examination of the Book of Mormon and its Chief Witnesses Joseph Smith, the founder of the Church of Jesus Christ of Latter Day Saints claimed that he received the Book of Mormon as a revelation from God. He said that the heavenly being Moroni appeared to him and directed him to some buried gold plates which contained ancient writings. His task then, was to translate these ancient writings with the help of seer stones which were also buried with the gold plates. Smith received strict directions from the heavenly being that he was to show the plates to no one except for appointed individuals. The Book of Mormon in its preface identifies these as eleven persons: the three witnesses and the eight witnesses. A student of religion would now be interested in knowing something about these witnesses, for only then can we evaluate their worth as witnesses. The Book of Mormon names the three witnesses as Oliver Cowdery, David Whitmer, and Martin Harris. The book also names the eight witnesses as follows: Christian Whitmer, Jacob Whitmer, Peter Whitmer, Jr., John Whitmer, Hiram Page, Joseph Smith, Sr., Hyrum Smith, and Samuel H. Smith. Who were these persons? And what can we know about them that would give us reason to either believe or disbelieve them as witnesses in this most important matter? A good place to look for information would be the publications of the Mormons themselves, since they should more than anyone else be interested in preserving histories of their principal witnesses. This approach could be used at least as a starting point for gathering information before further scrutiny and investigative work. In this study I would like to turn to two books published by the Mormons to find information about the chief witnesses. The first book is the Doctrine and Covenant, a book of authoritative scriptures for the Mormons. The second book is Church History Timeline by William W. Slaughter, published by Desert Book Company, in Salt Lake City, Utah, 1996. What follows is a brief look at the information these books contain about the witnesses and other key persons associated with the Book of Mormon. My intention here is not to provide a summary of the entire body of information but only to show that what we learn from these books do not give us much confidence in the witnesses and hence in the Book of Mormon itself. The first of the three witnesses is Oliver Cowdery, a rural schoolteacher. He was a scribe to Joseph Smith, and associate president of the Church. In April 12,1838 he was excommunicated from the Mormon Church. He was rebaptized ten years later in November 1848 and died March 3, 1850. Reading this, one must wonder why this chief witness was excommunicated during the lifetime of Joseph Smith his prophet, and be allowed back in the church after his prophet died. Smith was martyred on June 27, 1844. The second of the three witnesses is Martin Harris. He was a prosperous farmer who was known as industrious, honest, and generous. It was his $3000 that financed the first 5,000 copies of the Book of Mormon. But, as William Slaughter informs us: Harris clashed with Church leaders over monetary practices and was excommunicated in December 1837; he was rebaptized November 27, 1842. (Church History Timeline, p. 5). The same Martin Harris was given 116 pages of the book of Mormon after Joseph Smith had translated them with the help of the seer stones. But then he allowed wicked men to take these pages for the purpose of corrupting the translation and then to accuse Joseph Smith of falsehood in his prophetic claim. Why would Martin Harris do this? The Doctrine and Covenants explains that he was a wicked man who sought to destroy Joseph Smith. Joseph Smith relates in his history how Martin Harris had previously taken sample characters from the book of Mormon along with the relevant translation of those characters and received confirmation of these in New York City from a professor Charles Anton and Dr. Mitchell. These men attested that the characters were true characters of the Egyptian, Chaldaic, Assyriac and Arabic, and that the translation so far done by Joseph Smith was accurate. Now, one may wonder why did Harris, after he had received this confirmation, should seek to destroy Joseph Smith. And what value should we attach to the testimony of a man who sought to destroy one whom he believed was God's prophet? Since the Doctrine and Covenants call Harris a wicked man,

Rainforest Cafe marketing reseach paper Research

Rainforest Cafe marketing reseach - Research Paper Example This study analyses the hospitality and tourism industry, particularly, the hotel industry of London. According to Ruddick, hotels in London are expected to face a weaker trading market this year because of the Olympics hangover. Furthermore, there is an expectation that tremendous growth will be recorded in the hotel industry of the U.K towards the end of the year, as they are expected to make improvements. The hotel market has been chosen for analysis because hotels represent an important element of London’s tourism industry, and the London hotel market is distinct (Cushman&WakefieldHospitality 4). Given that the London hotel market is distinct, this analysis aims at identifying the weakness and threats that face a specific restaurant. It also identifies the hotel’s strengths and opportunities. Further, the analysis provides recommendations on how the restaurant can improve and maintain its strengths, as well as, capitalize on opportunities. Information will be gather ed from customer reviews, annual financial reports and hotel websites. In this analysis, an environmental scan of Rainforest Cafe, located in London will be carried out. The economic, technological, political, socio-cultural, legal, natural and global factors that influence the organization’s operations and success in the market will be analyzed. This will be done in comparison with the major competitors of Rainforest Cafe. First, the analysis will begin with an internal SWOT analysis of Rainforest Cafe to identify its strengths, and threats. Recommendations will be made on how the Cafe can improve on its weakness and maintain its strengths to ensure outstanding performance in the market now and in the future. Secondly, an external SWOT analysis will be carried out to identify the restaurant’s strengths, weaknesses, threats and opportunities. Finally, a competitive analysis for Rainforest cafe will be carried out to identify organizations that compete with the cafe in general and in terms of product form, product category and budget. Rainforest Cafe Rainforest Cafe is located found in 20 Shaftesbury Avenue, Piccadilly Circus in London (Porter) Par 13. The cafe is committed to supporting worthwhile environmental causes (Rainforest Cafe Par 1). The rainforest cafe works with a UK-based charity, World Land Trust, to try to save as much tropical forest as possible (Rainforest Cafe Par 3). The cafe is among the largest family restaurants in London. The restaurant is built in sucha way that it is jungle-like, and this jungle feel is enhanced by the roaring elephants and other special effects (Porter Par 1). It is themed as a tropical rainforest. Started in 1997, the cafe has been popular ever since The Rainforest Cafe uses information technology to support food services operations, with a remarkable and direct use of information technology. There are other branches across North America and other international locations. This group of hotels entered the industry, and is characterized by significant investments in the physical and operational infrastructures of food services to create a distinct atmosphere and unique theme-based experience for their clients. Apart from providing hotel services, the Rainforest Cafe sells merchandise to both adults and children related to the rainforest theme. The rainforest theme is intended to foster in adult and child customers a sense of excitement about nature, concern for survival in the tropical

Traces of Modernism and Women Emancipation in The Yellow Wallpaper and Term Paper

Traces of Modernism and Women Emancipation in The Yellow Wallpaper and The Awakening - Term Paper Example According to the paper for the first time brought women out from the confines of their homes, where they were primarily responsible to serve as mere wives and mothers, to a larger reality, with provided them with a chance to carve an identity in the socio-economic domain. This led to many supporting developments like the dilution of the taboo associated with divorce and cohabitation, the advent of the Pill that gave women a decisive say in the sphere of their reproductive health and decisions, and a larger scope for women in the educational, career making and workforce related opportunities. However, these changes did not remain merely confined to the area of economic affairs and social status, but also greatly influenced the role ascribed to women in personal relationships. The women became more questioning of the issues like sexuality, marriage and motherhood. The short story The Yellow Wallpaper and the novel The Awakening to a great extent pertain to this altering stance of women in the interpersonal relationships and a changing approach of the women towards issues like domesticity, marriage and motherhood. This paper stresses that gilman masterfully uses her short story The Yellow Wallpaper to make reveling statements about the issues like feminism and womanhood. To do so, Gilman expertly leads the reader through the misery faced by a woman in the wake of her neurotic state, characterizing a mix of her mental state and her views pertaining to marriage and womanhood through her association with the yellow wallpaper in her bedroom.  

Cross Cultural Business Training And Communication Management Essay

Cross Cultural Business Training And Communication Management Essay Culture affects every part of a business from initial communication to building team synergy. To conduct business in a foreign country, one must understand the traditions and values of the society, along with consumer needs. Estimates show that more than half of all international joint ventures fail within 2-3 years because of the lack of cultural competency.   Certain issues need to be addressed for a business to ascertain what is culturally correct in a country. Resolution of these issues comes through direct experience with the culture to determine the needs and desires of the population, then addressing these in culturally appropriate ways. Behavioral assessments and adjustments need to be made constantly by employees to effectively penetrate a market and culture to be successful. In todays business world this is now essential for building and maintaining a competitive global advantage. (2010, June 8).  Cultural Savvy A Global Cross-Cultural Consulting, Coaching Training. Re trieved October 10, 2010, from : http://www.culturalsavvy.com/index.htm Providing a cross-cultural training experience is an investment that will reward a company in the long run. Companies that institute these types of programs have a competitive advantage over those that do not, as training reduces culture shock, affectively alleviates inappropriate situations, and ultimately creates lasting relationships with international partners. Culturally savvy employees are more effective leaders as they can better relate to situations outside their realm of comfort, with ease, and continue to build on them for the future. China and Indias current business relations; future endeavors When looking at China and India and their current relationship, one must consider, first and foremost, their size. China has recently over taken Japan as the worlds second largest economy, with Indias own recovering economic status coming in close behind. For centuries they have shared advanced ideas, inventions and philosophical traditions. They have reemerged as leading techno-economic nations, and recent developments and exchanges between them indicate that the ball is already rolling in the direction of globalization for common good. No two nations are better equipped than India and China to show the world how the common concerns of humanity can be addressed through mutual respect, friendship, healthy competition, and sharing of resources. Both Democratic India and Communist China have embarked upon ambitious science, technology, and economic development programs through centralized planning. Both emphasize self-reliance through local initiatives, restricting the flow of foreign capital and technology. ((Ahmad, A. A. (2010, February 10). Share The Worlds Resources. Retrieved October 5, 2010, from http://www.stwr.org/india-china-asia/india-and-china-conflict-competition-and-cooperation-in-the-age-of-globalization.html)) Prospects for India and China Prospectively speaking, India and China are facing an energy crisis that needs to be addressed today. India must create 15 million new jobs a year to keep the younger population employed. China has 17% of the worlds population and only .8% of the oil reserves, with an economy growing at a rate of 8-10% every year. China and India alike are actively seeking imports to meet their energy needs. China recently invested in oil interest in Russia and the Middle East.   China and India continue to compete with each other for oil resources, however an opportunity can be created here where they can cooperate. Discussions have been taking place between CNOOC, The Chinese Oil Conglomerate, and Indias Oil and Natural Gas Commission. Discussions include developing a committee of oil producing nations to determine the supply and price of crude oil, for the benefit of importers in rapidly developing countries, and exploring acquisitions strategies to meet these needs. China and India have allocated a large amount of capital to research and development, consequently they are producing more innovations than any other countries in the world after signing the Indo-China Inter-governmental Science and Technology Agreement. These two countries are highly trained in the fields of science and technology which make them a diverse resource to outside countries wanting to utilize those talents. Specific joint projects are proposed at inter-agency levels in such diverse fields as meteorology, ocean science and technology, space science and technology, and biotechnology.   These two countries graduate millions of students each year that are inundated with the knowledge to produce and actively participate in the global production of goods and public services. With these numbers, manufacturing may be at stake in the western world, by combining these efforts they are causing a power shift from manufacturing countries. (Ahmad, A. A. (2010, February 10). Share Th e Worlds Resources. Retrieved October 5, 2010, from: http://www.stwr.org/india-china-asia/india-and-china-conflict-competition-and-cooperation-in-the-age-of-globalization.html) Insights into China   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  China is the worlds fourth largest country (9.6 M sq km) in area after Russia, Canada, and the US. China is located in Eastern Asia, bordering the East China Sea, Korea Bay, Yellow Sea, and South China Sea. China is surrounded by fourteen neighboring countries namely: Afghanistan, Bhutan, India, Kazakhstan, Kyrgyzstan, Laos, Mongolia, Myanmar, Nepal, North Korea, Pakistan, Russia, Tajikistan, and Vietnam. The Land   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Chinas terrain consists mostly of mountains, high plateaus, and deserts in the west, and plains, deltas, and hills in east. China has extremely diverse weather, from tropical in the south to subarctic in north. The lowest point of China is Turpan Pendi, 154 m below sea level, and the highest point is Mount Everest at 8,850 m. Total area of China is 9,596,961 sq km, land area being 9,569,901 sq km and water area being 27,060 sq km. The land consists of 14.86% arable and 1.27% permanent crops. 83.87% of land is used for other purposes. 545,960 sq km consists of irrigated land. The natural resources of China include aluminum, lead, zinc, uranium, coal, iron ore, petroleum, natural gas, mercury, tin, tungsten, antimony, manganese, molybdenum, vanadium, and magnetite. China has the worlds largest hydropower potential. The natural hazards include frequent typhoons (about five per year along southern and eastern coasts), tsunamis, damaging floods, droughts, e arthquakes, and land subsidence. People and History On 1 October 1949 Peoples Republic of China was established. The most recent promulgation of the constitution was done on 4 December 1982 with amendments in 1988, 1993, 2004. The flag of China is red with a large yellow five-pointed star and four smaller yellow five-pointed stars in the upper hoist-side corner. The color red represents revolution, while the stars symbolize the four social classes: the working class, the peasantry, the urban petty bourgeoisie, and the national bourgeoisie, united under the Communist Party of China. Beijing is the capital of China. Major cities include Shanghai, Tianjin, Shenyang, Wuhan, Guangzhou, Chongqing, Harbin, and Chengdu. China has five official religions: Buddhism, Taoism, Islam, Catholicism, and Protestantism. The ethnic groups include the Han Chinese at 91.5%; the Zhuang, Manchu, Hui, Miao, Uighur, Tujia, Yi, Mongol, Tibetan, Buyi, Dong, Yao, Korean, and other nationalities comprise the remaining 8.5%. The languages spoken in China include S tandard Chinese or Mandarin (Putonghua, based on the Beijing dialect, official), Yue (Cantonese), Wu (Shanghainese), Minbei (Fuzhou), Minnan (Hokkien-Taiwanese), Xiang, Gan, Hakka dialects, and minority languages.   Ã‚  Ã‚  Ã‚   China is the worlds most populous country with 1,330,141,295 people (July 2010 est.). The birth rate is 12.17-births per 1,000 of the population, and the death rate is 6.89 deaths per 1,000 of the population with the population growth rate being 0.494%. The male to female ratio being 1.06. The life expectancy for males is 72.54 years and females is 76.77 years. The median age is 34.1 years, with 33.5 years for males and 34.7 years for females. The literacy rate is 90.9%, 95.1% for males and 86.5% for females. As of 2000, percentage of population age 15 and over having no or incomplete primary schooling is 15.6%. Those that have completed primary is 35.7%, some secondary is 34.0%, complete secondary is 11.1%, some postsecondary through advanced degree is only 3.6%. Education China has a vast and varied school system to provide for its population. There are preschools, kindergartens, schools for the deaf and blind, key schools (similar to college preparatory schools), primary schools, secondary schools of diverse disciplines, and various institutions of higher learning. Chinas basic education involves pre-school, a nine-year compulsory education from elementary to junior high school, and the standard senior high school education. It also has special education for disabled children, and education for illiterate people. The Law on Nine-Year Compulsory Education, which took effect July 1, 1986, established requirements and deadlines for attaining a universal education system, tailored to local conditions, and guaranteed school-age children the right to receive an education. China has over 200 million elementary and high school students, who, together with pre-school children, account for one sixth of the total population. The Central Government has prioritiz ed basic education as a key field of infrastructure construction and educational development. Public Administration China has a communist government. The administrative divisions include 23 provinces which consist of: Anhui, Fujian, Gansu, Guangdong, Guizhou, Hainan, Hebei, Heilongjiang, Henan, Hubei, Hunan, Jiangsu, Jiangxi, Jilin, Liaoning, Qinghai, Shaanxi, Shandong, Shanxi, Sichuan, Yunnan, Zhejiang; and Taiwan. There are five autonomous regions consisting of Guangxi, Nei Mongol, Ningxia, Xinjiang Uygur, Xizang (Tibet) and four municipalities consisting of Beijing, Chongqing, Shanghai, Tianjin. Economy During the past 30 years, Chinas economy has changed from a centrally planned system that was largely closed to international trade, to a more market-oriented economy that has a rapidly growing private sector. It is now a major player in the global economy. In the late 1970s, reforms were started with the phasing out of collectivized agriculture. The reforms led to the expansion of fiscal decentralization, increased autonomy for state enterprises, the foundation of a diversified banking system, gradual liberalization of prices, the development of stock markets, the rapid growth of the non-state sector, and the opening to foreign trade and investment. The labor force consists of 813.5 million people. These numbers consist of 39.5% agriculture, 27.2% industrial and 33.2 % services. The unemployment rate is 4.3%, and the population below the poverty line is only 2.8%. The GDP growth rate of the country compared to other countries is 9.1%. The agricultural products include rice, wheat, p otatoes, corn, peanuts, tea, millet, barley, apples, cotton, oilseed, pork, and fish. The industries in China include consumer products, such as footwear, toys, and electronics; food processing; transportation equipment, such as automobiles, rail cars, locomotives, ships, and aircraft; mining and ore processing of coal, iron, steel, aluminum, and other metals; machine building; armaments; textiles and apparel; petroleum; cement; chemicals; fertilizers; telecommunications equipment; commercial space launch vehicles, and satellites. The Chinese government has vowed to continue to reform the economy and emphasize the need to increase domestic consumption in order to make China less dependent on foreign exports for GDP growth in the future. (The World Factbook. Retrieved August 31, 2010 from https://www.cia.gov/library/publications/the-world-factbook/geos/ch.html) Cross Cultural Training plan The term cross cultural training refers to a variety of different training courses. Each in essence aims to develop awareness between people where a common cultural framework does not exist. The main purpose of cross cultural training is to simulate problems that may arise in the workplace due to cultural differences and be prepared with resolutions to these problems. In todays economy, it is becoming increasingly essential to conduct business globally. For a multinational company to experience long-term success, its employees must have an understanding of the beliefs and values of the country in which they are conducting business. (Cross Cultural Training. Retrieved November 09, 2010 from http://www.kwintessential.co.uk/cross-cultural/training.html) Cross-cultural training includes both general orientation and specific skill development. General orientation consists of self-assessment, dealing with change, stress management and identifying attributes, and cultural awareness including national values, general dimensions, and work place incidents.   Specific skill development consists of knowledge acquisition, area studies, language studies, host attitudes, and skills training, such as case studies, area simulation and behavior modeling. Training includes providing the information to the trainee about national culture and attitudes in the host country. The trainee should be trained to handle different situations in a simulated environment. (Rohmeter, N. (2005).  Human resource development: challenges and opportunities. Daryaganj, New Delhi: Anmol Publications PVT. LTD) One major issue surrounding cross-cultural training includes getting beyond culturally determined stereotypes, how to raise and deal with stereotype. Most often, the common thought is, Life would be a lot simpler if people would just see things our way. Without realizing it, we carry those misconceptions and stereotypes into meetings, conferences, trainings, or even social gatherings that can make communication difficult and hard work. This break down in communication leads to in-effective work strategies, and also a non-productive work environment; in reality, the only person that can be changed is you. By learning about another culture i.e. their beliefs, values, common practices, and social norms, ultimately this will open up the communication lines. Other issues of cross cultural training include: feedback, how to counsel employees, coaching and team building, resolving conflicts (those include various ethnic groups at work place). (The Library. Retrieved November 09, 2010 from h ttp://www.impactfactory.com/library.shtml) Need for plan It is critical for managers to develop effective communication between employees. Training deals with interpersonal interaction. It provides management staff with the knowledge and skills to effectively supervise a multicultural staff. It results in a hospitable and understanding work environment. Cross cultural training covers areas such as values, morals, ethics, business practices, etiquette, protocol, and negotiation styles.   It helps in developing successful business relationships. It provides managers with a thorough cultural profile of the target country, highlighting similarities and differences between the target and home country. It also discusses factors that may arise regarding family, personal and business relationships, and runs interactive simulations that reflect realistic situations in the target culture. People and practices differ across cultures People can react very differently to a situation based on cultural differences. The need to motivate employees varies by culture. What motivates employees to work in India may not be a relevant motivator to Chinese employees. Therefore the trainees will need to become familiar with the differences in the employee motivation across cultures. The differences in the way motivation is perceived by the employees will need to be taken into consideration for performance appraisals everyday business decisions.   The expatriate will need to perform the same tasks he has performed in his home country in a new environment with new environmental stressors. The cultural stress will affect the performance and yield of job related duties. Expatriates failure in cross cultural environments is often due to inability to adapt to the new culture. The skills that have been shown to generate success are: -Show respect to the values of the new culture -Ability to be non-judgmental -Ability to understand ones limits in relation to knowledge and perception of the culture -Ability to empathize -Flexibility Rohmeter, N. (2005).  Human resource development: Challenges and opportunities. Daryaganj, New Delhi: Anmol Publications PVT. LTD. Designing of cross-cultural training Linguistic barriers are a major area of the crossings of two cultures. This major form of expression needs to be addressed to even begin to understand another culture, but then it is closely followed by those things around us that we would use to describe a culture. Language barriers, and breakdowns can lead to ineffective business plans and can damage relationships with potential clients. English is used for most transactions, but the usage of English tends to change with the countrys context.   In order for the expatriate to learn to communicate in China, we will enroll them in a 3-month Survival Chinese course taught by Surfchinese.com. The first program will consist of three 50 minute classes per week.   This course is designed for those who have no experience with the Chinese language.   Through this class, the expatriates will learn about 100 topics that are used in daily life, in addition to culture tips and interaction with a Chinese teacher.   Ã‚  The course is a ra pid learning course based on oral Chinese to help them deal with their practical needs in daily life. (Survival Chinese. Retrieved November 09, 2010 from http://www.surfchinese.com/class/SC1.asp)  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   After the completion of Survival Chinese, we will continue to enhance the language skills of the expat by continuing to a Business Communication course. This course is designed to help the businessperson learn the essential communication for business circumstances.   The course progresses through three levels starting with Basic Communications such as, time schedules, business banquet, marketing, and business consulting. The Intermediate Level moves to business topics such as, business greetings, conversations in the office and trading.   The Advanced Level will progress to allow the use of Chinese to perform more complicated communications such as negotiations, presentations, or business meetings. Since these are online courses the expatriat can continue with the language training throughout the transition to China and as long as needed until they are competent in the communications needed for their professions. (Business Chinese Courses. Retrieved November 09, 2010 from http:// www.surfchinese.com/class/BC1.asp)   Timetable and steps of the plan The timetable for training our India managers in China has 3 phases. The overall process will take roughly 30 days, with some continuing education to follow. It is important for our managers to not only learn and understand the culture, but it is equally important for them to stay current with it. Having a good grasp will generate a higher level of respect, and that will generate a higher level of business. Documentary training 3 day training The initial phase will be a 3-day training phase, or 24 hours, covering the culture and what is acceptable through documentary training. Language, behaviors, and demographics will be topics discussed during this time. Proper greetings and gestures should also be mentioned here. A pre-test will be administered to gauge our managers knowledge, so we can tailor the training program to the level of knowledge of our group. A documentary training program about the countrys geography, economics, and sociopolitical history helps to show cultural differences between the home and foreign countries.   It is expensive to send the trainee abroad for training; it is more economical to train in the home country with videos and books to learn about the foreign culture. Cultural and field simulation trainings and exercises 7 days or 40 hours The second phase will be approximately 7 days or 40 hours of applying the knowledge received in step one through cultural simulation trainings and exercises. It will be the responsibility of those in the group to be active in the community, talk to the local people, and learn firsthand the quirks of the culture that has been taught to them. A short synopsis will be required pending completion of this phase to showcase real experiences and application of the lessons up to this point. Cross Cultural Simulations are easy ways to get people involved in learning about different cultures. It allows them to actually be immersed in the culture and experience what someone of a different culture may encounter in a new country. By allowing yourself to step into someone elses shoes, you are able to see the basic similarities, differences, obstacles, first impressions, and interact with culturally different groups. Simple simulations can be played such as how many ways can you come up with to say hello in different languages; the Story of my name, where you give an inside look into the meaning or origin of your name; case scenarios, multicultural games addressing counting, stereotypes, and English as a second language. (Wilderdom, (2006, February 11). Multicultural, Cross-cultural Intercultural Games Activities. Retrieved October 19, 2010, from http://wilderdom.com/games/MulticulturalExperientialActivities.html) Role playing is a training simulation that allows a trainee to be placed into specific situations that may be encountered. Creating specific simulations can help others become more aware of the challenges faced and behaviors that may be primarily cultural, rather than natural. Instructions 1.   Ã‚  Ã‚  Make role playing cards depicting certain attributes for different cultures. Each person should get just one of the secret instructions to act out during the meeting. 2.   Ã‚  Ã‚  Tell the group they are to read their individual instructions by themselves, and not let anybody else know what they are. Tell them they should intentionally act the way their instructions indicate during the group activity. 3.   Ã‚  Ã‚  Role-play for about 20 min. 4.   Ã‚  Ã‚  At the end, allow at least 20 minutes to discuss the questions provided. The different cards that people are to follow should be specifically pertaining to an attribute of a culture. For example: You are someone from a cultural group that believes men and women should be separate. You would never shake hands with the opposite sex, and prefer to be seated in the same sex groups during meetings.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Another example would be: You are from a culture that it is common to greet hello with quick kisses on the cheek or long handshakes. Friendships are important, you ask a lot of questions to get to know someone and gender-mixed relationships are common.  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  While playing this game it is extremely important to stick to the roles given, while not giving away that this is what you are actually portraying. This in effect puts the player directing into the shoes of someone who is of a different culture. It allows them to see first-hand the challenges that can be faced, and ultimately allows them to see how they can be more accepting and responsive when faced with someone whose common practice is opposite of their own. After the meeting, you should allow for questions to be answered pertaining to: 1. How they felt during the exercise? 2. Describe what happened during the exercise. 3. What did you learn? 4. How does this relate to the real world? 5. What if you had known why the others were behaving as they did? 6. How can you apply this?   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  The focus is to learn by doing, rather than by showing. These simulations allow you to gain a firsthand experience of a different culture, but also allow you to make those mistakes that are inevitable between the mix of cultures. It allows you to address those mistakes or downfalls that may occur in a watered down version of a culture, and how best to handle those situations once they occur. Even though a full-blown culture experience will have unexpected situations that arise, this allows for highlights into a culture and the firsthand experience at what to expect. Implementation of the Plan The next 2 weeks or 13 days will be spent implementing some of the learned strategies to determine if any of them are viable. This encourages those that came up with the ideas and motivates those who did not. Hopefully, this will build a team atmosphere and establish who the true leaders are. During this time we will be able to evaluate where the company stands at this point in the training process. A closing test will be administered to recap the lessons learned and to promote continued practice of the new strategies. The next 7 days will be a research and development phase. This is a good time to have the group come up with a clever and creative way to market the business, and break into the scene so to speak. The group will start with a SWOT analysis, followed by a marketing plan, explaining in detail their ideas for market penetration. Spouse and family issues Another important area to address for any candidate who is incorporating their family into a cross-culture scenario is to provide the candidates family with sufficient training on the host country. It is better to train the spouse and family members of the trainee, so they can adjust to the new culture. Training the family enables the employee to concentrate more on the work that will lead to success of the business and not have the added stress of the adjustment time of both themselves and their families. Budget for the plan Language Training 1 Survival Chinese. Online 3 months of language classes. 3 classes per week. 36 Lessons $810 Language Training 2 Business Chinese. Online 3 months of language classes. 3 classes per week. 36 Lessons $810 Documentary Training 3 8 Hour Days $3750 Cultural Simulations 7 Days -40 Hours $200 Implementation of the Plan 2 Weeks $0 7 Days $0 Total $5570Estimated Budget for the Cross Cultural Business Plan Per Individual * This plan does not include Spouse and Family training. Language training would be approximately $7 per 50 minute session. Cultural Training is approximately $1250 per day per person. *Cultural simulation cost in this example is based on a Chinese community within the city of the expat. Pricing would be greater if travel is required to a Chinese Community. *Implementation of the Plan is based in an office setting and would not require additional funding for travel, per diem, etc. Expected results in cross cultural training Cross-cultural training has many benefits to be gained by participants and the business. Measuring the effectiveness of cross cultural training can be challenging, but it is rather clear that cross cultural competence has the potential to make a significant contribution to top and bottom line results as well as the individuals performance. Cross-cultural training increases cross-cultural competence i.e., the ability of the individuals to perform effectively and confidently in other countries or with foreign nationals. This training helps to develop new skills, attitudes, and gain new insights. The main benefits of a properly designed and customized cross cultural training are: Greater understanding of the customs and beliefs of other cultures. Better relationships and communication with people from other cultures. Insight into needs and opportunities of the global market. Greater level of adjustment to living and working in a new environment. Develops inter-personal and listening skills. Change in Motivation Levels:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Motivation is considered to be a goal-oriented behavior. It may be either intrinsic or extrinsic. Motivation levels are of great importance in the business world. During the cross-cultural training programs, one tries to enhance the motivation levels of the expatriates by the various training programs. These programs increase the work performance of the expatriates and also build confidence in them. By enhancing the trainees personal experiences in a specific culture, he becomes more aware of situations he may encounter. This ultimately relieves the stress and culture shock of a situation, allowing their true motivation to show through, and business transactions to be conducted smoothly. Change in Competency   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Competency can be defined as the ability to perform the prescribed work efficiently. The cross-cultural training increases the skills, knowledge, and behavior of the person. These three qualities combined can be termed as Competence.  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Competency is the general requirement for a person to participate effectively in various organizations and communities. This training program increased levels of competency in the expatriates, which helps them with their work activities individually, and enables them to rely on the skills provided and learned through simulations, and cultural interactions. Change in Organizational Effectiveness   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Organizational effectiveness is considered one of the key factors for success of the company. It can be defined by the effectiveness in which the organization achieves specific outcomes. This is a cumulative effort put forth by all employees, which makes an organization effective and productive in their goals.  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  The success of the company is dependent on the organizational competence and ethics. The effectiveness of an organization is not measurable, but can be evaluated based on the profits they earn. Thus cross cultural training can enhance the effectiveness of the organization by building confidence and enthusiasm in the workers.  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  In conclusion cross cultural training programs prove to be profitable to both countries, the families, and the employees who are involved in the business exchange. With the training as a guide, the expatriates as they get to know about the culture, customs and most importantly the working style of the foreign country. A company with employees knowledgeable about the culture of the country in which they are performing business will be more adept at meeting the goals of the organization. This knowledge will also increase consumer confidence in the company, and enhance the relationship between the countries i.e., China and India.