Good vs. Bad of Dr. Jekyll and Mr. Hyde by Robert Louis...

Good vs. Bad of Dr. Jekyll and Mr. Hyde â€Å"Dr. Jekyll and Mr. Hyde† is a novella written by Robert Louis Stevenson, a Scottish author. Written and published 1886, this novella reflects on the individual, and societal behavior during the Victorian era. During the Victorian era people, were supposed to behave like a normal person. Certain behaviors were highly restricted for example, showing evil. Instead, they were expected to give respect for everyone. People who acted out against the norm during this period were usually sent to asylums because such behaviors were unacceptable. People in this society did just that, they behaved as if they were perfectly normal. This does not mean that their bad side did not exist. Instead, they hid their†¦show more content†¦Having a career in science and medicine was a big deal during this time. Dr. Jekyll is an educated, wealthy, and well-respected man. Through the eyes of the public, he is seen as a perfect, ideal Victorian man. He is a â€Å"large, well-made, smooth-faced man of fifty, with something of a slyish cast perhaps, but every mark of capacity and kindness† (31). Because of his status in society, Dr. Jekyll is obligated to hide his pleasures and show the society his caring, affectionate, and loyal virtues. Dr. Jekyll is benevolent and pleasant in his social interactions. He attempts to cover up his darker self by creating a courteous public persona. Everyone has a different persona when they are outside in the eyes of the public and when they are inside. Through Mr. Hyde, Dr. Jekyll reveals his destructive side. Transforming into Mr. Hyde gives Dr. Jekyll a freedom to act and behave without caring about the public’s opinion or about the consequences of his actions. Dr. Jekyll is captured and locked up deep inside, he appears reasonably appropriate on the exterior but his inner reflections drives him towards immorality. As Dr. Jekyll privately turns into Mr. Hyde, not only is his appearance transformed, but also his behavior. This can be a similar caparison on people in today’s society. People with high status or popularity are always being watched with every move they make. If they make one small mistake, then that will look bad onShow MoreRelatedThe Strange Case of Dr. J ekyll and Mr.Hyde780 Words   |  3 Pagesmore powerful than the other. For Dr. Jekyll, he is a well-respected man around town, but wants a change in his life. Mr. Hyde is Dr. Jekyll’s other half that does many crimes throughout the story. There is a mystery the entire time until the end. In the novel, The Strange Case of Dr. Jekyll and Mr. Hyde, written by Robert Louis Stevenson; Dr. Jekyll changes into Mr. Hyde by drinking a potion that he has made himself. Mr. Hyde has many traits that differ from Dr. Jekyll, including being ugly, wickedRead MoreDr. Jekyll And Mr. Hyde999 Words   |  4 PagesDr. Jekyll vs. Mr. Utterson The Strange Case of Dr. Jekyll and Mr. Hyde is a great science fiction story that was published in 1886. It was written by an intelligent Scottish novelist named Robert Louis Stevenson. He uses technological ideas to develop a plot with powerful and realistic characters. Two main characters that play a major part in The Strange Case of Dr. Jekyll and Mr. Hyde are Dr. Jekyll and Mr. Utterson. They are extremely good friends who live in London during the late nineteenth-centuryRead MoreStrange Case of Dr. Jekyll and Mr Hyde1580 Words   |  6 PagesIn this book, there exist a battle between good and evil in the main characters where we are bound to ask ourselves what is superior between good and evil? Dr. Jekyll and Mr. Hyde are easily seen as an allegory of the evil and good that exists in men. The book depicts the struggle with two sides of the human personality. Since Mr. Hyde seems to be taking over Dr. Jekyll, one could claim that evil is stronger than good. Nevertheless, Mr. Hy de ends up dead at the end of the story, which strongly showsRead MoreRomeo And Juliet Duality Essay1408 Words   |  6 PagesIn literature, duality is anything that has two sides, mostly dealing with good and evil. Duality plays an important role in showing who the characters are and how the story occurs in many different books. Books in which duality plays a prominent role include Dr. Jekyll and Mrs.Hyde, Romeo and Juliet, and the Bible. Duality exists throughout the play Romeo and Juliet. The things characters say, the characters, and actions of the characters are ways duality exists in the play. For example,Read MoreThe Strange Case Of Dr. Jekyll And Mr. Hyde1619 Words   |  7 PagesCase of Dr. Jekyll and Mr. Hyde† by Robert Louis Stevenson, published in 1886, is a glimpse back in time to the Victorian era. The novella highlights the Victorian morality and the Victorian model of life. The key features of Victorian morality include a set of moral values pillared in sexual restraints, low tolerance policies on crimes and a strict social code of conduct. Dr. Jekyll is a respected member living in the Victorian society, who abides to all the rules and regulations. Mr. Hyde is hisRead MoreBook Report - Dr. Jekyll and Mr. Hyde4784 Words   |  20 PagesCase of Dr. Jekyll and Mr. Hyde† B. Author: Robert Louis Stevenson (1850 -1894) * As a novelist, he is often noted for the powers of invention and depth of psychological insights found in his work; a skill defined by G. K. Chesterton as being able ‘to pick up the right word up on the point of his pen’. * Robert Louis Balfour Stevenson  was a Scottish  novelist, poet, essayist, and  travel writer. * A literary celebrity during his lifetime, Stevenson now ranksRead MoreBook Report - Dr. Jekyll and Mr. Hyde4772 Words   |  20 PagesStrange Case of Dr. Jekyll and Mr. Hyde† B. Author: Robert Louis Stevenson (1850 -1894) * As a novelist, he is often noted for the powers of invention and depth of psychological insights found in his work; a skill defined by G. K. Chesterton as being able ‘to pick up the right word up on the point of his pen’. * Robert Louis Balfour Stevenson  was a Scottish  novelist, poet, essayist, and  travel writer. * A literary celebrity during his lifetime, Stevenson now ranksRead MoreDr. Jekyll And Mr. Hyde2521 Words   |  11 PagesUncovering Dr. Jekyll and Mr. Hyde The Strange Case of Dr. Jekyll and Mr. Hyde was published in 1886 by Robert Louis Stevenson. The story is based on a London lawyer named Gabriel John Utterson, who investigates strange occurrences between his old friend, Dr. Henry Jekyll, and the evil Edward Hyde. This novel was composed as a shilling shocker. A shilling shocker is a short, graphic book. This whole novel is based in Victorian England. Noting the servants, differences between the rich and poorRead MoreProse Narrative Criticism Essay1911 Words   |  8 Pagesâ€Å"Strange Case of Dr. Jekyll and Mr. Hyde† and â€Å"Greasy Lake† Studies in Literature Kathleen Lohr August 25, 2012 Prose Narrative Criticism While reading any composition of literature, the reader must address how they will connect with the text. To do this, the reader considers different forms of literary criticism. There are an abundance of approaches to literary criticism. For the purposes of looking at â€Å"Strange Case of Dr. Jekyll and Mr. Hyde† by Robert Louis Stevenson and â€Å"Greasy Lake†Read MoreThe Strange Case Of Dr. Jekyll And Mr. Hyde1837 Words   |  8 PagesRobert Louis Stevenson’s masterpiece, The Strange Case of Dr. Jekyll and Mr. Hyde centers around duality of humanity in nature, right vs. wrong, joy vs. despair, good vs. evil. This novella invites the reader in through techniques like flash-backs, foreshadowing and suspense. Within every person there is nature of two equal parts, whether it be obvious or not, it varies from person to person. Dualism derives from the Latin word duo, meaning two. Simply put, dualism can be understood as the existence

Business Plan in Bangladesh Free Essays

Yangon Institute of Economics Department of Management Studies MBA Programme Business Plan for POINT footwear manufacturing and distribution Submitted by : Nay Zar Myo Roll No : 36 15th Batch MBA Plan Outline 1. Executive Summary 2. Company Summary 3. We will write a custom essay sample on Business Plan in Bangladesh or any similar topic only for you Order Now Products 4. Market Analysis Summary i. Market Segmentation ii. Distribution Strategy iii. Market Trends 5. Competition and Buying Patterns Competitive Edge 6. Strategy and Implementation Summary Sales Strategy 7. Management Summary 8. Financial Plan i. Important Assumptions ii. Break-even Analysis iii. Projected Profit and Loss iv. Projected Cash Flow v. Projected Balance Sheet vi. Business Ratios 1. Executive Summary POINT is a recent start-up manufacturer of an upscale ladies foot wear line (in order to substitute Foreign foot wears market) targeted at females between the ages of 16 and 65. POINT not only develops the foot wear line, but supports it with advertising and promotion campaigns. Pyay Lai Manufacturing and Trading Company plans to strengthen its partnership with retailers by developing brand awareness. POINT intends to market its line as an alternative to existing foot wear lines, and differentiate itself by marketing strategies, exclusiveness, sophisticated design and technologies and high brand awareness. The key message associated with the POINT line is classy, upscale, versatile, and inexpensive footwear. The company’s promotional plan is diverse and includes a range of marketing communications. In the future, the company hopes to develop lines of accessories, raw materials (rubber, leather, velvet) and foot wears for men, women, and children. The Figure is drawn based on the Income Statement of the year 2000, 2001 and 2002 when the company manufactured and distributed only traditional slippers (leather and velvet) for men, women and children. Keys to Success 1. Seek out feedback from our customers (teens and ad How to cite Business Plan in Bangladesh, Essay examples

The Necklace free essay sample

In this short story the author uses an ironical beginning and ending to contribute to success. Irony occurs when we predict about the happenings in a story, then the story takes a turn and the complete opposite of the prediction occurs. Guy de Maupassant uses ironical situations in his story to retain his readers interest. For example, in the first paragraph he uses irony, â€Å"With no dowry, no prospects, no possibility of becoming known, appreciated, loved, of finding a wealthy and distinguished husband. And so she settled for a petty clerk in the Ministry of Education. † This quote is situational irony because when the author uses the words prosperous and famous, the reader would expect the husband to be much more then just a minor clerk. The largest use of irony was in the last sentence of the story. â€Å"Madame Foreister, deeply moved, took hold Madame Loisel’s hands. ‘Oh, my poor Mathilde! My necklace was paste. Furthermore, He says, â€Å"Oh my poor, poor Mathilde! Mine was false. It was worth five hundred francs at the most! ’ (615). This is referring to when Madame Forestier is telling Mathilde that the necklace she worked for 10 years to pay off was fake and not worth anything remotely close to how much she had paid for a real necklace. Its ironic that when Mathilde was so beautiful yet poor she wasn’t happy and when she was old and worn out but rich she was still not happy. Maupassant is using irony to tell us not to want more no matter what but to be happy and make the best of what situation your in. Don’t be always unhappy like Mathilde but be happy and use good you have. Maupassant expresses his message we should appreciate what we have is through narrative point of view. The story is told in 3rd person omniscient. In the beginning Maupassant tells you Mathilde thoughts on how she wants to be rich and how she is uncomfortable with the middle class life style. Actually, Maupassant tells us, â€Å"She dreamt of think-carpeted reception rooms with Oriental hangings, lighted by tall, bronze torches, and with two huge footmen in knee breeches, made drowsy by the heat from the stove, asleep in the wide armchairs. † (609). Maupassant tells the reader exactly what Mathilde wants, but also explains how she was born into a petty officials family. She was forced to marry a minor civil servant and live a simple dull life style. By having a 3rd person omniscient point of view it allows Maupassant to express his message and tell us not to ake things for granted beause things aren’t allways how they appear. Maupassant communicates his message we should appreciate what we have is through characterization. He creates a character named Mathilde who is most unhappy with her middle class life style. In fact, Maupassant tells us, â€Å"She suffered constantly, feeling that all the attributes of a gracious life, every luxury, should rightly have been hers. † (609). Mathilde really thinks that she deserves every thing with out lifting a finger. She always wants what ever she wants and if she doesn’t get it then she is up set and fells cheated. She always wants more no matter how hard her husband works got get her every thing he can. In the story, Mathilde borrows a beautiful necklace from a friend. At the ball she looses the necklace and feels terrible. She works for 10 years to re pay her friend and the necklace ends up being a fake. If Mathilde had just kept he natural beauty and not had to have a expensive piece of jewelry, then she wouldn’t have had to work and have to repay her friend. Now Mathilde not only wasted away the last ten years of her life, but she also lost her beauty. Even though, her beauty isn’t enough for Mathilde and that is one-way Maupassant uses characterization to express his message that you should appreciate what you have and not focus on what you do not. In conclusion there are many ways to show that we should be happy with what we have and not lull on what we don’t not, but characterization, irony, and narrative point are the three main ideas. Just as Mathilde suffered, people in our world to day suffer from similar things. Some people think it is their birthright to have every thing they ever dreamed of and fell cheated if they get anything less. Mathilde learns a message that would benefit any one who thinks like Mathilde. We can learn from Mathilde that we do not need every thing to be happy and that you can be happy with out every luxury in the world so that we do not make the same mistake as Mathilde and loose every thing and still have the best life possible.

The Last Tycoon Essays - Films, The Last Tycoon,

The Last Tycoon Infatuating Idealism in F. Scott Fitzgerald's The Last Tycoon Idealism Is undoubtably present in F. Scott Fitzgerald's The Last Tycoon. Infatuation may be a better word, for that was exactly what possessed the main character, Monroe Stahr. He was totally engorged with one Kathleen Moore. He idealized Miss Moore as the second coming of his deceased wife Minna Davis. Stahr was a true man of men that had little to do with women since the tragic passing of his wife. He would rather put his feet up with a cigar and shoot the breeze with the boys. Yet once he laid eyes on Kathleen for the first time, all of that changed. It was love at first sight. Kathleen and Stahr meet after an earthquake rocked Los Angles. Stahr was surveying the damage done to the studio, when a prop came floating by with two "dames" clinging to it for their lives. A stage hand rescued and presented them to Stahr for judgement. That was the moment that would change everything. The following excerpt is a narration of what was going through Stahr's mind when he was struck blind by Cupid's golden arrow. "Smiling faintly at him from not four feet away was the face of his dead wife, identical even to the expression. Across the four feet of moonlight, the eyes he knew looked back at him, a curl blew a little on a familiar forehead; the smile lingered, changed a little according to pattern; the lips parted--the same." (Chp II, p.26) She was Minna, but she wasn't. All her features were Minna's, except her voice. "--and then he heard another voice speak that was not Minna's voice." (Chp II, p.26) She was obviously British and not glamorous American, as Minna's had been. Nevertheless, she was a replica of his life long love. Stahr determined right then that she would be the next. Before he could get himself together, Kathleen was whisked away by the police for trespassing. Stahr spent the next few days trying to track her down. By this time he had fully succumbed to her rapture. On their third meeting, they happened to stumble upon each other at a posh Hollywood party. Her beauty brought back all the sensations that had trapped him initially. The scene was as follows: "...the white table lengthened and became an altar where the priestess sat alone. Vitality welled up in him, and he could have stood a long time across the table from her, looking and smiling...(while dancing) she was momentarily unreal. Usually a girl's skull made her real, but not this time--Stahr continued to be dazzled as they danced out along the floor...." (Chp. V, p.73) Stahr wanted desperately to have her as is own, but she was not to be had. Unbeknownst to him she was engaged to be married. She tried to tell him, but could not. She too was in love. The romance that followed was of a whirl wind pace that ended with a "Dear John" letter. She could not bring herself to tell him in person. Kathleen had fallen in love with Stahr although she resisted it by the fact she was already involved with another man. His ideal was not to be realized. His ideal goddess was the beginning of Stahr's downfall. The simple fact that Stahr was unable to win Kathleen away from her fianc? causes him to become extremely miserable. In F. Scott Fitzgerald's own words: "Stahr is miserable and embittered toward the end." (Author's Notes, p.149) He continued to love her to the end, as he lost his life, he lost it lovelessly. All this fuss over a woman might seem a bit trivial, but in true love, nothing is trivial. Monroe Stahr idealized Kathleen Moore as the true cure to all his ills and loveless nights. To him, she was Minna Davis. In being, but not spirit, she was a replica. This theme of idealism is similar to what Richard Slotkin reflects as "the American dream of perpetual self-improvement and transcendence." (22) Stahr idealized Kathleen as his way of perpetual self-improvement. He believed that Kathleen was the ticket he was waiting for, the ticket to happiness and closure. His life was a non stop slug

Harpers Ferry Raid - The Harpers Ferry Raid John Brown

Harpers Ferry Raid - The Harpers Ferry Raid John Brown Conflict Dates: John Browns raid on Harpers Ferry lasted from October 16-18, 1859, and contributed to the sectional tensions that led to the Civil War (1861-1865). Forces Commanders United States Lieutenant Colonel Robert E. Lee88 US Marines, various local Maryland Virginia militia Browns Raiders John Brown21 men Harpers Ferry Raid Background: A noted radical abolitionist, John Brown came to national prominence during the Bleeding Kansas crisis of the mid-1850s. An effective partisan leader, he conducted a variety of operations against pro-slavery forces before returning east in late 1856 to raise additional funds. Backed by prominent abolitionists such as William Lloyd Garrison, Thomas Wentworth Higginson, Theodore Parker and George Luther Stearns, Samuel Gridley Howe, and Gerrit Smith, Brown was able to purchase weapons for his activities. This Secret Six supported Browns abolitionist views, but were not always aware of his intentions. Rather than continue small-scale activities in Kansas, Brown began planning for a large operation in Virginia designed to start a massive slave insurrection. Brown intended to capture the US Arsenal at Harpers Ferry and distribute the facilitys weapons to rebellious slaves. Believing that as many as 500 would join him on the first night, Brown planned to move south freeing slaves and destroying slavery as an institution. Though prepared to commence his raid in 1858, he was betrayed by one of his men and members of the Secret Six, fearing their identities would be revealed, forced Brown to postpone. The Raid Moves Forward: This hiatus resulted in Brown losing many of the men he had recruited for the mission as some got cold feet and others simply moved on to other activities. Finally moving forward in 1859, Brown arrived in Harpers Ferry on June 3 under the alias of Isaac Smith. Renting the Kennedy Farm approximately four miles north of the town, Brown set about training his raiding party. Arriving over the next several weeks, his recruits totaled only 21 men (16 white, 5 black). Though disappointed in the small size of his party, Brown commenced training for the operation. In August, Brown traveled north to Chambersburg, PA where he met with Frederick Douglass. Discussing the plan, Douglass advised against capturing the arsenal as any attack against the federal government was sure to have dire consequences. Ignoring Douglass advice, Brown returned to the Kennedy Farm and continued work. Armed with weapons received from supporters in the North, the raiders set out for Harpers Ferry on the night of October 16. While three men, including Browns son Owen, were left at the farm, another team, led by John Cook was dispatched to capture Colonel Lewis Washington. The great grandnephew of George Washington, Col. Washington was at his nearby Beall-Air estate. Cooks party succeeded in capturing the colonel as well as took a sword presented to George Washington by Frederick the Great and two pistols given to him by the Marquis de Lafayette. Returning via the Allstadt House, where he took additional captives, Cook and his men rejoined Brown at Harpers Ferry. Key to Browns success were capturing the weapons and escaping before word of the attack reached Washington and receiving the support of the local slave population. Moving into the town with his main force, Brown sought to fulfill the first of these goals. Cutting the telegraph wires, his men also detained a Baltimore Ohio train. In the process, African-American baggage handler Hayward Shepherd was shot and killed. Following this ironic twist, Brown inexplicably allowed the train to proceed. Reaching Baltimore the next day, those on board informed the authorities about the attack. Moving on, Browns men succeeded in capturing the armory and arsenal, but no rebelling slaves were forthcoming. Rather, they were discovered by armory workers on the morning of October 17. The Mission Fails: As the local militia gathered, the townspeople opened fire on Browns men. Exchanging fire, three locals, including Mayor Fontaine Beckham, were killed. During the day, a company of militia seized the bridge over the Potomac cutting off Browns escape route. With the situation deteriorating, Brown and his men selected nine hostages and abandoned the armory in favor of a smaller engine house nearby. Fortifying the structure, it became known as John Browns Fort. Trapped, Brown sent out his son Watson and Aaron D. Stevens under a flag of truce to negotiate. Emerging, Watson was shot and killed while Stevens was hit and captured. In a fit of panic, raider William H. Leeman attempted to escape by swimming across the Potomac. He was shot and killed in the water and the increasingly drunken townspeople used his body for target practice for the rest of the day. Around 3:30 PM, President James Buchanan dispatched a detachment of US Marines under leadership of US Army Lieutenent Colonel Robert E. Lee to deal with the situation. Arriving, Lee closed the saloons and took overall command. The next morning, Lee offered the role of attacking Browns fort to the local militias. Both demurred and Lee assigned the mission to Lieutenant Israel Greene and the Marines. Around 6:30 AM, Lieutenant J.E.B. Stuart, serving as Lees volunteer aide-de-camp, was sent forward to negotiate Browns surrender. Approaching the door of the engine house, Stuart informed Brown that his men would be spared if they surrendered. This offer was refused and Stuart signaled Greene with a wave of his hat to start the assault Moving forward, the Marines went at the engine house doors with sledge hammers and finally broke through with the use of a make-shift battering ram. Attacking through the breach, Greene was the first to enter the engine house and subdued Brown with a blow to the neck from his saber. The other Marines made quick work of the remainder of Browns party and the fighting ended within three minutes. Aftermath: In the attack on the engine house, one Marine, Luke Quinn, was killed. Of Browns raiding party, ten were killed during the raid while five, including Brown, were captured. Of the remaining seven, five escaped, including Owen Brown, while two were captured in Pennsylvania and returned to Harpers Ferry. On October 27, John Brown was brought to court in Charles Town and charged with treason, murder, and conspiring with slaves to rebel. After a week-long trial, he was convicted on all counts and sentenced to death on December 2. Turning down offers of escape, Brown stated he wished to die a martyr. On December 2, 1859, with Major Thomas J. Jackson and cadets from the Virginia Military Institute serving as a security detail, Brown was hung at 11:15 AM. Browns attack served to further heighten the sectional tensions that had plagued the country for decades and which would culminate in the Civil War less than two years later. Selected Sources West Virginia Division of Culture History: John Brown the Harpers Ferry RaidPBS: Raid on Harpers FerryNational Park Service: Harpers Ferry National Historic Park

A Definition and Introduction to Ergonomics

A Definition and Introduction to Ergonomics Ergonomics is a term thrown around by health professionals and marketing mavens with a cavalier attitude. For some, it has a very specific meaning. For others, it covers everything under the sun. With all this different verbiage flying at you, you are probably starting to wonder, â€Å"What is Ergonomics?† Definition of Ergonomics Ergonomics derives from two Greek words: ergon, meaning work, and nomoi, meaning natural laws, to create a word that means the science of work and a person’s relationship to that work. The International Ergonomics Association has adopted this technical definition: ​ergonomics (or human factors) is the scientific discipline concerned with the understanding of interactions among humans and other elements of a system, and the profession that applies theory, principles, data and methods to design in order to optimize human well-being and overall system performance. That is not the most efficient definition of what ergonomics is. Let us keep things simple. Ergonomics is the science of making things comfy. It also makes things efficient. And when you think about it, comfy is just another way of making things efficient. However, for simplicity, ergonomics makes things comfortable and efficient. What Is the Study of Ergonomics? At its simplest definition ergonomics, it  literally means the science of work. So ergonomists, i.e. the practitioners of ergonomics, study work, how work is done and how to work better. It is the attempt to make work better that ergonomics becomes so useful. And that is also where making things comfortable and efficient comes into play. Ergonomics is commonly thought of in terms of products. But it can be equally useful in the design of services or processes. It is used in design in many complex ways. However, what you, or the user, is most concerned with is, â€Å"How can I use the product or service, will it meet my needs, and will I like using it?† Ergonomics helps define how it is used, how it meets your needs, and most importantly if you like it. It makes things comfy and efficient. What Is Comfort? Comfort is much more than a soft handle. Comfort is one of the greatest aspects of a design’s effectiveness. Comfort in the human-machine interface and the mental aspects of the product or service is a primary ergonomic design concern. Comfort in the human-machine interface is usually noticed first. Physical comfort in how an item feels is pleasing to the user. If you do not like to touch it, you wont. If you do not touch it, you will not operate it. If you do not operate it, then it is useless.​ The utility of an item is the only true measure of the quality of its design. The job of any designer is to find innovative ways to increase the utility of a product. Physical comfort while using an item increases its utility. Making an item intuitive and comfortable to use will ensure its success in the marketplace.   The mental aspect of comfort in the human-machine interface is found in feedback. You have preconceived notions of certain things. A quality product should feel like it is made out of quality materials. If it is lightweight and flimsy, you will not feel that comfortable using it. The look, feel, use, and durability of a product help you make a mental determination about a product or service. Basically, it lets you evaluate the quality of the item and compare that to the cost. Better ergonomics mean better quality, which means you will be more comfortable with the value of the item. What Is Efficiency? Efficiency is quite simply making something easier to do. Efficiency comes in many forms, however.​ Reducing the strength required makes a process more physically efficient.Reducing the number of steps in a task makes it quicker (i.e. efficient) to complete.Reducing the number of parts makes repairs more efficient.Reducing the amount of training needed, i.e. making it more intuitive, gives you a larger number of people who are qualified to perform the task. Imagine how inefficient trash disposal would be if your teenage child wasnt capable of taking out the garbage. Efficiency can be found almost everywhere. If something is easier to do, you are more likely to do it. If you do it more, then it is more useful. Again, the utility is the only true measure of the quality of a design. And if you willingly do something more often, you have a greater chance of liking it. If you like doing it, you will be more comfortable doing it. So the next time you hear the term ergonomics, you will know what it means to you. And, hopefully, that is a comforting thought.

Anarchism and revolution Essay Example | Topics and Well Written Essays - 250 words

Anarchism and revolution - Essay Example On the other hand, fascism was a political philosophy whose basic principles were the opposite of anarchism. In the 1920s and 1930s, fascism took center stage in European politics. It was a form of authoritarian rule devoid of democratic foundations (Woodcock, 2004). This was bound to create conflict with the proponents of anarchism. Examples of fascist leaders were Benito Mussolini of Italy and Adolf Hitler of Germany. They advocated for a mixed economy, militarism, ultra-nationalism and a devotion to a strong leader. Luigi Fabrri, a veteran Italian anarchist, was one of the fiercest critics of fascism. Although many of the anarchist proponents were arrested and perhaps killed, most of anarchists in France and Italy took an active role of resistance in World War II. After the war, few parties openly considered themselves as fascists. In fact, anarchism sought to restructure itself and several debates took place, especially in the anarchists’ movements of France and Italy. Sev eral anarchist federations and associations were formed in other countries across Europe. Besides, intellectual and literary personalities of that time were influenced, openly embraced anarchism and collaborated in formation of the federations (Goldstein, 2013). In essence, anarchism and revolution plan shaped up politics in Europe in mid 19th

Strong debate about the advantages and disadvantages of fair-value Assignment

Strong debate about the advantages and disadvantages of fair-value accounting - Assignment Example These are the estimates that they would get if they were to sell the financial instruments in this case assets and liabilities. The companies report profits or losses when the value of their assets increase or their liabilities decreases. The losses decrease the value of the net income and hence the reported equity also reduces. Fair values have played a crucial role in United States for more than half a century. The standards of accounting that allow or otherwise require fair value reporting have increased in a big way over the recent years. In 2006, a controversial and important new standard of accounting was announced by the Financial Accounting Standards Board (FASB) no. 157, which provides a more detailed guidance in assisting firms in the use of fair values. The applicability of this has in recent years been put into test by market conditions which were extreme. Fair value was used as early as the late nineteenth century where it was common for organizations to use appraised values in quantifying their capital assets. In other words it was the value that would be realized by their sale in the market. This exit value was also believed by the economists, to be the most appropriate in construction of financial statements. (See, among others, Diewert, 2005). However, the abuse of this accounting standard by managers eventually led to the enactment of more accounting standards that were more formal by the accounting profession. This led to the emergence of historical cost as the dominant standard for reporting the financial instruments; assets and liabilities. Despite this, fair value remained a preferred concept by many theorists in the field (Magnan, 2009, p. 191). For example, Staubus (1961) and Sterling (1970) argue in support of fair values in financial reporting (p 192), which is the realizable value of the financial instrument. The exit value in accounting was used as a default option when accounting for some assets, however, it re-entered the

Rosalind And Celia The Main Character Essay Example for Free

Rosalind And Celia The Main Character Essay 1. As you like it is full of characters pretending to be someone other than themselves. To what degree are the characters aware that they are role playing? Does their acting have serious consequences, or is it merely a game. In the text as you like it by William Shakespeare many characters have alter egos in whom they use to influence and associate themselves with other characters. The two main characters that are pretending to be someone other than themselves are Celia and Rosalind. In act 1 of the text Rosalind is banished from the court of the duke and decides to seek upon her father in the forest of Arden. Rosalind and Celia decide to disguise themselves, Celia as a country girl named Aliena and Rosalind as a young man named Ganymede. Rosalind and Celia are unaware of the consequences that occur from having disguises. A consequence of Rosalind’s male disguise as Ganymede is that she makes Phebe, a female shepherdess in the forest of Arden fall in love with her. This disturbs the natural order in which Phebe is in love with a fellow shepherd Silvius. Rosalind’s gender swapping has created a consequence in she has made a woman fall in love with her when she is in love with Orlando. In the end Phebe goes back to Silvius and the consequence of Rosalind’s role-playing is resolved. The role-playing in the text does have effects on the other characters but Rosalind does end up marrying Orlando, Celia ends up marrying Oliver and Phebe ends up marrying Silvius. So the long-term consequences of Celia and Rosalind’s role-playing are miniscule only making the text more intricate and interesting for readers. In conclusion although characters in the text as you like it do pretend to be someone else, the consequences add to detail in the text and have have no serious consequences.

The Reeves Rebuttal :: essays research papers

The Reeve's Rebuttal The Reeve of Geoffrey Chaucer’s The Canterbury Tales I portrayed in the first as â€Å"old and choleric and thin†(605), choleric meaning short-tempered and yellow. All of Chaucer’s descriptions of the pilgrims in his tales give an insight into and very well foreshadow the their tale to come, and the Reeve is of course no exception. His description continues, portraying him with a conservative and resolve appearance, and one of fierce authority. Clever, calculating, and ruthless seem to sum up his personality, an imposing persona in a weakening body. And when it comes his time to tell his tale, he is quick t fight tale to tale with the Miller to embarrass him more so, being a carpenter himself and having the Millers tale just so insultingly decrying another carpenter. His description is immediately true, as his short-temper brings his tale of a hapless and cruel miller’s defeat in order to decry the Miller. In the Reeve’s tale, two scholars visit a cheat of a miller from the local university with corn to grind. These boys eventually turn the tables on the miller, and thus it is no small surprise that the position these boys are in is similar to the Reeve’s career as well. The boys, clever and aware, watch to make sure they wouldn’t get cheated by the miller, so in turn the miller lets loose their horse, delaying their return home and letting the miller keep a cut of the corn. To take back what’s theirs ad have the final insult, one of the boys has his way with the millers daughter, and the other his way with the wife. Though undetermined, this could be a clever complementing of the reeve’s younger life. The story, though complete with a moral of the wicked getting their just rewards, is little more than snipe at the real Miller, having him be beaten, tricked, and dishonored by the younger Reeve’s versions. In the prologue of The Canterbury Tales, the Reeve is a ragged older version of the boys later to come in his story.

Animal Farm Political Speech Assignment

I once stood next to all of you, helped and taught you all how to farm, how to read and write. I was very committed back then. I came up with all the different plans that benefited the Animal Farm, such as the windmill. Until a few months later after the rebellion, Napoleon who had always opposed me, got Jealous. So, he chased me out with those bewildered dogs, stole my plans for the windmill, blamed me for everything, and corrupted Minimalism as he took total control ever the farm.Before my expulsion, you all saw me drawing and planning out every detail for the windmill, hoping to help out all the animals by having less work to be done. Then, I was chased out, and I wasn't appreciated for all my hard work that I was devoted in. Instead, Napoleon stole my credits and even called me a thief for stealing â€Å"his† plans and a â€Å"traitor† who was allied with our enemy, Mr.. Jones. How could he come up with such a plan and pretend to oppose it?Let us say that If I reall y did stole the plans, he loud of put me legally on trial, instead of using those untamed dogs to go after me, and almost taken my life. After Napoleon exiled me, I could not even get near the farm since the dogs were alert of me. As for the windmill that night, It was because of a storm. Just think about it, how could it be possible for a pig like me to budge a huge bolder, how could have I even push and destroy it. Just think for a moment for all the details.It took you all and the assistance of Boxer to slowly lift up a stone and you expect me to move it in he dark, and destroy all of your hard work? Come on Comrades! I know you all questioned the truth when you first heard the news. You all had been brainwashed by Squealer, who could persuade and confuse people to believe that black is infect white. After I was gone, Napoleon took hold of all the power, and used it unfairly, corrupting our Minimalism. First, he changed and disobeyed the â€Å"original† Seven Commandments. He broke the rule that stated, † All animals are equal,† He told you al that working on Sunday afternoons â€Å"was strictly voluntary, but any animal who absented himself from it would have his rations reduced by half. † He seemed to offer a choice, but who would want to go hungry when they do not even have enough food for themselves right now. You all had gone back to those miserable lives under Mr.. Jones. Look closely, you all will realize that the life right now is no different from the previous one, or perhaps, only worse.Napoleon also broke the sixth commandment, which stated â€Å"No animal shall kill another animal†. But see for yourselves, did he really follow this commandment? Although it seems as if he did follow the rules, but he did not go over a process to legally punish animals, instead he used authority and power to kill or execute other animals who oppose them or went against them. Isn't this basically the same as killing other animal? Com rades, take a look closely at all the things that are happening around you all, use your logic and think about the truth.Do you all really think that I am the one who Is going against our Minimalism? You all know how I value our equalities and how I value the treatment we get. It should be the power, authority, and the benefits all for himself. Does he really care for the well being of you all? He only cares how much you contribute to the farm, and how he can exploit you all. You should all trust me and come under my protection. We should all join together and rebel, to once again step back on to the road that leads to our dream society, our Animal Farm that we all longed for.

Ibm Case

IBM CASE STUDY – DECADE OF TRANSFORMATION The IBM's rise to the top and its abrupt fall followed by its decade of transformation, boldly highlights the importance of a solid strategy IBM was the synonym for greatness and profitability during early 1990's but the lack of company's ability to foresee into the future & its internal issues cost the company bigtime. It registered its first loss during 1991 mainly due to its inability to adopt to the customer centric PC industry.Phase 1: Incremental Improvement After registering his first loss, in order to cope up with its large fixed & warranty costs the company had no option but to cut back the employees perks & worse made forced layoffs. Eventhough there were products and process before hand they were not fully exploited. By 1993 about 40,000 employees were terminated Phase 2: Process Reengineering Change in management took place during 1993, Lou Gerstner was appointed as the new CEO. He immediately began the Phase 2 ‘Proce ss Re-engineering'.He realized rather than break up the company he decided to turn it around by going to market as ‘One IBM' – a centralized model where individual divisions pulled into as larger business groups . By 1994 the 155 data centers were trimmed to 3 regional megacenters fed by 11 server farms . The systems development process was also reengineered thus enabling the company to focus intensely. The results were positive,by the end of year 1994 the company registered a profit of 5 billion USD on revenue of 64 billion USD.Gerstner strongly believed in Putting customer first. He made sure that Individual sales group was formed and spearheaded by experienced managers dedicated for supporting the customers Phase 3: Emerging Opportunity Gerstner soon realised that eventhough the company could be recovered from its current state, it may not gain its supremacy as Tech Giant,with its current Business model. He started to focus on ‘Emerging Opportunity' provided by the Internet. By 1995 he decided that the company would focus on e-business.E-business was projected as IBM's strategy vision . Enormous capital were invested in Internet Products and services & many aquistions were done,which helped the company to shift from software applications to middleware. The two major acquistions were Tivoli btought for 700 million USD and Lotus for 3. 5 billion USD Phase 4: Business Transformation By end of 1999 with its current business IBM's innovation process continued to be focused within silos of existing line.Gerstner wanted to change this and the concept of ‘Horizon' was developed where the current and emerging business opportunities was classified among three Horizons H1 – Mature Business H2 – Rapidly growing business H3 – Emerging business Each Horizon had different organizational and leadership model to cater its different needs. Reasons for failure IBM ignored its commitment to customers to provide efficient high quali ty technical and customer support,moreover they tried to compete in every product category which eventually made them as Jack of all trades and master of none.

BA 488 first section Essays

BA 488 first section Essays BA 488 first section Essay BA 488 first section Essay Essential Questions BA 488 1) What is personal selling? Relationship based selling 2) Explain the difference between traditional transaction focused selling and trust- based relationship selling. transaction based ends after the sale 3) How does personal selling contribute to society, businesses, and customers? Strengthens relationships leading to increased sales and productivity 4) Briefly describe the five alternative approaches to personal selling. Which are more transaction based and which are more trust-based? Stimilus Response-scripted Mental States- Curiosity_sales Need satisfaction Problem Solving consultative 5) Briefly describe the three major phases of the trust-based sales process. Understanding customer value -creating and communicating value and delivering value CH2 1) Trust is a very complex concept. What five questions that are commonly asked by customers are answered when the salesperson is trusted? 2) Identify and describe the five characteristics of a salesperson that help that salesperson to earn a customers trust. How can a salesperson demonstrate each of the characteristics? . Expertise, compatibility, customer orientation, dependability and candor ) In order for salespeople to earn customers trust, they must be knowledgeable in several different areas. Identify and briefly describe the various types of knowledge a good salesperson should possess. Why is it important for salespeople to have a good knowledge base in each of these different areas? a. Industry, company, produ ct, service, price,market,competitor, tech 4) Assume you get a Job as a sales representative. How can you determine which sales practices are ethical and which are unethical? Company laws and guidelines 5) American society clearly defines some practices, such as deception, as unethical. Identify three practices that qualify as deception. a. Exagerating benefits, unfounded answers withholding information 6) Some sales practices are deemed so unethical by our society that engaging in them has legal consequences. Describe four things you as a salesperson should not do to avoid any legal problems for yourself and your company. a. Bribery, Product liability, negligence, basis of the bargain CH3 1) Briefly describe six ways that business markets differ from consumer markets. a. Trained purchasing professionals, ritualized, buying teams, chasing demand, larger ccounts, more buyer power, concentrated demand 2) Outline the steps of the business buying process. What does the buyer do in each step? What opportunities for involvement and/or influence does the seller have in each step? a. Recognition of b. Determining quality needed c. Quantity of item needed d. Qualification of potential sources e. Acquisition andAnalysis of proposals f. Evaluation of proposals and selection of suppliers Selection of order routine g. h. Performance feedback 3) Some salespeople find it useful to categorize buyers various needs. How can this be helpful toa salesperson? Describe five types of needs that buyers may possess. a. Functional Needs- Features and prupose desired b. Situational Needs- Ability to meet demands-timely-capacity c. Social Needs- Benefits of associations d. Psychological Needs- Assurance and strong appeal e. Knowledge needs-How something is made/upkept 4) Many business buyers use a compensatory multiattribute model to make buying decisions. When you, as a salesperson, think that your potential customer is using this type of model, what can you do to give your company the best chance of coming out on top (that is, of being chosen as the provider)? Ask what they hold in high regards 1) Satisfying buyers is extremely important in sales because satisfied buyers become repeat buyers. Identify and describe the two types of attributes that influence buyer satisfaction. Which have the greater influence on satisfaction? What can you as a salesperson do to ensure that your customers are satisfied? 2 ) Describe the three types of business buying decisions. Assuming you are the salesperson, how will your involvement in the purchasing process differ for each type? Straight Rebuy, electronic data interschange Low Modified Rebuy Moderate New Task High ) Your text describes four different communication styles based on the communicators degrees of assertiveness and responsiveness. Briefly describe each of these communication styles. How can you identify each of the styles? What should you do to communicate effectively with people exhibiting each of the styles? High Responsive Low Low Assertive Amiables-Relationship oriented, slow paced. Low R, Low A Analyticals-Task oriented, Slow Pased High R high A Expressives, Relationship oriented and fast paced Drivers Task oriented and fast paced buying center). What is a buying team? Describe the different roles of buying team embers. What are some of the things that you as a salesperson must do to effectively sell to a buying team? Initiators†find the need Influencers†Engineering Users†evaluate how it will affect their Job users serve as both AA DECIDERS-Make the call Purchasers†Negotiate terms Gatekeepers†le secretaries CH4 1) One of the most important, if not the most important thing for a salesperson to do is to ask the customer relevant, timely, and well crafted questions. Describe the different types of questions you could use as a salesperson and the purpose(s) that each type of question serve(s). . Open ended, Closed ended, Multiple choice, probing, evaluative, tactical, Reactive 2) There are so many different types of questions and objectives you may want to accomplish that it is helpful to organize questions into an easy to remember system. One system you could use is the SPIN system. Describe the steps of SPIN. What is your goal (as the salesperson) in each step? What characteristics should your question(s) possess in each step? Provide an example of a question that you would ask in each step. SPIN Situational Question- ascertain who the supplier is, purchase decisions Problem Questions- current problems with suppliers products etc Implication Questions- Help buyer reach decision†IE how does this affect profitability Need-payoff Questions- Solutions†would increased deliveries increased productivity? 3) ADAPT is another questioning system that you could use. Describe the steps of ADAPT and answer the same questions for ADAPT as you did above for SPIN. ADAPT logic based funneling system Assesment†open ended general assessments Discovery†Probe into assessment discoverys to uncover potential gaps Activation† Show the negatives of the problem from previous steps to pique interest Projection† Speculate as to what life would be like if problem would be solved Transiton, Segway †so having a supplier who is on time is important to you? If I can show you how we can be that would you be interested in purchasing.. 1. In order to successfully sell products, services, ideas, or yourself, you need to listen well. By the way, listening well will also help you to succeed in other aspects of your life, including being a student, an employee, a boss, a partner, a spouse, a parent. the list goes on and on! ) Although we seem to listen all the time, most of us dont listen well very often ecause listening effectively takes effort and dedication. Describe six things that you need to do while listening in order to listen ef fectively. Pay attention, Monitor Nonvervals, Paraphrase and repeat, make no assumptions ask clarifying questions. Encourage buyer to talk. Visualize. 2. Now lets think about what is going on in your brain as you listen. The SIER model breaks down active listening into four steps that must be carried out thoroughly and in the proper order to achieve active listening. thoroughly complete each step before moving on to the next. SIER Sensing- Actually listening Interpreting† summarizing key points and asking questions Evaluating†seeing if you agree Respondingparalinguistic 3. Weve all heard the phrase, A picture is worth a thousand words. Studies in cognitive psychology seem to support this statement. People remember pictures far better than they remember words. Identify some ways that you as a salesperson can leverage buyers bias towards remembering images to engage in more effective sales dialogue. Abstract words and phrases, be graphic, bursting with flavor, concrete descriptions 4. Much of our communication is nonverbal. What percentage of the meaning contained in communication is co nveyed through nonverbal behavior? How might a buyer express particular meanings through nonverbal behavior? You should know a couple of behaviors that are warning signs that the sales call is not going well, and a couple that indicate that the buyer is interested. ) How can you as a salesperson express positive messages through your own nonverbal cues? 50 percent, Facial expressions, eye movements, body language, posture and orientations, proxemics CH5 1. What is prospecting? Why is it important for salespeople to prospect? The finding of new customers 2. Strategic prospecting involves generating, qualifying, and prioritizing sales opportunities. Describe the characteristics that distinguish a suspect from a prospect. (Hint: the acronym MAD is useful for remembering these characteristics. ) Why is qualifying and prioritizing prospects important? 3. Describe the four main sources of prospects outlined in your book. What is a referral? Who could you ask for a referral? How could noncompeting salespeople be helpful to you in your prospecting? Where can you look within your own company to find new prospects? Which sources are likely to produce the most promising prospects? Cold canvasing†cold calls referrals introductions Networking†centers of influence, non-competing sales people Company Sources† records, advertising inquiries trade shows seminars Published sources†directories commercial lead lists 4. Describe the five elements of a strategic prospecting plan. Explain why each is important for effective prospecting. Allocating time Keep records Stay positive Evaluate Set Goals 5. What preliminary information should you gather before contacting a prospect? Where could you look for this information? Internet

6 Common Resume Mistakes That Make Recruiters Cringe

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Is a universal concept of Human Rights possible Essay - 1

Is a universal concept of Human Rights possible - Essay Example The Commission, under the chairmanship of Eleanor Roosevelt, drafted the Universal Declaration of Human Rights which was officially adopted by the UN representatives from all over the world on 10 December, 1948. The Declaration emphasized that human rights are universal regardless of person’s nationality, religion, race, cultural, economic, and social background. However, since the adoption of the Universal Declaration of Human Rights, the world has significantly changed. The Cold War era, rise of Taliban, radical Islamism, Gaza conflict, the Middle-east War, North Korean dictatorship, recent Ukraine and Syria crisis, Charlie Hebdo attacks, constant tensions in African and south Asian regions, growing global poverty, homelessness, unemployment, violence, crimes, pollution, and the increasing North/South gap in the access to resources and wealth have regularly highlighted the failure of the UN Council and its Commissions in protecting human rights of common people around the world. The end of the Cold war led to the number of desperate attempts to establish â€Å"a new world orders.† But, such attempts have caused more social conflicts than solutions. The introduction of advanced technologies, fast transport means, and globalization began to bring people from various ethnic, social, cultural, and religious backgrounds together involunt arily and voluntarily. In the process of adjusting to pluralism, the tensions, conflicts, and confusion between people from different culture have significantly intensified. As Samuel Huntington have states, the clash of civilizations is the most visible and bitter truth of today’s world. The universality of human rights declaration has caused a stir in a political and social field since its proposal in 1947. The ideas of right and wrong, good and evil that exist in one society may not match with the

Corporate Social Responsibility and Enhancement of Competitive Essay

Corporate Social Responsibility and Enhancement of Competitive Advantage of Companies - Essay Example This paper is aimed at providing a detailed study of the fact that Corporate Social responsibility is a business strategy which can be used by business organisations to enhance their competitive advantage in markets for various goods and services. The concept of Corporate Social Responsibility and its importance: In a study, conducted in 2005, it has been revealed by more than 80 percent of respondents (who were business executives in different organisations) that, business strategies related to Corporate Social Responsibility is extremely essential for their businesses (Blowfield, Blowfield and Murray, 2011, p.10). The phrase Corporate Social Responsibility has been described in modern businesses as one of the most important business practices. With the help of this responsibility multinational corporations are redefining their function in the society and their functional responsibilities to rights of the human beings and the environment. Ethical as well as environmental aspects, al ong with effective business strategies are important components of Corporate Social Responsibility. ... According to few companies the practice of corporate social responsibilities business organisation can acquire greater profits through greater market shares (Forcese, 2008, pp.153-154). It is sometimes argued by business organisations that as long as they are paying taxes to the government and wages to their employees and even maintaining regulations related to health and safety needs they are acting as good corporate citizens. Economists like Milton Friedman (1970) supported this view of doing businesses or running corporate organisations. The problem associated with this business strategy came into effect when economists argued that in this method certain sections of the society (mainly poor people) are getting marginalised. Therefore these economists, including John Gregory Mankiw, have suggested to incorporate the government to provide goods and services to these deprived people and hence to protect these people from corporate strategies. By the end of 1980s this corporate busine ss strategies have been criticised by many economists and environmentalists. A rapid revolution started during this time in regard to greater environmental protection against unethical corporate practices. As a result of these environmental movements Union Carbide had to withdraw its business from Bhopal, India, General Motors to stop ‘selling vehicles with military application to the apartheid government in South Africa’ and many other large businesses, like Nestle, to change their business strategies. In the 2000s these changes started to include oil and gas industry across the globe, making significant changes in applications of business ethics by large number of multinational corporations all over the world. In this time, mainly after 2000, many multinational

ENTERAL NUTRITION Essay Example | Topics and Well Written Essays - 750 words

ENTERAL NUTRITION - Essay Example paper examines Weenen et al., (2014) research in relation to providing a systematic approach to achieving research prioritization in enteral nutrition. From the research conducted the results obtained were in relation to defining the disease areas that needed more attention, ranking importance of product characteristics of tube feeding and finally assessment of the involvement of KOLs in enteral nutrition (Fulbrook, Bongers & Albarran, 2007). Weenen et al., (2014) ranked three product characteristics and three disease areas that deserved more research attention by summarizing the overall scores by multiplying ranks for both products characteristics and disease areas. The results were seventeen qualitative interviews conducted, and seventy-seven questionnaires completed and returned, which was only thirty-five percent in proportions. The noted disease areas by Weenen et al., (2014) in oral nutritional supplements(ONS) and tube feeding with highest priorities are ONS, general malnutrition and geriatrics, composition and clinical evidence, taste from a KOL perspective and taste from a patient perspective. The paper by Weenen et al., (2014) is significant for the subject area in that it highlighted the involvement of KOLs in the identification of research priorities as they have ability to provide balanced view of the unmet patient needs. Weenen et al., (2014) stated that sixty-two percent of all KOLs gave advice to enteral nutrition companies on patient needs by influencing the setting of research priorities by enteral nutrition. This was a limitation of the quantitative research analysis undertaken on patient needs and enteral nutrition in the market. Additionally, there was a high discrepancy between product characteristic prioritization from a KOL and patient perspective. Fulbrook, Bongers & Albarran (2007) researched about European enteral nutrition and adult intensive care units and noted that so as to appropriately know the patients’ needs and enteral

History of BSES Delhi

History of BSES Delhi ORGANIZATION PROFILE: Following the privatization of Delhis power sector and unbundling of the Delhi Vidyut Board in July 2002, the business of power distribution was transferred to BSES Yamuna Power Limited (BYPL) and BSES Rajdhani Power Limited (BRPL). These two of the three successor entities distribute electricity to 22.6 lakh customers in two thirds of Delhi. The Company acquired assets, liabilities, proceedings and personnel of the Delhi Vidyut Board as per the terms and conditions contained in the Transfer Scheme BSES Yamuna Power Limited (BYPL) BYPL distributes power to an area spread over 200 sq kms with a population density of 4230 per sq km. Its 10.4lakh customers are spread over 14 districts across Central and East areas including Chandni Chowk, Daryaganj, Paharganj, Shankar Road, Patel Nagar, G T Road, Karkardooma, Krishna Nagar, Laxmi Nagar, Mayur Vihar, Yamuna Vihar, Nand Nagri and Karawal Nagar. BSES Rajdhani Power Limited (BRPL) BRPL distributes power to an area spread over 750 sq. km with a population density of 1360 per sq km. Its over 12.2 lakh customers are spread in 19 districts across South and West areas including Alaknanda, Khanpur, Vasant Kunj, Saket, Nehru Place, Nizamuddin, Sarita Vihar, Hauz Khas, R K Puram, Janakpuri, Najafgargh, Nangloi, Mundka, Punjabi Bagh, Tagore Garden, VikasPuri etc. Since taking over distribution, BSES singular mission has been to provide reliable and quality electricity supply. BSES has invested over Rs 3500 crore on upgrading and augmenting the infrastructure which has resulted in a record reduction of ATC losses. From a high of 63.1 % ATC losses in BYPL area in 2002 the losses have come down to 23% a record reduction around 40%.Similarly, in BRPL area ATC losses have been reduced from 51.2% to 20% a record reduction of 31% History / Origin of BSES Delhi The first diesel Power Station was established in Delhi in the year 1905 when a private English Company by name M/s. John Fleming was given permission to generate electricity under the provisions of the Indian Electricity Act 1903. It was given the responsibility both of generation and distribution of power in a limited manner. That Company after obtaining license under the provisions of Electricity Act 1903 had set up a small 2 MW Diesel set at Lahori Gate in Old Delhi. Later on, this very Company was converted as Delhi Electricity Supply and Traction Company. In the Year 1911, the power generation was augmented by Steam Generation Station. In the year 1932, the management of Central Power House was handed over to New Delhi Municipal Committee (NDMC). In the field of power generation and distribution, a major breakthrough was achieved in 1939 when Delhi Central Electricity Power Authority (DCEPA) was established. This Company was responsible for the supply of power to the areas covered by Local Bodies, namely, the Municipal Committees of Delhi, West Delhi and South Delhi, the Notified Area Committees of Red fort, Civil Lines, Mehrauli, Najaf Garh, amd the District Board of Delhi. The supply of electricity to the Municipal Committees of Delhi-Shahdara and the Notified Area of Narela was done by different private agencies. In 1947 DCEPA took over a Private Limited Company by name Delhi electric Supply traction Company Limited. Formation of Delhi State Electricity Board (DSEB) In the year 1951 the Delhi State Electricity Board (DSEB) came into existence and the responsibility of generation and distribution of electricity was taken over by DSEB from DCEPA. Formation of Delhi Electric Supply Undertaking (DESU) After the promulgation of the Delhi Municipal Corporation Act 1957, the DSEB was dissolved and the functions of DSEB were taken over by Delhi Electric Supply Undertaking (DESU), which came into existence in 1958. After the formation DESU, the generation and distribution of electricity to all the areas of Delhi came under DESU. Formation of Delhi Vidyut Board (DVB) The Government of the National Capital Territory of Delhi vide notification No. F.11 (10)/92-LSG /PF (II) dated 24.02.1997, issued under the Electricity (Supply) Act, 1948, constituted a separate Electricity Board, i.e. the Delhi Vidyut Board (DVB) for the NCT of Delhi w.e.f. 24.02.1997 for the purpose of generation and distribution of power to the entire area of NCT of Delhi except the areas falling within the jurisdiction of NDMC and Delhi Cantonment Board. Unbundling of Delhi Vidyut Board (DVB) The Delhi Vidyut Board (DVB) was a State Electricity Board set up in 1997 under the Electricity (Supply) Act, 1948, succeeding the Delhi Electricity Supply Undertaking (DESU) which has existed since 1957 as a wing of the Municipal Corporation of Delhi. It was an integrated utility with generation, transmission and distribution functions serving all of Delhi except the NDMC and MES (Cantoment) areas to which it supplied power in bulk. The creation of DVB, replacing DESU, is 1997 proved to be merely a change in the legal status of the organization and was not followed by any real change in its structure, functioning and work culture. Its reputation continued to deteriorate and its poor commercial performance, the best known thing about DVB perhaps being its high Transmission and Distribution (TD) losses made it a drain on the public exchequer. Further, failure in raising the resources necessary for improvement of its services made matters critical. There were unprecedented, widespread expressions of public discontent during the difficult summer of 1998. In December 1998 when the present government came to power in Delhi, the power situation was grim to say the least. With T D losses as high as 50% regular power cute for 10 to 15 hours and Delhi Vidyut board accumulating liabilities of over Rs. 23,000 crores, Delhi government had to come up with a fast and viable alternative. An alternative that would not only meet peoples aspirations in terms of its end result but also be interesting enough for investors. And thus began a step by step process of a never-before fundamental power reform. Delhi Electricity Board Regulatory Commission (DERC) was constituted in May 1999 whose prime responsibility was to look into the entire gamut of existing activity and search for various ways of power sector reforms. The DERC is even today a fully functional body which has since issued tariff orders for annual revenue requirement. Delhi Electricity Reform Ordinance, 2000 was a body which was promulgated in October 2000 and notified in the form of an Act in March 2001. It mainly provides for the constitution of an Electricity Regulatory Commission, unbundling of DVB into separate generation, transmission and distribution companies and increasing avenues for participation of private sector. This was followed with a Tripartite Agreement which was signed by the government of Delhi, DVB employees to ensure the cooperation of stakeholders in this reform process. The tripartite agreement sent off very positive vibes to the people in general as well as to the investor community about the sincere and hassle-free objectives of power reforms. Next, a two stage competitive bidding process of Request for Qualification (RFQ) and Request for Proposal (RFP) was set into motion for privatization of the distribution companies. The bidders were selected on the basis of reduction of total Aggregate Technical and Commercial of losses (AT C) a unique feature of the power sector reforms in Delhi. The bidders were required to bid on the basis of efficiency improvement like reduction of AT C losses that they achieve year wise over a period of five years. Finally Delhi Vidhyut Board was taken over by two giants the TATAs and The Reliance ADA group ie. Reliance Energy Ltd. The two firms took control of 51 per cent shares in the three distribution companies. The DVB was formally unbundled into three distribution companies (Discoms), a generation (Genco), transmission (Transco) and a holding company. The DVB claimed that it had completed the process of dividing its mammoth staff of 24,000 employees, office property and records which would be divided among its six successive companies. BSES got 12,900 DVB employees to manage distribution operations like supplying electricity, metering, billing, controlling thefts and technical and commercial losses in central, east, south and west Delhi. About 5,200 DVB staff was transferred to Tata Power to manage similar operations in north and northwest Delhi. The state government maintained full control on Genco and Transco. Each of the two companies got 4,000 employees. DVBs two members (technical) were transferred as head of Genco and Transco. CORPORATE VISION AND MISSION: Vision To be amongst the most admired and most trusted integrated utility companies in the world. To deliver reliable and quality products and services to all customers at competitive costs, with international standards of customer care- thereby creating superior value for all stakeholders. To set new benchmarks in: standards of corporate performance and governance, through the pursuit of operational and financial excellence, responsible citizenship and profitable growth. Mission To attain global best practices and become a world-class utility. To provide: uninterrupted, affordable, quality, reliable, safe and clean power to our customers. To achieve excellence in: service, quality, reliability, safety and customer care. To earn: trust and confidence of all customers and stakeholders by exceeding their expectations, and make the company a respected household name. To work: with vigour, dedication and innovation keeping total customer satisfaction as the ultimate goal . To consistently achieve: high growth with the highest levels of productivity. To be: a technology driven, efficient and financially sound organisation. To be a responsible corporate citizen nurturing human values and concern for society, the environment and above all, people. To contribute: towards community development and nation building. To promote a work culture that fosters: individual growth, team sprit and creativity to overcome challenges and attain goals. To encourage: ideas, talent and value systems. To uphold the guiding principles of: trust, integrity and transparency in all aspects of interactions and dealings. ORGANIZATION STRUCTURE Two basic forms of organizational structures can be distinguished as below: The following chart depicts the organizational structure as it is existing in 2009. The hierarchy is much flatter than it was earlier, and as such, more organic as well. Thus it has left the mechanistic realms and become more complex and horizontal diversification, which has not only improved the work culture but has also enhanced the quality of service it provides to its customers which is totally evident through the tremendous decrease in ATC losses. Functional Structure Both BRPL and BYPL perform similar functions but for different areas. So the basic framework remains the same. CORE VALUES People at REL believe that any business conduct can be ethical only when it rests on the nine core values of Honesty, Integrity, Respect, Fairness, Purposefulness, Trust, Responsibility, Citizenship and Caring. Strong commitments to these high values have long been building principles for Reliance Energy Ltd. EVALUATION OF BSES Delhi BASED ON 7S MODEL The 7 S Model provided by McKinsey is a framework for analyzing organizations and their effectiveness. The basic premise of the model is that an organization is not just a structure, but actually consists of seven elements. Strategy: The company plan or route-map to maintain competitive advantage Structure: The company hierarchy Systems: The day-to-day processes and procedures throughout the company Shared Values: The core values of the company Style: The company leadership style Staff: The companys employees and their broad abilities Skills: The skills and competencies of employees The central theme of the model is that the seven elements are interconnected and interdependent upon one another. In order to achieve business success, each of the seven elements must be aligned and mutually reinforcing each other. Effecting change using this model involves the assessment of all areas, simultaneously taking into account their nature and effect on each other. At BSES, REL has taken a lot of initiative to gel all the 7 aspects together so as to improve the functioning of the company. Employee Resistance to Change Change is a common occurrence within organizations, and resistance to change is just as common. There are several types of resistance to change. Acquisition of DVB by private companies was a huge change that was to be accepted by the employees. So in most of the cases a resistance was generated amongst the DVB employees. More than 50% of the employees chose to take up voluntary retirement scheme which was offered to them. The scheme was open to all regular employees who had completed 10 years of service from the date of joining Delhi Vidyut Board or had attained the age of 40 years. A company spokesperson believed that there was an additional unique concept in the voluntary retirement scheme which entitled the employees to enhanced additional benefit if the number of voluntary retirees crosses the threshold level. This was a benefit which had never been given in any voluntary retirement scheme in a utility before. Resistance to change can be broken down into three groups: organization-level resistance, group-level resistance, and individual-level resistance. Each of these groups can be broken down further. Organization-Level Resistance Organization-level resistance includes resistance to change due to power and conflict, differences in functional orientation, mechanistic structure, and organizational culture. Power and Conflict Resistance to change due to power and conflict occurs when a change may benefit one department within the organization while harming another department within the organization. Functional Orientation Resistance to change due to differences in functional orientation occurs because employees or departments with different functions will see problems and issues differently, thus making it harder to come to an agreement regarding change. Mechanistic Structure Resistance to change due to mechanistic structure occurs because employees working within a mechanistic structure are expected to act in certain ways and do not develop the initiative to adjust their behavior to changing conditions (George et al.). Organizational Culture Resistance due to organizational culture occurs when organizational change disrupts the values and norms within the organizational culture. Group-Level Resistance Group-level resistance includes resistance to change due to group norms, group cohesiveness, and groupthink and escalation of commitment. Group Norms Resistance due to group norms occurs when change alters interactions between group members due to changes in task and role relationships within a group. Group Cohesiveness Resistance due to group cohesiveness occurs because members of a cohesive group wish to keep things, such as members or tasks, the same within the group. Groupthink and Escalation of Commitment Resistance due to groupthink and escalation of commitment occurs because members ignore negative information, even when they realize that their decisions are wrong, in order to agree with each other, thus making a change in group behavior incredibly difficult. Individual-Level Resistance Individual-level resistance includes resistance to change due to uncertainty and insecurity, selective perception and retention, and habit. Uncertainty and Insecurity Resistance due to uncertainty and insecurity occurs because employees do not know what the outcome of the change will be. Selective Perception and Retention Resistance due to selective perception and retention occurs when employees direct attention to how the change will affect their department, their function, or them personally. Habit Resistance due to habit occurs when employees are comfortable in their daily habits and do not want to alter them due to change. Management at BSES took following actions tol reduce resistance due to uncertainty and insecurity. Education and communication: Management explained why the change was done, identified the benefits of the change to individuals and departments, and became willing to answer all questions as they arise. Topics regarding the change that were covered were why, what, when, where, and how. Communication between management and employees was carried out in the form of discussion groups, memos, formal reports, scheduled meetings, one-on-one meetings, etc. Verification of the message received: Employees were asked to repeat the message they received, and management compared the message received with the message management intended to send. If there was a discrepancy between the message received and the message sent, then management repeated the message until employees stated a message received that matches the message sent. HUMAN RESOURCE POLICY FRAMEWORK The liberalizationof the power sector in India has paved way for new business opportunities and has redefined the nature of the power business. Envisioning future and to make the power sector credit worthy and capable of funding future investment needs, these reforms have opened arenas for new technologies. In this new environment of opportunities, REL with its competitive edge of resources is playing a key role in the transformation process and aims to emerge as a world class power utility offering uninterrupted, affordable, quality, products and services to all customers at competitive costs, with international standards of customer care thereby creating superior value for all stakeholders. To achieve this vision REL believes that investment in people and their potential is one of the greatest investments we can make. For this, we are constantly in search of talent that can perform excellently with determination and win. Its HR systems and policies are thereby designed to unleash the latent capability of its people by fostering a continuous learning and performance based culture where its people have the opportunity to grow and succeed and realize their true potential while delivering high quality services. To achieve these objectives its HR Policy is pivotal and aims to: Achieve organizational and business goals with firm belief that Its Employees are its Future. Haveempowered and accountable employeesto take decisions in response to emerging challenges and opportunities in a competitive environment. Endeavor to make its employeesThe Bestwith an urge for and commitment to excellence. Reliance Energy Ltd. offer opportunities for growth that can fill a career. Careers at Reliance Energy Ltd. are built in course of its concept of forming a team of people or individuals who are made responsible for specific functions; from concept to development to implementation, with concomitant empowerment. Reliance Energy Ltd. provides employees seamless merging of functional roles, to provide a sharper business focus groom employees for larger responsibility across industry sector. We believe, working smarter would mean not just doing a given job well, but also stretching it into a mini profit-making project. As the transition from the old HRD to the New People Management has materialized, the HR function at Reliance Energy Ltd. has begun to play a role much broader in scope, much stronger in impact much more permanent in effect. Career Opportunities: Exposure to Latest technological know-how World class management practices Multifunctional skills Customer Relationship Management Exposure to Regulatory, Legal and Contractual aspects of business Fast track growth Recruitment: Woven into strategic planning, recruitment in Reliance Energy Ltd. no longer involves short-term vacancy or the annual ritual of Campus Recruitment. Translating corporate strategies into a manpower plan developing a long term programme accordingly, Reliance Energy Ltd. is tracking down people with the combination of knowledge, experience, skills behaviour best suited to achieving the companys objectives. The focus of Recruitment: Attract people with multi dimensional experiences skills Induct talent with a new perspective to lead the company Develop a culture that attracts people to the company Locate people whose personalities fit the companys values Devise methodologies for assessing psychological traits Seek out unconventional development ground for talent Design entry pay that competes on quality as well as quantum Anticipate find people for positions proactively Induction: A formal induction programme is organized for all the new employees A structured Induction programme is carried out for: Lateral Joinees This provides a general overview of the organisation to the new recruits and familarises employees with various business processes, culture, business practices of the company It also covers soft skills modules like Team Building, Change Management, Communication etc. Graduate Engineer Trainees (GETs) All the GETs undergo a one-year induction training programme. The induction programme contains the following: Technical Training On the Job training Class room training Functional Training Managerial Skill Development Performance Management: To ensure that the talent we have attracted can help us achieve our goals, we create appropriate working conditions, by adopting following steps: Evaluating all jobs so as to assign them to the individuals best suited for them Designing customized jobs, if necessary, using techniques drawn for behavioural sciences industrial psychology Creating manpower configurations to boost the ability of the individuals Through it all, balancing corporate employee interests by designing individual career paths. Objective of its Performance Management System (PMS): Create a culture of excellence that inspires every employee Match organizational objectives to individual aspirations Equip people with the skills necessary to perform their duties Clear growth paths for specially talented individuals Provide new challenges to rejuvenate plateauing careers Forge a partnership with people for managing their career Empower employees to take decisions without fear of failing Imbibe teamwork in all operational process Performance Appraisal System: The Performance Appraisal System in Reliance Energy Ltd. provides for Recognition of individual performance Continual learning and development Better skills and employability Monetary and other rewards The achievement of the organizations goals Increased productivity and profitability A motivated workforce Performance Appraisal Process Managers distribute Professional Self-Assessment form to direct reports for completion. Training Performance Appraisals are completed and forwarded to upper management for review and approval. Performance Appraisals are forwarded to Senior Executives for review and approval. Performance Appraisals are forwarded to the Human Resources Department for review and approval. Human Resources returns the approved Performance Appraisals to Managers who conduct individual performance discussions with the employee. All signed Performance Appraisals are returned to Human Resources Training Development: With the changing business environment becoming more more dynamic, a need on a continual basis for improved domain expertise is the need of the hour. The core function of our training department is to bridge the gap between the Changing requirements of the job the abilities that individuals need to perform these tasks such as self-directed leadership, self-motivated teams self generated creativity to excel in their respective areas of performance. Objective of Training Development (TD) Department: Make learning one of the fundamental values of the company Commit major resources adequate time to training Use training to bridge the gap with the external work Integrate training into initiatives for change management Use training as a developmental tool for individuals Link organizational, operational individual training needs Install training systems that substitute work experience Ensure that training allows the staff skills to bloom Use retraining to continuously upgrade employees skills Create a system to evaluate the effectiveness of training LATEST EVENTS AT BSES Delhi Facing mounting criticism for mismanagement in power supply in the city, Reliance Energy-backed power discom BSES on Thursday removed its CEO Arun Kanchan and appointed separate CEOs for two distribution companies. Ramesh Narayanan, senior vice president of the company, has been appointed CEO of BSES Yamuna Power Ltd (BYPL), while Gopal Saxena, COO, would be the new CEO BSES Rajdhani Power Ltd (BRPL). Corporate Social Responsibility (CSR) Energy Conservation is the need of the hour. And awareness about it is the key. And the best method of spreading awareness about this growing international concern is to catch them young. Addressing this objective and to further broad base its emphasis on Energy Conservation, BYPL has conceived Bijli Gyan Abhiyan (March 08) a mammoth initiative targeting thousands of students across 500 schools in East and Central Delhi. The Delhi Government and BSES had signed an agreement for beautification of the Capital through a new Green Drain project as part of World Environment Day celebration. Under the Green Drain concept unveiled by the Delhi Government on the occasion of Earth Day on April 2209 some of Delhis dirtiest drains are being given over for adoption and beautification to interested parties. Under the concept, the selected parties will beautify the drains by planting and maintaining Bougainvilleas along their allocated stretches. Explaining the rationale behind choosing Bougainvilleas, a BSES official said: These pretty-looking plants, besides being hardy, need minimal maintenance and are best suited to Delhis climate. BYPL signs 1strenewable energy PPA, to buy power fromDelhis 1stCity waste to power initiative (Nov09). Around 1200 tonnes of Municipal Solid Waste (MSW) will be processed daily. Gas generated from a 10 MW MSW power plant yields reduction in greenhouse gases equal to planting 1.19 lakh trees or removing 83,000 cars for a year. Power plant to power around 4000 middle class homes. REFERENCES Websites: www.bsesdelhi.com www.wikipedia.org www.rinfra.com www.indiatoday.intoday.in www.thehindu.com Textbook: Organizational Theory, Design and Change by Gareth R. Jones Management: Er. (Mr.) B.P. Verma (Asstt. VP , Commercial department BRPL) [DVB Employee] Mr. Ravi Kohli (Divisional Commercial Officer, BRPL) [CTC employee]

How Is Being An American Related To Young Goodman Brown? :: Free Essay Writer

Young Goodman Brown and Endicott and the Red Cross and two short stories that, I believe, have many subliminal messages. The author of both, Nathanial Hawthorne, uses symbolism many a time to bring across these messages along with his personal beliefs of life, and the people of the 17th century. Religion is the basis of both stories. Both men go against religion. So what is an American? Not necessarily someone that goes against religion, but stands up for their rights, for what they want.   Ã‚  Ã‚  Ã‚  Ã‚  The biggest symbol in Young Goodman Brown is the idea of faith. Before he goes on his â€Å"errand,† he is talking to his wife, promising he will come back, but in actuality he is talking to his faith, as in religion. He subconsciously knows he is going against his faith on this errand, but will return. â€Å"My love and my Faith,† replied young Goodman Brown, â€Å"of all nights in the year, this one night must I tarry away from thee. My journey, as thou callest it, forth and back again†¦Ã¢â‚¬  When Brown says later in the story â€Å"I am losing my Faith†, he is not only about his wife, (which is shown through her pink ribbon in the tree), but more about his religion, which is flashing before his eyes. This errand was a test of Goodman Brown’s faith. When Brown hears people singing hymns in swears, it is a symbol of the corruption of the church. The name Goodman Brown I think is very ironic. Is he a good man after this errand?   Ã‚  Ã‚  Ã‚  Ã‚  The sword in Endicott and the Red Cross is a symbol of the ideas of the Puritans. When Endicott thrust his sword through the flag, he was using their new idea to get rid of those of the English. When he pointed at people with the sword when he was talking, he was referring to his beliefs. â€Å"But Endicott, in the excitement of the moment, shook his sword wrathfully at the culprit†¦Ã¢â‚¬  This is showing how he put his ideas in the face of Williams and the English. The Red Cross represents the English power and religious ideas forced upon the citizens of the colonies. When Endicott cut the red cross out of the flag, he was ridding his people of the English power. This was going against religion, a common theme among Hawthorne’s writings.   Ã‚  Ã‚  Ã‚  Ã‚  What is an American? After reading these two passages, I would have to say that we are a people that religion is not really a big thing.

Geely Automobile Essay

   In the first part, the ECLIPTER factors including econography, culture, legal system, income profile, political risk, tax regime, exchange rate and restrictions, together with the multilateral institutions such as WTO, EU and ASEAN will be examined by using UK and Malaysia as examples. Then based on this analysis, it will provide an assessment of the company‘s overall international expansion strategy and process. In the second part, legal system and income profile, the two most important ECLIPTER factors on Geely‘ overseas operations, will be evaluated. Furthermore, the scheme which Geely used to deal with the impact of these two factors and leverage the multilateral institutions will be shown. Finally, this report will analyze whether the company‘s international adaptation of the business function is effective, and then give some recommendations and lessons. 2. ECLIPTER Factors Analysis 2. 1 Econography Econography refers to physical and human assets including distance from major markets, and natural resources of nations that affect industry performance. In the first, the close distance between parent company and foreign subsidiary can help the company to reduce the transport costs and overhead expenses; it also can improve the connection between them. If the parent company is in China, it is better to build a subsidiary in Asia such as Malaysia. Secondly, the natural resources used for making cars mainly include steel, copper, and aluminum. If the country owns rich mineral resources, it can greatly provide benefit in the production of automobiles. One of the major purposes for many multinational corporations establishing overseas subsidiaries is to exploit the foreign natural resources. This is good for companies to 5 International Business Environment II reduce production costs and get competitive advantages. As World Steel Association reported in 2009 that the crude steel production of United Kingdom is 13. 5 in 2008, whereas the crude steel production of Malaysia is 6. 1 in 2008. 2. 2 Culture This paragraph will analyze the effects of culture on auto industry through power distance index and saving rate. Firstly, power distance index measures the degree of inequality exists in a society (Hofstede, 1997). The power distance index is 80 in Malaysia whereas it is only 35 in UK (Hofstede, 2008). The unequal distribution of wealth makes most Malaysian citizens prefer to hold a commercial auto. So the inexpensive Geely auto could be a good option for them. Secondly, saving rate could be a standard to show the attitude of citizens. The saving rate of Malaysia was 47 per cent in the year 1998 which ranks second in Asia (Azia, 2004). In contrast, the saving rate in UK was significantly low, which was less than 10 percent in the past ten years. For instance, the saving rate of UK household in 2008 was only 1. 7 percent (chart 1)(Presser, 2008). So UK citizens are apt to consume a relatively high price car. Chart 1 Resource from Posser (2008) 6 International Business Environment II 2. 3 Legal system The auto industry has been affected by laws and government regulations since the 1960’s. The first safety act passed in 1966 by Congress and was called the National Traffic and Motor Vehicle Safety Act (Highfill, 2004). This act forced manufacturers to improve the safety for the passengers, the driver visibility, and the braking of the car. Not only safety, but also environment is being growingly concerned even before the oil crisis. The Vehicle Air Pollution and Control Act passed in 1965 was the first act to set standards for automobile pollution. Then in the 1970’s, Congress passed the Clean Air Act that led to a 90% decrease in automobile emission within the next six years (ibid). In the 1970’s the oil crisis led to the approval of The Energy Policy and Conservation Act of 1975 which stated that all automobiles must meet a certain mileage per gallon. The act required that all automobiles had to meet a standard of 20mpg by the 1980 model and then 27. 5 mpg for the 1985 model (ibid). EU 2020 growth strategy also emphasizes the importance of low carbon automobile (Society of Motor Manufacturers and Traders, 2010). There are also many special laws for auto industry in different countries, such as Malaysia, which has built a free trade area for production and assembly of products for export-oriented enterprises. Companies can enjoy the minimum tariffs, raw materials and simplified mechanical equipment import formalities. Nevertheless, the Malaysia government regulates that more than 80% products should export to other countries (Daily News, 2006). Furthermore, the UK Byers Acts Measures to cut the average price of a car by ? 1,100 and save private car buyers around ? 1 billion a year. Although it may lower the profitability of auto industry, the number of consumers will increase gradually (DTI, 2000). 2. 4 Income profile Since automobile is not inferior goods, the demand of automobile would rise when income increases. In the economic aspect, income could be an indicator of the purchasing power of individuals and nations. Data from UK national statistics office (2010) demonstrated that despite the contracted 4. 9 percent of GDP in the whole year, the GDP increased 0. 4 percent in 7 International Business Environment II the fourth quarter of 2009. Furthermore, Household expenditure also rose 0. 4 percent in the fourth quarter of 2009 in UK (chart2). For Malaysia, the GDP growth in the fourth quarter of 2009 was 4. 5 though the figure was negative in the whole year (chart 3) (Malaysia statistics, 2010). It can be observed that the economy of both UK and Malaysia seem to recover from the global financial crisis. This positive signal predicts the growing demand and distensible market for Geely in both countries. Chart 2 Resource from UK statistics 2010 Chart3 Resource from Malaysia statistics 2010 8 International Business Environment II The core competitiveness of Geely automobile relies on its high performance-price ratio. Per capital GNI (Gross national income) in Malaysia was 25784 RM in 2008. By analyzing the 2004 United Nations Human Development (UNHDP) report, except the 20% population of richest and poorest class, Geely will be a better choice for the rest citizens in Malaysia(chart 4) (Lumpur, 2004). In comparison, the young people account for a great amount of population in UK. A source from HMRC shows the average income of under 20 years is ? 9,570 and 20-24 years is ? 13,200 which is below the average (chart 5). It implies that when young generation decide to buy a car, price is the first consideration factor. For medium quality car manufacture companies, young population in UK could be a potential group of customers. Chart 4 9 International Business Environment II Chart5 Median Age Band Under 20 years 20 – 24 ? 11,800 years 25 – 29 ? 17,000 years 30 -34 ? 19,500 years 35 – 39 ? 20,100 years 40-44 ? 20,200 years 45 – 49 ? 20,300 years Resource from Lumpur (2004) ? 28,600 ? 24,800 ? 35,400 ? 15,200 ? 20,100 ? 28,100 ? 24,600 ? 34,600 ? 14,900 ? 19,800 ? 26,800 ? 23,600 ? 31,700 ? 15,500 ? 20,100 ? 23,900 ? 21,600 ? 26,700 ? 16,400 ? 20,100 ? 19,300 ? 17,800 ? 20,600 ? 15,900 ? 17,800 ? 13,200 ? 12,400 ? 13,800 ? 11,200 ? 12,300 ? 8,130 ? 9,570 ? 8,490 ? 9,810 ? 7,990 ? 9,250 Median Income Mean Income Income (Men) (Men) (Women) (Women) Income Income Income Mean Median Mean 2. 5 Political risk According to Guinger (2001), political risk describes the stability of government institutions. It can be measured in a variety of ways such as likelihood of foreign aggression and civil insurrection. The Transparency International (2009) showed that UK and Malaysia both face some problems of political corruption, which adversely affects the efficiency of economic operation. World Bank estimates that corruption could cost Malaysia as much as RM10 10 International Business Environment II billion a year – an amount equivalent to 1 or 2 per cent of GDP. The corruption in the UK is lighter than Malaysia, which ranked 17, whereas Malaysia ranked 56 in world in 2009 based on Corruption Perceptions Index 2009. But the corruption in UK is not unheard. Surveys by Control Risks and Simmons & Simmons show that the awareness of UK laws against foreign bribery may be decreasing over time. In 2002, after the act came into force, 68 percent of respondents said they were familiar with its main points. But in 2006, 48 percent people said that they have totally ignored it (Global Corruption Report, 2009). 2. 6 Tax Regime Tax regime refers to the tax instruments that governments use to raise revenues from multinational firms, such as corporate taxes. The tax of Malaysia is transparent, the multinational corporate must be taxed 30% of the corporate income which is just the same as Malaysia companies Marketing directory, 2005) According to the tax incentive treaties, auto ( . industry may be eligible for pioneer status which is given by the way of an abatement of 70% of the profits for five years (ibid). The remaining 30% of the profits will be taxed at the prevailing corporate income tax rate. The profits abated are exempt from tax and will be available for distribution as tax-free dividends. In UK the resident corporate tax is the lowest in Europe, even the tax is zero for the small companies in 2002(Lawandtax-news, 2010). According to the tax treaties, multinational corporate which set up, purchase or control the companies in UK can follow the resident tax (Navstar, 2009). In the ordinary course of events, foreign companies cannot follow the low corporate tax, but with regard to double taxation and the agreement between UK and China, Chinese multinational corporates in UK now pay the low tax (ibid). 2. 7 Exchange rate Stable trade policies are extremely important for both the economic welfare of the countries and the multilateral trading system. Unfortunately, the liberalization measures were adopted by many countries. As Dornbusch‘s 1976 analysis has pointed out that when the exchange rate is used to provide protection for domestic firms, it is through undervaluation. An undervalued 11 International Business Environment II exchange rate protects domestic firms from imports and gives domestic firms greater incentives to export. For example, the Balance of Payments Committee of the WTO has received 39 requests from member countries for derogations from their international obligations and for a temporary increase in temporary protection. Moreover, several developing countries, such as Malaysia, have recently increased tariffs in response to financial crises even though the higher rates remain below the rates these countries bounded in the WTO. Moreover the analysis said China has become a great auto exporter, as a result of the huge subsidies, an undervalued exchange rate and dirt-cheap credit (Swaminathan, 2009). 2. 8 Restrictions Restrictions refer to the taxes and limitations that host governments place on foreign products and services or on foreign firms themselves when they enter or leave the host economy. Because of the policy of protecting their national automobile industry, the import tax of automobile is relatively high in Malaysia. Since 2004, Malaysia began to reduce the automobile import tax: for the import components the tax is reduce from 25% to 10%, and for the whole automobile the import tax is drop from 130% to 30% for the companies outside of Southeast Asia (MEI, 2009). In 2010, according to the agreement of ASEAN, the automobile import tax will be zero to all the regions of ASEAN. UK is a member of EU, it followed the economic agreement of EU which sets no import or export tax between members of EU and they must charge the same tax when they have business with the third country (European competitiveness, 2009). 12. International Business Environment II Scoring Analysis of UK and Malaysia Country Score Econography Culture Legal System Income Profile Political Risk Tax Regime Exchange Rate Restrictions Total (10) (10) (20) (20) (10) (10) (10) (10) (100) 8 7 18 8 8 8 7 7 71 7 6 16 15 5 9 8 9 75 UK Malaysia 3. Institutions 3. 1 WTO The major objectives of WTO‘s roles are ? the creation of a common automobile market through the elimination of barriers to intra-Community trade; the maintenance and expansion of a competitive world automobile industry; the use of voluntary import restrictions to prevent cheap imports and to maintain competitiveness? (European Commission, 2006). For example, in 2006, WTO announced the establishment of a panel to examine whether China’s tariffs on imported auto parts violate WTO trade rules, following a joint complaint made by the United States, the European Union and Canada, who accused China for its discriminatory charges on imported auto parts. After examining China‘s related regulations, WTO panel declared that China’s regulations are inconsistent with China’s WTO obligations. China has agreed to make the necessary regulatory changes by September 2009 (Herd, 2006). 13 International Business Environment II. WTO facilitates Geely‘s international expansion since the elimination of trade barriers has cleared its path to world market and made it integrated to the world economy. In 2002, after China joined into WTO, 100 automobiles of Geely exported to Syria (Luo, 2005). 3. 2 EU EU functions as a rule-imposer. It sets strict requirements and institute rules and regulations to improve vehicle safety. Besides the vehicle crash tests executed by Euro NCAP (European New Car Assessment Program backed by European Commission), there are also some regulations set to protect the environment. First, in order to respond to the gradual aggravation of greenhouse effect, the European commission developed a mandatory emission standard to limit the emission of one major kind of greenhouse gas, CO2. The regulation set a fleet-average CO2 emission target for passenger cars, which is 120 g/km to be reached by 2015 (European Commission, 2010). The vehicle manufacturers must reach the CO2 emission target of 130g/km, with an additional reduction of 10 g/km to be provided by supplementary measures, such as the use of hydrogen fuel. A long-term target of 95 g/km to be reached by 2020 is also established by the regulation (ibid). This regulation will take effect in 2012. From 2012 onwards, vehicle manufacturers who do not meet this target will have to pay penalty for their excess emissions. According to DieselNet (2010), from 2012 to 2018, the penalties are â‚ ¬5 per vehicle for the first g/km of CO2; â‚ ¬15 for the second gram; â‚ ¬25 for the third gram; â‚ ¬95 from the fourth gram onwards. From 2019, manufacturers will pay â‚ ¬95 for each g/km exceeding the target. Another congressional mandate imposed by European Commission requires tire pressure monitoring systems on all new cars in 2012. According to Europe‘s Information Society (2010), many road accidents resulting in fatalities and physical injuries are linked to tire defects. Furthermore, under-inflated tires can result in severely inefficient use of fuel and cause an extra two million tons of CO2 emitted into the atmosphere per year. So this mandate enhances vehicle safety and protects the environment. 14 International Business Environment II These regulations have incurred a rise in car prices since vehicle manufacturers are forced to increase price to offset the cost of upgrading. These regulations put Geely in an unfavorable position. Since Geely is better known for making low-tech and cheap cars, making eco-friendly cars is not included in the competencies of the company and huge R&D spending is inevitable for nurturing this competence. They set a high bar for the competition and limit Geely‘s ability to expand market in Europe. 3. 3 ASEAN ASEAN – Association of South East Asia Nations is a geo-political and economic organization of 10 countries located in Southeast Asia. China and ASEAN are both newly-emerged, rapidly-developing auto markets. Cooperation in auto industry between China and ASEAN will bring a win-win situation for the two sides and make their cars more competitive in a global competition. For instance, according to Xinhua News Agency (2006), a report released by the Ministry of Commerce Indonesia has announced that compared to the expensive Japanese sedans, the China-made ones gradually gain popularity for more favourable price-performance ratio. ASEAN country also needs investment from Chinese carmakers to expand local employment and for more price-favourable cars, said a Germany auto expert at the China-ASEAN Expo, 2006. Consequently, in general, ASEAN opens its gate to Chinese car companies including Geely to achieve a win-win situation. 4. Assessment of Geely’s overall international expansion strategy Geely‘s current international strategy is to produce affordable automobile, so the market size and consume power of a foreign market are highly valued by Geely. Malaysia automobile market resembles China more than UK, in the aspects such as the people‘s income, the similar culture, and the similar geographical position, etc. As by now most cars have been exported to some developing countries like South-East Asia, Ukraine, Russia, and Mexico, Malaysia will be good choice. Meanwhile, although UK does not represent a neighboring or ? home‘ market, 15 International Business Environment II as markets in South-East Asia do, UK could be seen as an interesting market with a potential for higher margins, higher price levels and a more mature market for branding, technology, etc, as the UK‘s income per capita, and the automobile sales volume are higher than that of Malaysia. Considering the future international development, Geely should focus on UK. Therefore, at first, it is better for Geely to develop its ? producing automobile which most of people can buy‘ strategy in Malaysia, and when Geely is able to enter high-end automobile market, UK will be a better choice. In terms of multilateral institution, after evaluating the influence of international organizations, we suggest that Malaysia is a better choice for Chinese car companies to exploit new markets. Firstly, a win-win situation guarantees a favourably corporate relationship between Geely and ASEAN (Eichengreen, 2006). Secondly, there are various quality-related requirements and constraints in EU and probably NAFTA, which puts up a strong challenge for those Asian auto makers. Moreover, by far, there is no evidence to prove the acquisition of Manganese Bronze and Volvo have considerably increased Geely‘s sale in developed nations. Thus considering the opportunities and threats faced by Geely, it is recommended that the company emphasizes on developing nations‘ markets, rather than the developed markets. 5. Marketing analysis 5. 1 Legal system According to Alistair Darling‘s pre-budget report, UK will bring new opportunities for the low-carbon industries. Through the Innovation Investment Fund and the Carbon Trust’s Venture Capital scheme, UK will invest at least ? 160m in low carbon projects (Guardian, 2009). They will also invest ? 90m in the European Investment Bank’s new 2020 fund, which will put 6. 5 billion Euros of finance in green infrastructure projects. In this report, there are alterations to the climate change levy, company car tax, and fuel benefit charge (ibid). This is good news for Geely because now it dedicates itself to produce high-tech and eco-friendly automobile. In 16 International Business Environment II UK the amount of car tax depends on the price and the discharge amount for carbon, which is from 9% for electric motor car to 10%-35% for petrochemical car. UK also has a successful car scrappage scheme, which gives consumers a ? 2,000 discount off. If they scrap their old vehicle, it will help up to 125,000 families replace their inefficient boilers with new models (Julia, 2009). Through the government‘s support of low-carbon industry, Geely has more opportunities to innovate high-tech and eco-friendly automobile. Furthermore, because of the low tax and car scrappage scheme, customer is inclined to buy or change an electric motor car,. In 22nd March 2006, Malaysia published the new automobile policy (MEI, 2009). Since that day, the import taxes of CBU (Complete Built Unit) are reduced from 20% to 5% for the ASEAN members and 50% to 30% for other countries. The import taxes of CKD (Completely Knock Down) are 10%. In 28th October 2009, Mustafa Mohamed announced many new policies for auto industry which will give much more preferences and subsidies for the new energy automobile companies (ibid). 5. 2 Income profile It is known that the success of Geely relies mostly on keeping low cost and offering the affordable cars. For instance, Geely’s best-selling four-door sedan, the King Kong, has been sold 6127 in April 2010 and the retail price is between 47,800RMB – 58,800RMB (Jiang, 2010). Geely sold 329,014 passenger cars in 2009, making it is the third largest domestic car producer (Zheng, 2010). However, Geely’s winning formula is under pressure in china because Chinese consumers are becoming wealthier; the higher-end models will gradually be affordable for them. Meanwhile, brands such as the Chery QQ, Ford Fiesta, and Honda Civic are threatening Geely‘s current market position. Geeky‘s winning formula is also challenged at the oversea markets like UK and Malaysia. Date from HMRC (HM Revenue & Customs) indicates that nearly 50% of the population in UK earns ? 16400 annually which is much higher than the middle class income of Malaysia. This group of population could be a dominant power in the automobile market in UK. It is not a wise choice to sell its inexpensive cars in UK considering that low price would not be 17 International Business Environment II attractive for these relatively rich citizens. The similar situation also happened in Malaysia which made Geely‘s low price cars less competitive. This is because that the predicted real GDP growth in 2010, 2011 and 2015 are 4. 7%, 5. 0% and 5. 0%, Malaysian people are becoming richer than before(IMF, 2010). Their increasing incomes will directly affect their car buying choice. People nowadays prefer the higher-end models and the market share of Geely‘s lower-end models are estimated to reduce gradually. 6. Geely’s reacts to the impact of the ECLIPTER First, since the middle of 2009, the sales of car exports decreased from 37940 in 2008 to 6297. Furthermore, although Geely exports to more than 50 countries, most of them are developing countries which are not so effective in the promotion of the brand image. In order to get rid of low-end image, Geely changed its strategy from ?produce automobile which most of people can buy‘ to ? do not produce cars which price is below 40000 Yuan‘ (Fang, 2009). Besides, Geely take over Volvo which also expressed its desire to promote the brand image. Geely‘s strategy changes starts in May 2007, which is focus on transforming its competitive advantage from price to technology. In 2007, Geely used three new motorcycle type—Yuan Jing, King Kong and Zi You Jian, which have relatively higher value added to substitute the Haoqing, Meiri and You Liou. For doing that, Geely scraped its old molds, jigs and production line which worth up to 8 billion Yuan. In 2008, the sales of these three new auto types grew 12% without discount marketing strategy (Geely annual report, 2009). Furthermore, in 2010, Geely will market 21 new auto types, and some of them were designed by Fabrizio Giugiaro, the Italy‘s famous auto manufacturer. Moreover, the new energy auto will also be produced in 2010, which will include Panda and DiHao (Wenqing, 2010). These new energy auto types have been showed in the Beijing car exhibition 2010 (Phoenix auto, 2010). In order to deal with these two factors, Geely also has a complementary strategy: cooperate or takeover other well-known international auto manufacturers. It will not only help Geely to promote its auto manufacture technology, but also improve its brand image. Geely has already cooperated with 18 International Business Environment II Britain‘s Manganese Bronze to produce luxurious brand-named taxi (China car Times, 2010) and assembled cars with Information Gateway Corp Sdn Bhd (IGC) in Malaysia, 2006 (Tan, 2006). 7. Leverage the multilateral institutions 7. 1 ASEAN One of the stunning news in 2005 was the political barriers Geely met in Malaysia, which was considered as the biggest challenge for its overseas expansion so far. Geely‘s President Li Shufu described Malaysia as ? an unexpected trap? because of Malaysia government‘s rejection on fulfilling the contract. After examining the ECLIPTER factors of Malaysia market, Li Shufu and his team regarded Malaysia as the first pillbox and cornerstone of its expansion to ASEAN countries. He believed the learning in Malaysia could be helpful. Therefore, in May 2005, Geely has made a joint contract with Malaysia IGC group for building CKD factory in Malaysia. However, Malaysia government denied the contract after a new document on automobile being published. According to the document, all cars made by foreign automobile manufacturers were prohibited to sell in Malaysia. Then the situation in Malaysia went against its expection of getting a huge sale. However, according to Geely officials, to some extent, ASEAN agreements have made Geely to reconsider the importance of Malaysia (Harwit). In South East Asia nations, there are some strict tariff-related regulations for automobile industry. Contrarily, tariff among ASEAN countries is in a minimum rate. According to an inner-ASEAN agreement, from 2003 to 2009, Indonesia, Thailand, Malaysia, Philippine, Singapore and Vietnam exempted auto import tariff for each other. From 2010, all ASEAN countries will implement zero auto import tariff for each other. At the same time, Indonesia, Thailand and some other ASEAN nations‘ demand of cars is increasing considerably (JAMA, 2008). Especially after an impressive increase in 2007, the car-sale in Indonesia becomes significantly dazzle. Therefore Geely 19 International Business Environment II planed to only manufacture cars in Malaysia and then export cars to other ASEAN countries, which seems like a forward-looking plan in a long-term development. Finally, Geely decided to move its Malaysia CKD manufacture center to Indonesia. However, its vision of leveraging ASEAN to pursue a sale performance in all ASEAN nations has not changed. 7. 2 EU In terms of EU regulations, since Geely has acquired 100% ownership of Volvo, the Sweden‘s company, Geely is no longer an outsider of European market. According to the EU Single market concept (European Commission, 2010), a free circulation of capital, labor, goods and services between EU members is granted. Geely now have got over tariff barriers and competes as an insider. 8. Implications and Recommendations One of the strategies of Geely is to promote new energy automobile, there are two advantages for this strategy: Firstly, Geely can get powerful support from government since the development of new energy is encouraged by the government. Secondly, since new energy automobile is environmental friendly goods, it not only reduces the carbon emissions, but also decreases the expenses on routine maintenance (Bond newspaper, 2010). However, there are also drawbacks, such as the inadequate facilities. Acquiring other world famous bands is the other strategy of Geely, which facilitates the company‘s global expansion. For instance, Volvo is well-known by its safety, which could provide Geely with a competitive advantage on its brand trust. It also provides a valuable, more upscale user image. Therefore, through merger or acquisition of international well-known brands, Geely can get greater international fame and advanced technology, integrate into the world market and attract more consumers. However, certain risks should be considered when Geely acquires Volvo. The first risk is that the culture conflicts between two countries. It has been reported that one of the hindering factors is that the union of Volvo in Sweden disagrees the acquisition for their reduced 20 International Business Environment II welfare and unemployment (Gasgoo, 2009). The second risk is that the value of acquired equity. It has been said that Volvo‘s vaunted reputation for safety has been challenged by other manufacturers which can also provide automobiles with same safety standard. In this case Volvo‘s ? safe? advantage may not be as competitive as before. 9. Conclusion To sum up, this essay has analyzed the ECLIPTER factors of Geely‘s two overseas markets, Britain and Malaysia, and examined influence of the related multilateral institutions. According to this matrix analysis, legal system and income profile have the most important impact on the auto industry. For multilateral institutions, ASEAN and WTO generally promote the Geely‘s international expansion strategy, while EU regulations are less favored in its expansion. Considering both ECLIPTER factors and related multilateral institutions, it is suitable for Geely to enter developing nations to acquire market share at its initial development. But for long-term development, Geely need to pay attention to research and develop higher-end models. With the development of Geely Company and the overall auto industry, Geely‘s focus will shift from developing countries to developed countries. Currently, Geely‘s low price strategy is challenged by the legal system and income profile of developed countries. Therefore, Geely is increasing its efforts in releasing new model cars and tapping into developed countries through merger or acquisition. Geely intends to promote its brand image and enlarge its market share through these strategic moves, although it has to face the risk of culture conflicts and the uncertainty of acquisition value. 21 International Business Environment II 10. References: Azia, A. Z. (2004) Malaysia-Encouraging Saving in a Dynamic Economy [Online]. Available at:< h.