China Rise: A race to the top or bottom and the impact on the world’s p

Chinas rise: A race to the top or bottom and the impact on the world’s players Introduction Chinas open reform period is characterized as one without a blueprint but by ‘groping for stones to cross the river’, based on an incremental, gradualist approach to reformation. China is still a developing country, with pockets of industrialized regions. While China relishes in the fruits of its labour, there is an increasing disparity between the urban and rural areas due to this disequilibrium of development. China’s presence on the world stage has drastically increased and has left many researchers perplexed about the consequences of its rise. There exists a plethora of studies, debating whether Chinas current path is one that is headed to the top, or whether China is at the precipice of its development with looming declines in the near future, plagued by weak institutional reforms. While there are many features that characterize Chinas direction, this paper will primarily analyze Chinas wages and regional disparities and how this as impacted the world. The Effects of Chinas Wage Increases Chinas cheap labour has been a prominent economic advantage since opening its market. However, according to government published data, average annual real wages have tripled from 1997 to 2007 from 3,285 to 24,932 Yuan. The Institute of Population and Labour Economics at the Chinese Academy of Social Science (CASS), reported that the rural surplus labour is decreasing to a level that continued industrialization cannot be supported cheaply (Cai, 2007). Additionally there has been increasing reports about China losing its appeal as a manufacturing base for exports (Yang, Chen, Monarch, 2010). Chinas US foreign direct investments (FDI) have ... ...has by no means leveled. Conclusion Explanation for Chinas rise is one that is usually polarized between profound optimism and an impending doomsday tale for the global economy. The research suggests that China’s rise embodies characteristics of both a race to the top and bottom. Additionally, as examined in this paper its integration has varying effects across regions. However both scenarios are not solely dependent on China but how countries like the United States adjust. Aborting the transition due to fear by introducing trade barriers will not beneficial economically in the long run due to an already interdependent relationship between China and the world. China’s transition is a path-dependent based journey unfolding in the present, therefore an analysis on Chinas rise is speculative at best, but serves as a looking glass to capitalism, Chinese style.

Alcohol Viewed Through the Eyes of Raymond Carver Essays -- Drinking A

Alcohol Viewed Through the Eyes of Raymond Carver   Ã‚  Ã‚  Ã‚  Ã‚  Some people feel that alcohol is a substance that can be used to escape reality and live in a world where there are no dilemmas or problems that must be solved. Whether the alcohol is abused or just used in moderation, many people are drawn to the several aspects it has to offer. One example of someone who follows these characteristics is the very famous and talented writer, Raymond Carver. Raymond’s use of alcohol is clearly displayed not only through his writings, but in his daily lifestyle. It is a general understanding that in many writers’ works, a small portion of how they live their lives are influenced and portrayed through their stories. Having stated this, two very distinct stories of Raymond Carver eloquently display how alcohol has had an impact on his life.   Ã‚  Ã‚  Ã‚  Ã‚  The first story that allows the reader to have an inside look at the effects of alcohol on Carver is â€Å"What We Talked About When We Talked About Love.† In the beginning of the story, it seems as if all the characters are thoroughly enjoying themselves. Their casual drinking assists them in their conversations, as they appear to be completely sober and in control of their actions. As their discussion grows deeper and more complex, their consumption of alcohol increases at an even faster rate. Carver intends to show his readers the difference in the way the characters act when they are sober, compared to the way they act when they are intoxicated... Alcohol Viewed Through the Eyes of Raymond Carver Essays -- Drinking A Alcohol Viewed Through the Eyes of Raymond Carver   Ã‚  Ã‚  Ã‚  Ã‚  Some people feel that alcohol is a substance that can be used to escape reality and live in a world where there are no dilemmas or problems that must be solved. Whether the alcohol is abused or just used in moderation, many people are drawn to the several aspects it has to offer. One example of someone who follows these characteristics is the very famous and talented writer, Raymond Carver. Raymond’s use of alcohol is clearly displayed not only through his writings, but in his daily lifestyle. It is a general understanding that in many writers’ works, a small portion of how they live their lives are influenced and portrayed through their stories. Having stated this, two very distinct stories of Raymond Carver eloquently display how alcohol has had an impact on his life.   Ã‚  Ã‚  Ã‚  Ã‚  The first story that allows the reader to have an inside look at the effects of alcohol on Carver is â€Å"What We Talked About When We Talked About Love.† In the beginning of the story, it seems as if all the characters are thoroughly enjoying themselves. Their casual drinking assists them in their conversations, as they appear to be completely sober and in control of their actions. As their discussion grows deeper and more complex, their consumption of alcohol increases at an even faster rate. Carver intends to show his readers the difference in the way the characters act when they are sober, compared to the way they act when they are intoxicated...

ROM and Strengthening Exercises as a Treatment Option

There are multiple kinds of exercise that could be beneficial in treating acute whiplash. Literature shows exercises such as a McKenzie treatment, postural training exercise, endurance strengthening and motor control, eye fixation, isometric exercises, and resistive exercises. In reviewing the literature, these exercises were combined with other treatment strategies such as modalities or mobilization to get the most effective outcome. Also, at this point although there is a large amount of research done on treatment of whiplash injury, the conclusions that are made from this literature conflict each other. However, there is a consensus that excessive treatment of whiplash associated disorder may be counterproductive in the acute stages of injury. (Cochrane review) The evidence does not support episodes of care that last longer than 6-8 weeks with any one or combination of noninvasive interventions. If the intervention that is being attempted at that time is unsuccessful, it is then recommended that a different intervention be attempted. (Cochrane review) Based on this information, if active ROM and strengthening exercises are to be used, the intensity and frequency should be monitored closely to avoid increased injury. In comparing the effectiveness of these exercises, many studies compared them to periods of â€Å"standard care†. Standard Care included rest, analgesia, and general advice on gradual mobilization after a short period of rest. McKenzie treatment is based on the principle of centralization of pain and the use of exercises to reduce the stress on the surrounding neck musculature. For acute WAD patient’s, the goal is to stretch and decrease the tightness of the cervical extensor muscles, which may be overly contracted in this patient population. A common exercise to accomplish this is the chin tuck, where the patient retracts their chin and repeats this activity for a given number of repetitions. In a study by McKinney et al, three groups of patients with WAD were placed in 3 treatment categories and compared by outcome measures. The treatment categories included a home mobilization group who were instructed in postural correction, analgesia, collar, muscle relaxation and mobilization exercises. The second group was a group who received outpatient physiotherapy, including; McKenzie treatment, heat, cold, diathermy, traction, Maitland mobilization, postural correction and home exercise. The final group compared in this study received standard care as defined above. (Seferiadis, European spine journal) All treatments were given over a period of 6 weeks for 24 visits, with the follow up visits at 2 weeks. Cochrane review- exercises for mechanical neck disorders) Patients who received outpatient physiotherapy, including McKenzie treatment demonstrated improved cervical ROM and pain intensity in comparison to the treatment group receiving standard care. However, there was no difference in effectiveness between the outpatient physiotherapy group and home mobilization group. In a second study by Rosenfeld et al, the standard treatment for WAD was compared to active intervention that included McKenzie treatment and active cervical ROM. The group receiving active intervention demonstrated the most benefit when treatment was provided within 96 hours of initial injury. This group also demonstrated lower pain intensity and amount of sick leave, as well as improved cervical ROM in comparison to the standard care group. These outcomes were maintained at a 6 month and 3 year follow up (Seferiadis, European spine journal). Based on this literature and the results of the studies, McKenzie exercises have shown to be beneficial in reducing pain in patients with WAD. Postural training exercises as defined by a systematic review by Drescher et al, includes any correction, exercise or advice with the aim of improving posture. (Drescher) Postural training would be important for patients with WAD to avoid further exacerbation of muscle injury or reinjury at a later date. This could further carry over to job related tasks, as many people spend their day working at a desk sitting for long periods of time. Postural exercises may help patients to be more aware of their posture and make self-corrections to avoid future injury throughout the workday. In the systematic review by Drescher (Reference 22), the study compared a group receiving postural exercises to a control group who were not receiving postural exercises. It was found that the group that completed postural exercises demonstrated decreased pain and increased cervical ROM. Another high quality study (references 17-19) within this review compared an intervention group receiving postural exercises to the control group. The postural exercise group showed significant reduction in pain at both the 6 onth and 3 year follow up, as well as a lower amount of sick days taken from work at the 3 year study. There was no significant different in cervical ROM improvement in these two groups. Initially the cost of this postural training was higher, however ended up being lower when taking into account the cost of sick-leave days, loss of productivity and other interventions. (Drescher) In a study by Schnabel et al, it was determined that active therapy including postural advice and exercise was superior to passive modalities such as massage and ultrasound. There is limited evidence on specific postural exercises which would best benefit this population, however there has been some proof that this is a beneficial treatment. Therefore, further research into specific exercises and training strategies may be warranted to determine the best options for patients with WAD. A common side effect of whiplash is dizziness, which can limit patient’s ability to perform quick head movements and functional activities such as looking over their shoulder while walking. This dizziness is something which has been addressed by eye fixation exercises in the literature. Eye fixation exercises may also be known as proprioceptive exercise and can include; target exercises with varying degrees of difficulty by changing input from other body systems, and vestibular ocular reflexes with either a target moving or the target moving in the opposite direction of the patient’s head with the patient’s eyes maintaining focus on the target at all times. Eye-fixation exercises are used to restore coordinated movement and proprioceptive movement, which will decrease the degree of dizziness in the patient with WAD. Individually these programs have not shown to be beneficial, however when combined with other therapy treatments there has been minimal to moderate benefit. Based on a Cochrane review of exercises for mechanical neck disorder, it was found that including eye-fixation exercises into a complete physical therapy program showed moderate evidence of benefit for pain and function for acute whiplash disorder. This is also supported in a study by Provinciali, where one group was treated with eye fixation exercises to treat dizziness, along with mobilization and additional neck exercises. This group had significant results in decreased pain on the VAS scale over the group that received TENS and pulsed EMG (Cochrane – exercises). Based on these studies, if a patient with WAD is experiencing dizziness as a symptom, eye fixation exercises may be a beneficial addition to the treatment plan. Another treatment option that has shown positive results in the literature is the use of isometric resistive exercises to strengthen the cervical muscles. Isometric exercises are strengthening exercises designed to strengthen the musculature while maintaining the body in one position. This may be beneficial for patients with acute WAD who are unable to move through a large range of motion, as they will still receive the benefit of strengthening exercises. A study done by Soderlund et al. compared two groups of patients receiving treatment for acute whiplash. The first group was receiving regular treatment that included instructions on what activities to avoid and what activities to continue with. Table 1 describes the treatment plan given to both the normal treatment group and the additional treatment group. Patients in the additional exercise group were instructed to follow all instructions given to the normal treatment group, as well as perform additional isometric exercises. This exercise is described as the patient lying down on the ground, and imagines a â€Å"quadrangle† behind their head. They are then instructed to imagine pushing their head into each corner of the quadrangle, and repeat the cycle 3 times. The result of this study found that patients in the additional treatment group were able to continue to decrease their pain rating at follow up periods of three and six months, whereas the normal treatment group had the same amount of pain at these follow up visits. This study would indicate that the additional treatments are beneficial to help decrease the patient’s pain longer after injury.

Are Gendered Etiquette rules Implicitly Sexual? Essay

In every culture, there exists ways through which different genders relate with each other. Both the sexes adopt a given mode of behavior which is normally characterized by chastity, modesty and all the noble train of virtues which are essential in dating. In particular, the men are required to be at the forefront in initiating a courteous gesture towards the women. However, this natural human behavior have evolved throughout the centuries and today with the acceptance of same sex relationships, some of its universal character has been lost. Among the men, there is marked difference between the heterosexuals and homosexuals with regard to etiquette. This could be as a result of how these two different groups perceive females. However, certain practices have stuck in various cultures even though the purpose have been lost. For instance, several cultures encourage certain practices towards women like holding the chair, opening the door and general positive gesture towards women. (Reskin, 1998 p. 64) It has often been claimed that etiquette results in men and women adopting an artificial mode of behavior because of this supposed necessity. In the present transgender and same sex marriage world, one may be interested in finding the relevance of certain etiquettes. Among the heterosexual and homosexual males, there exists differences in perception with regard to etiquette. While to the heterosexuals, a woman may seem worthy of some special treatment because of the natural attraction or the natural feelings that he has towards her, the homosexual translates this feeling to their male counterparts. As a show of regard and appreciation for the woman, heterosexual man may hold a chair, open the car door or address her in a manner which is likely to show approval and importance. This action of heterosexual man towards a woman in most cases is conditioned by the desire or need to gain recognition as a potential boyfriend or acquaintance. In contrast, a homosexual man may exhibit the same action towards a woman as a custom or as a mode of accepted practice towards women. (Snipes, 2007 p. 23) This action to open the car’s door has nothing to do with his desire to gain any form of recognition by the woman but rather, he might feel bound by culture to do this. For instance, it may be part of his culture to open the door for women of females in this case. In other words a â€Å"straight man† may be driven by some personal goals while the homosexual may do it as the natural and normal thing to do. If a natural order in the socializing influence to the code of etiquette is to be adopted, then there will be a distinct difference between the heterosexuals and the homosexuals. If not for culture, a homosexual man may not see any special reason to open the car’s door for a lady. Even if he does, his action will not be driven by any clear sexual motive. Heterosexual men are more sensitive when handling females than their homosexual counterparts. They are greatly concerned about how the females will regard their actions and behavior and hence are more cautious when dealing with them. Homosexuals on the other hand are insensitive to the females’ thoughts about them. However, they may show some form of interest in the ladies as much as this would further their aim of acquiring a new partner should this happen to be the lady’s friend. Still, this interest is not entirely directed to the lady but rather her acquaintance. With this regard, it may not be very clear if gendered etiquette are implicitly sexual since through the centuries, the human society has evolved so much and new ways of relationships have developed while some of the old ways have become irrelevant to the present society. However, there are certain modes of gender relationships that are regarded natural. Males and females have a unique way of relating with each other whether â€Å"gay† or â€Å"straight†. Reference Reskin, Barbara F. (1988) Gender and Society, Vol. 2, No. 1 (Mar. , 1988), pp. 58-81 Published by: Sage Publications, Inc. Retrieved 4/8/2008 Snipes, J. A. (May 31, 2008) Homosexuality Among Men and its Effect on Women. Everyday Journal, Issue 103

Swot Analyss

Strengths Comar chemicals is regarded as a leader in the tyre and paint industry. This phenomenon is ascribed to the following strengths: †¢Contracts in place with Goodyear, Continental, Plascon, Bridgestone, Dunlop, and Michelin. †¢Product quality of the highest standard. Automated plant control systems in place, constant in-production quality control tests controlled by chemical director, Vernon Redding. Compliant raw materials with specifications are being utilised. †¢Succession planning in place since the appointment of Stefan as operational manager. This person is ear marked to substitute Vernon Redding, in the event of his departure.Buy and sell agreement entered into by directors, Udo Eric Eichrodt and Dieter Roland. †¢Management team is experienced and highly qualified. †¢Udo Eric Eichrodt: 30 years – BComm Marketing Management †¢Dieter Roland: 29 years – Bcomm Investment Management †¢Vernon Redding: 45 years – PhD Chemi stry †¢Stefan: 12 years – BScHons Chemistry †¢May Rossouw: 24 years – BCommHons (Management Accounting) †¢Nicki de Villiers: 15 years – MComm (Transport Economics) †¢Low staff turnover. The company invests in staff morale as it understands it to be its biggest asset. †¢BEE Status 20% black owned, Vernon Redding, Indian.Promotes business in South Africa and abroad. †¢ISO 9001:2008 Certified (International Organization for Standardization. ) Little trouble has been encountered in the past to comply with minimum standards required by this certification. †¢Unqualified annual audited financial statements. This is testament to good governance practiced. Low gearing, although non-current assets are shown at R4m. Market value of plant and property exceeds R20m. Company is liquid, considering current assets to current liabilities ratio of 4:1. †¢Comar chemicals operates from totally owned premises. European Safety & Reliability Ass ociation (ESRA) certified. Toxic waste is dealt with in a responsible and reliable manner. Contamination of ground is highly unlikely as the company places a high premium on â€Å"going green. † †¢Flexibility and research development ensures ongoing sustainability. †¢Product reliability. Order tracking procedure and commitment of staff ensures a good reputation of the company. †¢Absolute advantage, ability to produce specific product more efficiently than any other nation. Factors of production are relatively cheaper than any other country. †¢Zero tolerance for human error.The company has strict rules and procedures that need to be followed to ensure the mainstay of the business. Disciplinary actions are taken against culprits, which could lead to dismissal. Weaknesses The following weaknesses have been identified: †¢Comar Chemicals is faced with multiple taxes due to the fact that it is a multinational enterprise that runs in various different contri es. Operating in various different countries leads to multiple tax jurisdictions. Multiple tax jurisdictions may lead to the overlapping of taxes and the company may end up with a double taxation. (1) †¢The economic model introduces some weaknesses to the company.There are various factors that affect the economic activity of Comar Chemicals. These include the resource limitations placed on the company’s ability to obtain certain chemicals or the availability of chemicals needed in the factors of production. Environmental or geographical constraints can increase their expenses due to extra transportation costs for raw materials and finished goods. The factory could be situated in an area which is prone to seasonal bad weather (Cape Town). This could slow down the process of moving materials and Comar Chemicals will bear the economic impact of a loss of potential revenue and increased costs.Theirs will also be certain institutional and legal requirements that Comar Chemica ls will have to follow and they will vary in the three different countries that they operate in, South Africa, Switzerland and Germany. Comar Chemicals may have to adhere to different legal levels of Co2 production that they create during their production process and will have to regulate these levels in compliance with the legal levels set by the government. †¢Comar Chemicals has no buy and sell agreement supported by life insurance.A buy and sell agreement is a binding legal document that governs the conditions if a co-owner dies or is otherwise forced to leave the business. The fact that there is no buy and sell agreement supported by life cover means that if owner of the company passes way or is forced to leave the business then all the debt or liabilities incurred by the business will be left to the closest relative of the owner. This could lead to a liquidation of the business if there is no insurance cover. Therefore the business is not completely safe in the case of a p ersonal crisis within the business. 2) †¢Promotion for staff is limited due the low staff turnover that Comar Chemicals has. Comar Chemicals has a total of 38 employees that includes two scientists, one accountant and one logistics manager. This can also be seen as a strength however the fact that there are so few employees, there are few promotions to employees. This can cause employees to become less motivated towards their job and company and in turn this could decrease the total production and the total efficiency of production. †¢Employee empowerment is the act of giving more responsibility to workers in the work place. 3) The empowerment of staff can lead to a weakness within Comar Chemicals due to the fact that firstly, the business has a relatively small number of employees. This can lead to an increase in conflict between the employees as to why one employee has been empowered more than another. This can cause bad interpersonal relationships between employees. Emp owerment can also be a weakness if the wrong employee has been empowered to take on a certain task or manage a project that he or she has not been specifically trained for. This could create problems within the managerial and operational sectors of Comar Chemicals.If empowerment of employees is going to be an on-going activity at Comar Chemicals then it has to be carried out in a way that makes sure that the right employees are being empowered for the right reasons. †¢Comar Chemicals has no key man insurance. This is very similar to the absence of a buy and sells agreement, supported by life cover that was previously mentioned. Key man insurance is an insurance policy that is takes out by the business to compensate for financial losses that would arise from the death or extended incapacity of an important member of the business.Key man insurance can cover many insurable losses that include, losses related to the period when the key person was unable to work and insurance to pro tect profits, insurance to protect shareholders and partnership agreements. Without key man insurance, Comar Chemicals is vulnerable to the chance that something happens to the owner and there is no protection or financial security for the business in the future. (4) Opportunities There are many opportunities for Comar Chemicals to utilise to maximise their business productivity and profitability. There are two types of opportunities, external and internal.External opportunities affect the organisation due to independent factors. Internal opportunities exist within the firm. Opportunities, when realised, can have enormous rewards for the business if the opportunities are exploited correctly. An opportunity is indication of positive potential that can help a business increase its success. Possible sources of business opportunities in most industries and markets include: Potential Business Opportunities Technological innovation New demand Market growth Demographic change Social or lif estyle change Government spending programmesHigher economic growthTrade liberalisation EU enlargement Diversification opportunity Deregulation of the market The opportunities that Comar can use to their advantage are: import quotas, developing markets, revising job descriptions/digressions, improving competitive levels, forward exchange cover, Solar power, life policies, association with universities and joint development with customers. An Import Quota is like a form of protection. It fixes the amount of products a foreign producing firm is allowed to bring into a country over a specific time period, which is usually a year.The objective of an import quota is to limit imports into a country therefore encouraging the use of domestic products and services, as the amount of the good being imported is limited the price of the specific good increases therefore domestic firms benefit. Comar, being situated in South Africa, Switzerland and Germany, can use this as an opportunity by increa sing domestic employment. There will be a larger demand for Comar Chemicals because import quotas will make it more expensive to import these goods from international competitors.This will encourage Comar to employ more citizens that are qualified for the job because of the expanding demand of their product and the need for increased labour and skills in the organisation. Comar is a small business, with 38 employees including two scientists, an accountant and a logistics specialist. Comar is 14 years old, which is relatively young compared to it competitors therefore it can be considered an â€Å"infant industry† which is still developing and is not big enough to compete fairly.Import quotas allow Comar to mature onto a same competitive level as international organisations. South Africa is a developing country and the market for metal carboxylates is expanding with the increase of paint and coatings, printing inks and chemical industry, polyester industry, grease and gear oil s industry and PolyButadiene, Isoperene Butadine and Copolymers industry. With the increase of construction and manufacturing in South Africa, these industries are in higher demand than ever before. Comar can improve their competing levels through product quality.Quality relates to ‘appropriate use': how well a product does what it is intended to do. This can include a compliance of raw materials with specifications, detailed manufacturing and quality control test procedures, in-production tests of final products, introduction of automated plant control systems. These quality control methods leave little room for error, positioning the product on a high level of quality which will lead to a smart modern working environment and a reflection of the quality of the business as a whole.Comar’s leading product is COMCAT, which inclueds a rare earth catalyst which is used in the synthetic rubber industry to manufacture advanced rubber tyres – making tyres softer but mor e durable which in turn lowers the level of CO2 emissions from vehicles. This gives Comar a competitive advantage as their products are also helping the environment and decreasing the level of harm through innovative products, which will draw the attraction of buyers.There can often be discrepancies about the actual responsibilities, tasks and duties of a certain position within the organization; this can be managed by revising job descriptions. There must be an accurate reflection of the true functions and responsibilities for a job description to be effective. A comprehensive job description can be used in management to measure employee performance and employees can use the job description as a guideline to comprehend the expectations of the position. This can lead to improved productivity and ohesiveness within the organization to help realize the organizations objectives and goals. Comar can use the opportunity to become involved with universities to further their research and p rovide university departments with their expertise of the product to evolve students into potential employees of their firm or for that specific industry. For example, Comar could give bursaries to deserved students to pay for their studies in a BSC, specializing in COMCAT (PolyButadiene, Isoperene Butadine and Copolymers industry).They could provide all the necessary tools (research, expertise, information) in order to establish awareness of this specific product and market the need for this specific scientist in this field. Joint development with customers involves a good relationship between the manufacturer and the customer. The manufacturer must be enthusiastic and prepared to open up its daily practices and activities to its customers, this will give the customer the opportunity to carefully scrutinize and evaluate the ways in which the manufacturer operates, during the production process, and the quality of the finished products.An important issue when dealing with joint deve lopment with customers is communication. When there is a healthy line of communication between the manufacturer and the customer, there can be am exchange of ideas between parties leading to effective production and customer satisfaction. Threats Threats are conditions in the business environment that are uncontrollable and have the potential to harm business profitability. One of the most common threats is competitors. There are a number of threats that Comar may face, including: future trends in the specific field, social issues, the economy, funding, demographics and the physical environment.When observing the potential threats that Comar may face, the following needs to be determined: the obstacles Comar may face, competitor’s activity, quality standards and changing technology. Threats can be divided into two categories namely, industry threats, an increase in competition or a decrease in the market size, and macro threats, threats that affect all industries in Comarâ₠¬â„¢s area. Possible sources of business threats include Potential Business Threats New market entrants Change in customer tastes or needs Demographic change Consolidation among buyersNew regulationsEconomic downturn Rise of low cost production abroad Higher input prices New substitute products Competitive price pressure A potential threat Comar may face is the diversity. Diversity is often defined as a positive term for a business, but it also comes with threats that have the potential to ruin productivity. Comar has a diverse workforce, co-workers each have different experiences and perceptions as they have all come from different backgrounds. This could cause cultural clashes which can decrease productivity and cohesiveness of the business as a whole.Comar could also experience divisions in staff members due to the formation of cliques and other groups, this can create competition between employees rather than teamwork, a lack of respect amongst one another and this could lead to costly diversity training to resolve diversity issues within the organisation. Comar has a diverse client base as their company is also situated in Switzerland and Germany. It is therefore crucial for Comar have a bi-lingual customer service, if they do not they will lose a massive amount of clientele as there needs to be effective communication between the two parties in order for the business to be successful.Social issues in the business environment may be a threat to Comar. A social system is a pooling of ideas, attitudes and behaviour which are involved in human relations and interactions. Comar is influenced by its customers attitudes and behaviour, if they are negative relationships within the organisation this could dampen productivity and decrease business profitability and if there are social issues external to the organisation, such as political unrest, could affect consumer behaviour negatively and affect the success of the business.The political; and legal system can a lso pose as a threat to Comar, as business have to follow the specific regulations as set out for them by the government, it creates a set of rules and guidelines that business are expected to adhere by, if a business does not there could be serious consequences that could lead to decreased profitability and even as far as a business being banned. The monetary system facilitates business exchange. Monetary activity has distinct basic functions, namely saving, borrowing, spending and earning, which are all linked to business profitability.Comar has to pay careful attention to all these activities because each of these factors can easily turn into a threat for the business. There are many different parties involved when dealing with money, they are financial institutions, debtors, creditors, customers and suppliers. The interest rate is very important when Comar is dealing with its monetary activities, when an interest rate is high, it increases Comar’s costs and will limit the amount of spending that Comar can participate in.Exchange rates are the value of one nation’s currency in comparison to another. It is very important when determining a business’s effectiveness and whether it will serve as an opportunity or a threat. Comar is a company that does business in South Africa and globally, therefore exchange rates will have an enormous effect on the profitability. When Comar exchanges its products over national borders causing another currency to become involve, fluctuations in exchange rates can lead to profits or losses for Comar.Comar is at an advantage when the rand is relatively strong compared to the currency that the organisation is trading with. When the rand is weak compared to the business it is doing the exchange with, Comar is at a disadvantage as it will be more costly to exchange products across borders. A massive threat that Comar faces is import duty, which is a tax on goods imported into a country. This causes prices to be higher because of the tax cost involved. This cost is passed onto consumers at higher prices, which in turn can lead to consumer dissatisfaction and a loss in clients.Trade restrictions were introduced to restrict importing for many reasons, mainly to protect domestic industries. There are two types of restrictions, tariffs and non-tariffs. Non-tariffs include, methods such as embargo, import quota – which is a limitation on the amount of goods a business is allowed to import, foreign exchange control and currency devaluation. These trade restrictions pose a massive threat to Comar because the organisation is continuously trading over borders and having to deal with trade restrictions, which will inevitably hinder profitability.

The Influence of Globalization and Localization

* Discuss the influence of globalization and localization when it comes to marketing brands. Modern business imperatives dictate that companies adopt a strategy of marketing both locally and globally if they have to compete or capture a significant portion of the market. The concept of global village means that the global market is shrinking and barriers that used to be impenetrable are breaking down allowing for businesses to market their brands out of their traditional market strongholds. The effects of this is that companies will make a global presence but with a local flavor and close attention to the new local communities or markets that they are seeking to acquire. A case in point is the KFC brand. It has the advantage of solid brand name which gives it an instant recognition and market share, but for it to make a significant inroad and capture a majority market shares, it must think locally by tailoring its menu, management and marketing to the local communities. This seems to be the strategy employed by David Novak of the Yum brands in China. He not only realized that a local presence through local management staff and menu makes good business sense, it also ensures the survival of the brand away from its home base. Would the same success be achieved with a less-visible brand? Explain your rationale from the receiver’s perspective. A less visible brand will find it difficult to make an inroad into the market due to the fact that consumers will have a bit of trepidation to accept the brand. The brand will have to work itself up by creating loyalty, employing locals, improved quality and community involvement to gain acceptance. Through advertisement, promotional offers, affordable price and incorporating local delicacies in its menu, a lesser known brand can become a well-known franchise and a visible brand as well. * What steps might you take to achieve the same kind of success with an almost unknown brand? I think the lesser known brand will do well by thinking locally by taking into consideration the sensitivities of the local communities it operates in, employ the locals, be a good local corporate citizen, incorporate the local delicacies on its menu so as to appeal to a wider variety of clients. Also, in its pricing, it must take into consideration the buying power and spending habits of the people to make sure that its products are within local reach. * Discuss the influence of globalization and localization when it comes to marketing brands. Modern business imperatives dictate that companies adopt a strategy of marketing both locally and globally if they have to compete or capture a significant portion of the market. The concept of global village means that the global market is shrinking and barriers that used to be impenetrable are breaking down allowing for businesses to market their brands out of their traditional market strongholds. The effects of this is that companies will make a global presence but with a local flavor and close attention to the new local communities or markets that they are seeking to acquire. A case in point is the KFC brand. It has the advantage of solid brand name which gives it an instant recognition and market share, but for it to make a significant inroad and capture a majority market shares, it must think locally by tailoring its menu, management and marketing to the local communities. This seems to be the strategy employed by David Novak of the Yum brands in China. He not only realized that a local presence through local management staff and menu makes good business sense, it also ensures the survival of the brand away from its home base. Would the same success be achieved with a less-visible brand? Explain your rationale from the receiver’s perspective. A less visible brand will find it difficult to make an inroad into the market due to the fact that consumers will have a bit of trepidation to accept the brand. The brand will have to work itself up by creating loyalty, employing locals, improved quality and community involvement to gain acceptance. Through advertisement, promotional offers, affordable price and incorporating local delicacies in its menu, a lesser known brand can become a well-known franchise and a visible brand as well. What steps might you take to achieve the same kind of success with an almost unknown brand? I think the lesser known brand will do well by thinking locally by taking into consideration the sensitivities of the local communities it operates in, employ the locals, be a good local corporate citizen, incorporate the local delicacies on its menu so as to appeal to a wider variety of clients. Also, in its pricing, it must take into consideration the buying power and spending habits of the people to make sure that its products are within local reach. Numerous theorists discuss cultural concepts. Using this information as a basis, discuss the concepts you would want to analyze and evaluate in order to prepare you and other company executives for the upcoming meeting. * Which of the concepts you discussed would be the hardest to analyze? Why? * Describe a worst case scenario involving the muddling of culture concepts. What steps could you (or your company) take to ensure something similar never happens to you? Numerous theorists discuss cultural concepts. Using this information as a basis, discuss the concepts you would want to analyze and evaluate in order to prepare you and other company executives for the upcoming meeting. There are so many issues that come to mind when preparing for a meeting with a foreign business audience. The first thing would be to know the audience and the cultural, social background to be able to formulate an adequate communication strategy to make the message clear and understandable. There is always the issue of cultural differences that have to be bridged. This translates into what to say and how to say that will not generate any misunderstanding or negative feelings. Understanding the verbal and non-verbal cues that are important in cross cultural exchanges is very important. For example, there is a definite difference between a Japanese or Korean business concept and communication and that of an American. Therefore, advance knowledge and preparation for any meeting between people from these cultures is very critical. What is the gender perception in each culture? Would I send a female to go do a business deal in a culture that has a less favorable view of women in power? What is the most appropriate language to use and what is the distance to maintain when discussing are the issues that would have to deal with. Any company that has a diverse business- be it internal or external must have a policy and procedure manual on how to deal with such diverse base. * Which of the concepts you discussed would be the hardest to analyze? Why? While one may be able to analyze the cultural, socio-graphics and other concepts, being able to nalyze the individual specific reaction in a real situation as personal differences come to play. Certain non-verbal cues may be very hard to analyze and it will be left to he participants to figure out the meaning of each non-verbal gesture to avoid misunderstanding and potential conflict. * Describe a worst case scenario involving the muddling of culture concepts. What steps could you (or your company) take to ensure som ething similar never happens to you? A worst case scenario would be where beliefs and world views are so opposite that communication is impeded. An assumption of superiority by one side over the other may be a recipe for disaster and a deal killer. I had an experience back home in Africa when I received some people from England as I was accustomed to doing. There was always a feeling of being patronized by my European counterpart by not respecting my cultural taboos and on many occasions I had to call them to order and insisted on things being done with mutual respect. I think, preparing my experts on how to behave and respect the cultures of others by not being judgmental and patronizing is definitely one thing to do. Recognizing the non-verbal cues of approval or disapproval is key to avoiding conflict when negotiating. Assignment 1: Communication Process (due by Sunday before midnight). Find a Web site that has an â€Å"About Us† section or a â€Å"Press Release† section. Write a three to four (3-4) page paper addressing the following: 1. Identify the Web site, the sender, and perceived receiver. 2. Analyze the integrated business communication. 3. Assess the media richness of the section. 4. Describe how the message is framed. 5. Identify opinion leaders. 6. Make recommendations for improving word choice.

Reorganizing the Woody Company Essay

Background Woody Company is a small sole-proprietorship that specializes in the manufacture of high quality bar stools. Currently, three types of bar stools are marketed with increases in standing orders currently reaching $750,000. Mr. Woody has decided to expand his organization to and aggressively pursue the market, but realizes that issues with defective wood from his suppliers, manufacturing quality defects and problems associated with late delivery of his finished product has impacted his profit margin (Bateman & Snell, 2007, p. 317). My assistance has been solicited to optimize the organizational structure, recommend pay structure and determine work allocation within the company. Organizational Structure A small company is, by definition, one that employs less than 500 employees (Hatten, 2007, p. 5). This is only relevant from the prospective that being a small business by definition allows for certain assistance from the Small Business Administration and tax code specifications. More importantly, the small business is a mindset of operation that will capitalize on the potential strength of flexibility and responsiveness that can only be exercised with a company that â€Å"can move fast, can provide quality goods and services to targeted market niches, and can inspire greater involvement from their people† (Bateman & Snell, 2007, p. 298). Mr. Woody has provided a mission and vision statement for his company that states the following: â€Å"To manufacture world-class products that are competitive in the world market in quality, reliability, performance, and profitability (and) to create a  culture where pride, ownership, employment security, and trust are a way of life† (Bateman & Snell, 2007, p. 317). What follows is a plan that will meet these expectations and provide opportunity for increased growth. Some of the agility that is afforded by keeping the focus of the company on remaining small is a greater ability to use a mechanistic structure that is able to remain responsive, promoting both a high involvement and a continuous learning environment, enhancing quality improvement standards and embracing lean manufacturing as a means to improve overall profitability. Figure 1 (p. 8) is the proposed organizational chart for Woody Company which I will use to illustrate work responsibilities covered later in this proposal. Although this structure may serve to contradict some popular beliefs that organic structures can be more responsive to changing company dynamics and market realities (Bateman & Snell, 2007, p. 292), a 2006 article in the Academy of Management Journal which studied the difference between mechanistic and organic structures contradicts this viewpoint. In this study Sine, Mitsuhashi and Kirsch prove that mechanistic structures promote â€Å"low role ambiguity, high levels of individual focus and discretion, low coordination costs, and generally high levels of organizational efficiency† (pp. 130-131). I submit that this type of organizational structure is precisely what Woody Company needs to build on existing successes. By following my model of reorganization, the benefits that can be seen in a more organic structure, such as an inherently increased amount of flexibility through coordinated decision making and individual employee empowerment, can and will be realized. Top-down investment in the continuous training of the employees of Woody Company, through the direct efforts of the Human Resource and Training Office is an investment that will pay rewards in not only employee loyalty, but also efficiency in all the operations. Focus on Communication Strategies Management focus on preventing or lessening communication barriers will serve to not only empower all employees, but also help improve processes which may  lead to greater efficiency and profits. One recommendation to potentially remove communications barriers is a daily operations walkthrough meetings each morning on the manufacturing floor by all managers. This not only improves situational awareness across the organization, but also provides the staff the opportunity to address concerns and raise issues that challenge management. Clear and open communications are a significant attribute to process improvement and come at a very low price. Implement Lean Manufacturing Another key influence to improving overall quality and efficiency is the hiring of a Lean Manufacturing Champion to ensure the lean process is effective. A Lean Champion is best defined in the January 2006 Manufacturing Today magazine as: â€Å"They [Lean Manufacturing Champions] set and maintain the goals of the improvement projects, making sure that they are aligned with the overall business priorities and objectives. Lean champions also act as coaches and teachers, educating the entire organization, including the supply base, on the importance of lean. They are also facilitators and negotiators, helping to smooth out internal manufacturing and organizational issues, and keep lean initiatives on track† (Weissman, 2006,  ¶ 4). Dedicating Woody Company resources on adapting Lean Manufacturing principles and actions will ultimately lead to greater process efficiency and quality which will lead to greater profits and growth potential. Lean principles are an investment in personnel and processes. Buy Quality Materials, Produce Quality Products through Automation Woody Company can take two steps in the manufacturing process to realize immediate improvements in the quality of goods produced. First, the company needs to re-evaluate their raw material supplier relationships. The purchasers for the company must procure only the finest in raw materials as a first step in reducing waste through not bringing defective materials into  the plant in the first place. This can be done by pre-screening suppliers and making sure that they meet standards of quality such that are proven through ISO 9000 certification. Analyzing history on dollars lost through defective raw materials can be translated into perhaps paying more in order to secure premium raw wood materials. The second method to improve quality should be a review of manufacturing processes with a focus on introducing computerized cutting, joining and measurement equipment. The cost associated with automating the manufacturing process can be offset through improved production capacity, more accurate fabrication, and greater flexibility in the types of wood products that can be manufactured. Using computer controlled equipment removes the human error element during production runs, and expands the potential product line opportunity to other areas of manufacturing. Figure 1 (p. 8) shows the manufacturing areas as Pre-Fabrication, Fabrication and Assembly and Finishing. The specialization of the staff in these modules builds on proven advantages mass customization (Bateman & Snell, 2007, p. 307), but does not necessarily mean that every order needs to be unique. The key is that specialization provides greater flexibility. Personnel resource allocations that I have recommended are based on my perception of the more labor intensive areas of the process, but personnel can and should be cross trained. Personnel allocations should ensure that each area of the p rocess contains at least some personnel that are skilled woodworkers, and that quality checks are implemented at each stage, to include as a final check, shipping and receiving. Pay and Bonus Plan Compensation of personnel at Woody Company should be based on responsibility, experience and proven performance. Consideration should be given to financial bonuses for employees who perform above and beyond expectations and rewards for the various teams in the company that have proven efficiency and demonstrated cost savings. Conclusion Woody Company needs to make strategic changes to increase market ownership  and profitability. Increasing manpower alone is a simplistic and perhaps ineffective solution. The appropriate action will rely on a willingness to focus on improving current competencies and develop capacity for increased areas of the wood furniture market. My recommendations are a starting point; now Woody Company needs to act in order to take the company to the next level. References Bateman, T, & Snell, S. (2007). _Management: The New Competitive Landscape (7th ed.)_. New York: McGraw-Hill/Irwin Hatten, T. (2006). _Small Business Management: Entrepeneurship and Beyond (3rd ed.)._ New York: Houghton Mifflin Co. Knudson, B. (2007, September). Implementing A Vision. _Manufacturing Today_, _7_(5), 48-51. Retrieved January 6, 2008, from Business Source Complete database. Sine, W., Mitsuhashi, H. & Kirsch, D. (2006, February). Revisiting Burns and Stalker: Formal Structure and New Venture Performance in Emerging Economic Sectors. _Academy of Management Journal, 49_(1). 121-132. Retrieved January 5, 2008 from Business Source Complete database. Weissman, R. (2006, January). We Are the Champions. _The ManufacturerMagazine_ retrieved January 6, 2007 from http://www.themanufacturer.com/us/content/3947/We_are_the_champions