U.S. foreign policy from 1890-1914 Essay -- essays research papers

McKinleys presidency starting in 1896 restored American prosperity through the use of higher tariffs and the return to a gold standard. extraneous nations became dependent on the United States prosperity because economic problems, such as cultivate failures, were affecting their stability. This along with many other factors developed Americas strong sense of nationalism. The concept of social Darwinism was applied not only to domestic concerns, but to contradictory concerns as well. Americans felt that their previous abilities to empower themselves all over the Native Americans set as a precedent for their capability to influence foreign nations. America looked beyond its borders for new markets because after the closing of the frontier, a dismay of possible resource depletion swept through the nation. Americas desire to colonize foreign nations was driven by economic intentions especially in hello and Samoa, Cuba, and Puerto Rico.The United States involvement in trade with China made the importance of how-do-you-do and the Samoan islands evident. These islands acted as a stop for ships in the midst of their move to Asia. American influence on the islands existed by Americas growing state settling there. For these two reasons, the United States navy looked at Pearl give suck in Hawaii as a permanent naval base and Pago Pago in Samoa. American settlers in Hawaii gradually drew the power international from Hawaiian leaders causing struggles for power. King Kamehameha b... U.S. foreign policy from 1890-1914 Essay -- essays research papers McKinleys presidency starting in 1896 restored American prosperity through the use of higher tariffs and the return to a gold standard. Foreign nations became dependent on the United States prosperity because economic problems, such as crop failures, were affecting their stability. This along with many other factors developed Americas strong sense of nationalism. The concept of social Darwinism was a pplied not only to domestic concerns, but to foreign concerns as well. Americans felt that their previous abilities to empower themselves over the Native Americans set as a precedent for their capability to influence foreign nations. America looked beyond its borders for new markets because after the closing of the frontier, a fear of possible resource depletion swept through the nation. Americas desire to colonize foreign nations was driven by economic intentions especially in Hawaii and Samoa, Cuba, and Puerto Rico.The United States involvement in trade with China made the importance of Hawaii and the Samoan islands evident. These islands acted as a stop for ships in the midst of their journey to Asia. American influence on the islands existed by Americas growing population settling there. For these two reasons, the United States navy looked at Pearl Harbor in Hawaii as a permanent naval base and Pago Pago in Samoa. American settlers in Hawaii gradually drew the power away from Ha waiian leaders causing struggles for power. King Kamehameha b...

The Harlem Renaissance Essay -- United States History Research Papers

The Harlem Renaissance Chapter 1IntroductionHarlem Renaissance, an African American cultural movement of the 1920s and earlyish 1930s that was stubed in the Harlem neighborhood of New York City. According to WintzThe Harlem Renaissance was variously known as the New lightlessness movement, the New Negro Renaissance, and the Negro Renaissance, the movement emerged toward the end of World War I in 1918, blossomed in the mid- to late 1920s, and then withered in the mid-1930s. The Harlem Renaissance marked the first succession mainstream publishers, critics took African American literature seriously, and that African American literature and arts attracted significant attention from the nation as a whole (1).Although it was primarily a literary movement, it was closely related to advancement in African American music, theater, art, and politics.Chapter 2How did the Harlem Renaissance begin?The Harlem Renaissance emerged in the midst of social and gifted turmoil in the African America n community in the early 20th century. Several factors laid the foundation for the movement. A black midst enlighten had developed by the turn of the century due to increased education and employment opportunities following the American Civil War(1861-1865) (Ruben 9). During an event known as the not bad(p) Migration where hundreds of thousands of African Americans moved from an economically depressed rural South to industrial cities of the North to take advantage of the employment opportunities created by World War I (Reuben 9). As more and more educated and socially conscious blacks settled in New Yorks neighborhood of Harlem, it developed into the political and cultural center of black America. Equally important, during the 1910s a new political agenda advocating racial equality arose in the African American community, particularly in its growing middle class (Reuben 9). Championing the agenda were black historian and sociologist W. E. B. Du Bois and the National Association f or the Advancement of Colored People (NAACP), which was founded in 1909 to advance the rights of blacks. This agenda was also reflected in the efforts of Jamaican-born erosive Nationalist Marcus Garvey, whose Back to Africa movement inspired racial pride among blacks in the United States (11).In this article, Porter makes it clear that blacks were determined ... ...ul schooling. I learned umpteen things about essential books and there input in the Harlem Renaissance.Basset, John E. Harlem in Review Critical Reactions to Black American Writers. Selinsgrove Susquehanna UP, 1992.In this article, I acquired useful information about the feelings and emotions of the African-Americans during the time of the Harlem Renaissance.Porter, James A. Modern Negro Art. New York Arno Press, 1969.In this book, I got a attraction of valuable information regarding the antithetical paintings, pieces of art, books, and the essential movements by different activists.Reuben, Paul P. Chapter 9 Harlem Renaissance An Introduction. PAL Perspectives in American Literature- A Research and Reference Guide. .In this excerpt, I found a lot of facts on the dealings of African-Americans after WW1 and the vital contributions to the Harlem Renaissance. Wintz, Cary D. Harlem Renaissance. Microsoft Online Encyclopedia 2004 8 Mar. 2004 http//encarta.msn.com In this article, I obtained a lot of useful information. I learned different things about the foundation of the Harlem Renaissance and the founding mothers and fathers.

Free Essays - Animal Farm :: Animal Farm

The novel Animal Farm was written in 1945 by author George Orwell. George Orwell was the pseudonym of Eric Arthur Blair, a British writer born in Motihari, India in 1903. After serving in the Indian Imperial Police force, Orwell wrote Down and Out in Paris and London, an account of the conditions faced by the poor in France and England. Next, in 1936, he fought in the Spanish Civil War, which was his source of inspiration for Homage to Catalonia. After his days in service, he devoted his efforts to speaking come out of the closet against the domination of one man over another. This is shown in books such as Animal Farm and Nineteen Eighty-Four.Animal Farm takes place in England, on Manor Farm ( later renamed Animal Farm) in Willingdon. It incorporates all seasons of the year, as it takes place over the course of many years, tracing the lives of all the animals. The point of view in the novel is third person, omniscient.Animal Farm is an allegory of the Russian Revolution and the cou rse of communism in Russia and the USSR. The many characters in the book symbolize each one person or a group of people. The pigs represent the communist government and are the ones that become corrupt. More specifically, Old Major is Karl Marx, the father of communism, snowball is Vladimir Lenin and Napoleon is Joseph Stalin. The dogs that Napoleon uses as his personal guards symbolize the KGB, the Soviet police force. Most of the other characters like Boxer, Clover, the chickens, Benjamin and others represent the working class that is piecemeal taken advantage of more and more throughout the story. Mr. Jones represents the last Russian Czar, Nicholas II, who is overthrown in the Russian Revolution, his men represent the Red Army and Mollie represents the sympathizers of the experienced government in the USSR.George Orwell sets up the novel by introducing the prize winning boar Old Major and establishing him as the leader of the animals. He then uses to detect the harsh conditi ons that the animals (or Russian labor class) were forced to endure on Manor farm and throughout England. He then tells them how good life would be without humans, which was called in the book animalism (represents communism). Old Major finishes off by teaching the animals a song called Beasts of England which becomes their anthem and remains until outlawed by Napoleon later in the book.

A Passage to India and Orientalism Essay -- European Literature Edward

A modulation to India and repointalism When in 1978 Edward W. Said published his book Orientalism, it presented a round point in post-colonial criticism. He introduced the term Orientalism, and talked about 2 of its aspects the way the West sees the Orient and the way the West controls the Orient. Said gave three definitions of Orientalism, and it is through these definitions that I will try to demonstrate how A Passage to India by E. M. Forster is an Orientalist text. First, Said defined Orientalism as an academic discipline, which flourished in 18th and 19th century. Anyone who teaches, writes about, or researches the Orient - and this applies whether the person is an anthropologist, sociologist, historian, or philologist - either in its specific or its general aspects, is an Orientalist, and what he or she does is Orientalism. (2) Second, in Said s own words Orientalism is a path of thought based upon an ontological and epistemological distinction made between the Orient and (most of the time) the Occident (2). And now we come to Saids third definition of Orientalism Here I come to the third meaning of Orientalism, which is something more historically and materially defined than either of the other two. Taking the late eighteenth century as a very roughly defined starting point Orientalism can be discussed and analysed as the corporate institution for dealing with the Orient - dealing with it by devising statements about it, authorising views of it, describing it, teaching it, settl... ...storehouses for grain. India is his country, and India shall one day be united as one nation and throw off the English yoke. (274) In Forsters A Passage to India we recognize certain elements that can be seen as Orientalist. According to Edward Saids definitions o f Orientalism I tried to point out some of these Orientalist elements. However, there are many more examples in the novel which would also fit in the Orientalist frames set by Said. WORKS CITED Fasset, I. P. Rev. of A Passage to India, by E. M. Forster. Criterion October 9, 1924Forster, Edward Morgan. A Passage to India. capital of the United Kingdom Penguin Books. 1979.Hartley, Leslie Poles. Rev of A Passage to India, by E. M. Forster. Spectator June 28,1924.Said, Edward W. Orientalism. New York Vintage Books Edition. 1979.

The Process of Writing: Composing through Critical Thinking, by Roberta

Sally caught the ball. The long-haired, athletic Sally gathered up all her strength and stretched, like Stretch Arm Strong, to grab that ball right emerge of the sky above. Which one sounds better? Which one would you rather have in your paragraph? With some simple things to keep in mind, you too can create verbally better. The book entitled, The Process of Writing Composing through Critical Thinking, by Roberta Allen and Marcia Mascolini, taught you everything from thinking before you write to putting things together, all the demeanor to how to prepare special(prenominal) forms of essays. Its definitely something you should read before even thinking ab expose another paper.First of all, before you can write and actual paper, you must first go through certain steps in order to prepare the essay, and then when the time comes you can write your essay with ease and add detail. When you have a clear head you can write so much easier, although it is hard to obtain that mind set . Getting your thought down on paper without distressful near the perfection and detail helps the whole writing plow and analysis. The first thing to do before even starting to brainstorm is to figure out whom your audience is, who are you aiming the paper to? You need to make your message meaningful to your audience, and make sure you think about what the audience needs, expectations, knowledge, and attitudes towards your subject are. Anticipate their questions and how they will respond to your answers. Some key ideas to think about when assessing your audience are to think of the primary and secondary readers are. Then what do they already know about your subject, and what characteristics about your audience will affect how the paper will look? Then think about what i... ... memos, shows you how to write proposals and progress reports, and how to document secondary sources. In conclusion, this book was amazingly informative and very helpful. It is definitely somethin g that every student should read before writing another paper. It lays out the dos and donts of the writing process it is great way to improve your technique. This book went all the way from showing you exactly how to write certain types of papers, such as long messages and memos all the way to compare and contrast papers, to showing you how to write in detail with all papers. This book is definitely something that I would recommend to future students. Especially in strain classes, or any writing classes for that matter. Writing is a huge part of communication, and this book helped with the fundamentals that many people lack but are indwelling in the long run.

The Process of Writing: Composing through Critical Thinking, by Roberta

Sally caught the ball. The long-haired, athletic Sally gathered up all her strength and stretched, like Stretch Arm Strong, to grab that ball right tabu of the sky above. Which one sounds better? Which one would you rather have in your paragraph? With some simple things to keep in mind, you too can pull through better. The book entitled, The Process of Writing Composing through Critical Thinking, by Roberta Allen and Marcia Mascolini, taught you everything from thinking before you write to putting things together, all the bureau to how to prepare precise forms of essays. Its definitely something you should read before even thinking ab knocked out(p) another paper.First of all, before you can write and actual paper, you must first go through certain steps in order to prepare the essay, and then when the time comes you can write your essay with ease and add detail. When you have a clear head you can write so much easier, although it is hard to obtain that mind set. Getting your thought down on paper without curse astir(predicate) the perfection and detail helps the whole writing serve up and analysis. The first thing to do before even starting to brainstorm is to figure out whom your audience is, who are you aiming the paper to? You need to make your message meaningful to your audience, and make sure you think about what the audience needs, expectations, knowledge, and attitudes towards your subject are. Anticipate their questions and how they leave alone respond to your answers. Some key ideas to think about when assessing your audience are to think of the primary and secondary readers are. Then what do they already know about your subject, and what characteristics about your audience will affect how the paper will look? Then think about what i... ... memos, shows you how to write proposals and progress reports, and how to document secondary sources. In conclusion, this book was amazingly informative and very helpful. It is definitely s omething that every student should read before writing another paper. It lays out the dos and donts of the writing process it is great way to improve your technique. This book went all the way from showing you exactly how to write certain types of papers, such as long messages and memos all the way to compare and contrast papers, to showing you how to write in detail with all papers. This book is definitely something that I would recommend to future students. Especially in fear classes, or any writing classes for that matter. Writing is a huge part of communication, and this book helped with the fundamentals that many people lack but are innate in the long run.

How to End a Relationship Essay

Ending a relationship with your partner is never an easy thing to do, but if one finds themselves unhappy in the relationship than the best thing to do would be to part ways. It is important to non force yourself to be in a relationship if you are no extensiveer happy. Ending the relationship can be better in order to avoid further issues and heart ache. You owe it to yourself and your partner to call it discontinue if things arent working out. Ending a relationship can be difficult, but by utilizing these four essential steps thinking things through, arrange to refer up in person, be true, and organism compassionate and understanding, you can process the process for both you and your partner.First, make sure to think things through and decide if closure the relationship is what you really want to do. You result need to make sure to avoid impulsive actions that can lead you to hasty decisions that you give end up regretting. Make sure to give yourself time after a heated iss ue/argument in order to start thinking clearly. Once you savor more relaxed a list of pros and cons can be extremely helpful in assisting you through this difficult decision. While making your list, it is always important not to over think nearly the different scenarios and make sure to keep it simple. The list compiled should be used to help put things into perspective and quit a clear picture about the next phase that is demand.Second, give your partner the courtesy and respect of ending the relationshipwith them in person. By being qualified to sit down face to face with your partner the communication of feelings and concerns/issues will become evident both in verbal tones and body gesture. If possible, avoid coming together up around special days holidays, birthdays, anniversaries, because it would not be fair to ruin those days for them. It is in like manner important to avoid locations that were of importance to both of you or overly crowded areas. Even though you alre ady know how the end of your meeting will turn out, it is helpful to have a conversation to allow both persons the opportunity to release feelings. This might be the last time the two of you might be together so closure and honesty is needed for both of you to be able to move forward.Third, honesty is the most important foundation of any relationship, regardless of the state of the relationship. It is important for you to start the conversation and heighten right into the reason for the meeting without beating around the bush. Be as honest, concise, and to the point as possible. Make sure to complete your full thought originally allowing your partner the chance to speak. Create a positive, open environment in which you both feel at ease in saying anything that needs to be said in that moment. It is important at this step to list issues/concerns that you had with the relationship and this is where your pros/cons list can be useful. Make sure to be honest about the bad times, but al so the good times as well. Choosing your words wisely will allow you to give constructive criticism on issues, being effective in getting your point across, and at the same time making sure to be gentle and considerate of your partners feelings.Ultimately, being compassionate and understanding will allow both of you to be helpful to each other to ease through the process of ending the relationship. Both of you will be experiencing hurt feelings, but in order to end things amicably you will want to do your best to be there for the other person in the moment. If needed, in the moment, be there to offer a shoulder to lean on for your partner. Guidelines regarding any further contact with each other should also be put in place so that it can assist with this new transition for your partner. Let them know that things will be okay and in due time they will see that the relationship had to turn out theway it did for the benefit of both of you.At the end of a relationship you will have many emotions that will need to be dealt with in order to move forward. Knowing that the relationship has come to an end is only the start of the long process ahead. Allow yourself time to think about the relationship and whether it can be salvaged. When the relationship can no longer be fixed frame a moment to speak to your partner in person. Going into that meeting you should be prepared to be honest and allow your partner to be honest with you as well. At the end of the relationship you and your partner might not be at the same point of the ending and it is important and helpful to assist them by being compassionate and understanding of their needs. By following these steps you can help transition through the end of the relationship and allow for increment that can assist both partners in their future relationships.

Food Safety Work File Essay

Directions Complete the food safety interactive quiz. Use the information from the interactive quiz to complete the following responses regarding food safety practices.For each of the following food safety practices, share at least 2 statements from the interactive quiz. Be sure to put these statements in your own words and beg off why they are helpful in preventing food borne illness. An example would be When dining from a buffet, make sure hot food is hot and wintry food is cold. Food that is 40 140 degrees Fahrenheit has already begun to grow bacteria and pathogens.Clean (16 points)1.Keeping your hands clean keep from acquire sick2.Keep mount clean after cooking, or letting something on it.Separate (16 points)1.When cross contamination happens it spreads germs from 1 item to a a food item getting u sick.2.Dont put cooked food on same item a huffy food was on without cleaning it.Cook (16 points)1.A food thermometer is the scarcely way you basin tell if foods at the right te mperature to kill bacteria.2.Cook thawed food to minimum internal temp to kill germs.Chill (16 points)1.When cooked food is leftfield out it can grow bacteria that make u ill.2.Freezing foods to 0 degrees inactivates bacteria.In your own kitchen, explain 2 food safety practices you feel your family can improve and 2 food safety practices you feel your family does well. (16 points)We can improve cooking food to the correct temp, and cleaning our hands after touching raw foods.In what ways do your school and community practice or promote food safety to contribute to your personal health? (20 points)

Changes in Gender Inequality in Canada in Sports Essay

Society expects males and females to fulfill specific gender roles attitudes and activities that society links to each sex. Males ar expected to be ambitious, strong, independent and competitive, which encourages males to seek out positions of leadership and play team sports. And females are expected to be deferential, emotional, attractive, quiet and obedient, supportive helpers and quick to register their feelings (Macionis and Gerber, 2011300). These traditional stereotypes birth been challenged and confronted by many women and feminists, and in this paper we are going to look specifically in sports and physical activities. My thesis statement ordain be that gender inequality has been decreasing over the last 100 years. Women were slowly starting to participate in all sports which were considered to be masculine, and were only usable for men to enjoy.One of the first factors which could be linked to the emancipation of women in sport in late 1800 early 1900s is the safety bicycle. It not only ca workoutd a revolution in womens fashions womens sportswear was finally being designed to accommodate more vigorous activity, but was also a vehicle through which women broke with traditions and asserted their independence (Hall and Richardson, 1982 32-33). Slowly more organizations, sports clubs and tournaments were opening up for women. In the early 1900s, women started to participate in most forms of sport, but were settle down prohibited from activities there body contact was possible.Period after the World War I and throughout the 1920s was really exciting for sportswomen in Canada and their fans. This oftentimes called the golden age of womens sports, it was time when popular team sports like basketball, ice hockey, and softball became sufficiently organized to hold provincial and Dominion championships when the outdo athletes, especially in track in field, began to complete internationally and eventually at the exceeding Games and when women leader s and administrators took control of womens sports, claiming they knew what was the best for girls and women, although the advice of the man was close up needed (Hall, 2002 42). In the 1928 Canadian women assimilate joined Olympics in Amsterdam for the first time for the track and field competition.In the mid 1930s feeling tightened its grip on Canada and the were signs that the Golden Age was over. Reactionary attitudes towards athletic competition for females was taking hold commercialized professional sport for men was on the rise, content that mens sports were given priority of access to public facilities. Spectators were drawn away from the womens games to the exclusively male professional sports like ice hockey, football, baseball it became increasingly difficult to find sponsors for womens amateur sport (Hall and Richardson, 1982 36).World War II took its toll on both mens and womens sports. Although many of leagues continued to exist, nobody took athletics seriously. Oly mpic Games did not start again till 1948. Post war conservatism has been described by Betty Friedan women should need no great destiny than to glory in their own femininity. Careers or commitments outside of their home were unnecessary for their personal fulfillment and undesirable for the equal performance of the housewife role (Lenskyj, 1986 83)For the duration of war women were occupying mens jobs and were laid off as soon as men returned home to absorb the rightful place. It was unchanging alright for women to participate in beauty producing sports like figure skating, synchronized swimming, or gymnastics and as long as they looked middling and feminine on the tennis, badminton courts, golf courses, and ski hills, they were not criticized. But women athletes which were sweating on the basketball courts, softball pitches, ice hockey rinks, and the cinder tracks were suspect, their femininity continually questioned (Hall, 2002 109).Participation in school, university and com munity sporting programs however, was hardly likely to pose a threat to femininity. Basketball continued for the most part to be play by girls rules. Softball, an already simplified version of baseball, was in some cases was modified further for girls and women.In the 1960s not only womens femininity was being questions but also their sexuality. In the 1966 the first official sex tests were introduced, with three gynecologists visual examination to confirm that athletes genital sex was, in fact female. The introduction of sex tests coincided with significant advances for women in terms of their participation at the Olympic Games, with round of them increasing dramatically throughout the 1960s and 1970s. For good example at the summer Olympics, the 800 meter running was reintroduced in the 1960s. Womens volleyball, the first team event for women was introduced in1964, along with pentathlon and 400 meter individual medley, swimming event.The 1968 Olympics in Mexico City six more swi mming events were introduced and in the 1972 at Munich, the 1500 meter run, 4400 meter track relay, and kayak slalom were introduced. So the number of women on Canadas Olympic team has increased from 11.30 to 22.6 per cent for the Summer Olympic between 1960 and 1972, and from 21.4 to 38.3 per cent for the Winter Olympic Games during the same period. Sex interrogation at the Olympics originally was called femininity control and was trying to determine who was genetically female, because prior to that where has been a lot of men who were trying to pose as women, which was only found out after the fact and also women athletes were becoming more masculine, therefore it had to be proved that they were actually females (Hall, 2002 153 -159).The sex testing did not stop until the 1998 Olympic Games in Nagano.By the mid-1970 all across Canada parents started noticing that their daughters were not being treated the same way as their sons when it came to recreational and sporting opportuni ties by the late 1970s there has been a lot of sports related complaints of sex discrimination. The majority of these cases were involving young girls who wished to play on all male sports teams. The main care for of these human rights cases was to bring public interest, concern and pressure to bear on eliminating unequal, sex discriminatory sport and recreation programs (Hall, 2002 163)In March 1981 Canadian crosstie for the Advancement of Women and Sport(CAAWS) was established. It started providing women athletes with funding and support. And finally in 1982 women were granted equal protection and equal benefit of the law in the Canadian Charter of Rights and Freedoms (Macionis and Gerber, 2011 305).Beginning of the nineties in the most areas of organizational life including sports, has been a subtle shift from equality to equity. Gender equity is the principle and practice of fair and straightforward allocation of resources and opportunities for both females and males. This e liminates discriminatory practices that prevent the full participation of either gender (Larkin and Baxter, 1993 4)In the past decade Canadian women are participating closely in all sports on competitive levels. In 1998, in Nagano, Japan, womens hockey was an official Olympic sport for the first time, and world of Canadian womens hockey changed forever.The game that originated in Canada had become part of our collective identity, continues to be our most popular sport and it is now played by women legitimately (Macionis and Gerber, 2011320) Canadian women Hockey team has won Olympic gold medal 3 times in a row 2002 Olympics in Salt Lake City, 2006 Olympics in Turin, and 2010 Olympic Games in Vancouver. Their achievements have been absolutely amazing. They have showed that they force to be reckoned with. They actually have done better than Canadian male Olympic team.In this 2012 Olympics Games in London, England for the first time womens boxing is going to be introduced. And there has been controversy of women should wear shorts or skirts. The Amateur International Boxing friendship (AIBA) requested that female boxers wear skirts so that would make them more elegant on the trial basis at the European Championships and for permanent use in the Olympics. One of Canadian boxers Elizabeth Plank, told Teddy Katz of CBC radio sports news this January Forcing women to wear skirts, I think, its sexism. Eventually AIBA have decided to have optional for female athletes to decide if they want to wear skirts or shorts. (CBC Sports)As we are able to see gender stereotypes and discrimination in sports still exists. Women still do not get as much Media coverage as men do. They are still making smaller salaries than their male counterparts. Women athletes still have to look beautiful and attractive or they might be stereotyped as being lesbian, butch or masculine, if there are not.What about the prox? It seems that future for Canadian women athletes seems bright. There are much more opportunities that are coming up for women in sports, for example in the Winter Olympics in Sochi in 2014, Russia the addition of womens ski jumping has been approved. Women are going to keep fighting for the equal rights to participate in sports events without being criticized to be unfeminine. Daniels (2009) argues that femininity maleness divide still prevents women athletes to be taken seriously in their sports. And the best would be to embrace the polygendered way of being, which emphasizes the similarities between women and men, and that way female athletes will be given the chance to achieve their full sporting potential and be judged for performance, rather than their appearance.References1. Baxter, Betty and Larkin, Jackie.1993. Towards Gender Equity for Women in Sport. ON CAAWS.2. CBC Sports, Feb 19, 2002 (http//www.cbc.ca/sports/story/2012/02/19/sp-aiba-boxing-skirts.html)3. Daniels, Dayna B. 2009. Polygendered and Ponytailed. Toronto Womens Press.4. Hall, Ann M. 2002. The Girl and the Game. ON Broadview Press Ltd.5. Hall, Ann M and Richardson, Dorothy A. 1982. Fair Ball. Ottawa The Canadian Advisory Council on the Status of Women.6. Lenskyj, Helen.1986. Women, Sport and Sexuality. Toronto Womens Press.7. Macionis, sewer J and Gerber, Linda, M. 2011. Sociology.7th ed. Toronto Pearson Canada Inc.

Lovely Bones

The Grieving Process of Abigail The Lovely Bones is written by Alice SeBold and is ab bug out a young girl named Susie who was brutally murdered by her next door neighbor, Mr. Harvey. No one suspected Mr. Harvey in the beginning, but with Susies help from the beyond, he became the lead suspect. Susie began to send clues to her family from heaven, but the problem was that alone her father, brother and sister could connect with her and feel her presence. This problem expanded quickly and because of it, tore the family apart. Abigail, Susies mother, became the one torn from the family.Abigail dealt with Susies devastation differently than everyone else in the Salmon family. Abigails grieving process was slower than everyone elses grieving process. Abigail becomes the antagonist in the novel and becomes the one character that cant display case Susies goal. When the Salmon family first finds out that Susie is indeed dead, Abigail responds by being cast down, she is sad and shocked by the fact that her oldest child and first daughter is rattling gone and will never be coming back, and much like the rest of the Salmon family, she demands answers on who, why and how her daughter, Susie was murdered. My mother sat on a hard chair by the front door with her mouth open. Her pale face paler than I had ever seen it. Her blue eyes staring (Sebold 11). Abigail cant believe that Susie is gone. Things like this dont happen to a family like hers. She doesnt know what to do or say at this moment. Abigail remains depressed throughout certain points in the novel. You look invincible (Sebold 211). Abigail wishes that she could be as strong as Lindsey.Abigail calls her invincible because she wishes that she could be as strong and subject to explosive charge for the family and deal with Susies death like Lindsey. Nothing is ever certain (Sebold 20). Jack was the one who gave Abigail this idea, but she clings on to this saying as if somewhere out there, Susie is alive, despite the recent evidence. Abigail goes through the denial stage of grief and puts her defenses up to protect herself from the truth. How can you be sure he killed these other girls (Sebold 291). It seems as if Abigail was stressful to defend Mr.Harvey. She doesnt want to hear about Susies case anymore and shes not interested in who killed her daughter, she just wants to be able to move on with her life. Abigail goes through the grief stages of anger and bargaining. Abigail becomes frustrated with her family and their pursuit of Susies killer. Abigail then begins to bargain with the one man that could solve the mystery that surrounds the death of Susie. I dont know what to saywe have a family, a family and a son and Im going (Sebold 185).Abigail is pushed to her limit and shes done with her familys foolishness. She wants to move on but her family and Susie are holding her back. How can I be expected to be trapped by a man frozen in time (Sebold 276). Abigail doesnt want to be with a perso n whos still dwelling on their daughters murder and not pitiable on. I just want it to be spoken out loud by somebody. To have it said aloud. Im ready, I wasnt before Abigail is looking for comfort from someone who isnt dwelling on the past.Len provides her this comfort but really shes just inhumation her feelings towards Susie deep inside. Abigail doesnt fully accept the fact that Susie is dead and gone and will no longer return. She pushes her family away and takes herself away from the situation by moving to California to begin a new life. She becomes estranged from her family and her family becomes estranged from her. Although deep inside Abigail misses her daughter Susie, she will never be able to accept her death fully because she goes through too much of the denial and bargaining stages of grief.Abigail isnt in touch with her emotions, like her husband Jack is, and she acts out in a destructive way which damages her relationship between her and her family. Works Cited Sebol d, Alice. The Lovely Bones. Boston Little, Brown & Company, 2002. Print. Dombeck, Mark, and Kathryn Patricelli. Introduction to Grief and Bereavement Issues. _Introduction to Grief and Bereavement Issues_. Print. Ross, Elisabeth Kubler. flipper Stages of Grief. Death & Dying. Print.

Hbr Article

www. hbr. org change surface as companies be being told that the in store(predicate) lies in globularization, roughly argon severely punished for their worldwide efforts. A simple test can help you decide what harbors strategic sense for your organization. When You Shouldnt Go Global by Marcus Alexander and Harry Korine Included with this abounding-text Harvard furrow Review oblige 1 Article Summary The Idea in Briefthe core judgement The Idea in Practiceputting the idea to work 2 When You Shouldnt Go Global 8 Further Reading A list of related materials, with an zero(prenominal)ations to guide further explo balancen of the clauses ideas and applicationsReprint R0812E This article is made available to you with indirect request of Harry Korine. Further posting, copy or distributing is procure infringement. To army more(prenominal) than copies go to www. hbr. org. When You Shouldnt Go Global The Idea in Brief Globalization professionalmises substantial advantages like impudently explicateth and photographic plate. For just about companies, its paid off hand roundly. But spheric mania has also blinded umpteen firms to a hard truth world(a) strategies ar fiendishly tough to execute. The landscape has become littered with some of these unfortunates remains.D preparelerChrysler and ABN Amro dismembered and bought up by activistic shareownersare particularly painful examples. To escape this fate, dont assume you should go world(prenominal), say Alexander and Korine. Instead, determine whether a world(a) move makes sense for your firm. Ask Could the move generate substantial benefits? Do we thrum to the capabilities (for example, experience in postmerger integration) required to realize those benefits? Will the benefits issuego the costs (such(prenominal) as the complexity that comes with coordinating utmost-flung inter subject field operations)? A yes to these questions suggests orbicularizing may be right for you.The Idea in Practi ce THREE QUESTIONS TO take in BEFORE GOING GLOBAL Could the strategy generate substantial benefits for our firm? The world(a) race can lead you to overestimate the size of the prize. Example Redland, a UK manufacturer of concrete roof tiles, expanded around the homo to leverage its technical k immediately-how beyond its basis commercialise. But it a good deal sought opportunities in countries (such as Japan) where local building practices provided little demand for concrete roof tiles. Thus, there was no value in transferring its technology to such markets. Do we commence the capabilities compulsory to touch those benefits?Companies often overleap the skills needed to unlock the coffer holding the prize. Example Taiwanese consumer electronics bon ton BenQs acquisition of Siemenss mobiledevices chore failed be trend BenQ lacked integration skills. It couldnt reconcile the two companies incompatible cultures or integrate R&D activities across the two entities. BenQs German unit filed for nonstarter in 2006. Will the benefits outweigh the costs? The full costs of going global can dwarf redden a sizable prize. Example TCL, a Chinese maker of TVs and mobile ph wizards, has expanded quick into the United States and Europe through acquisitions and joint ventures.It now has numerous R&D headquarters, R&D centers, manufacturing bases, and sales organizations. The cost of managing this complex infrastructure has outweighed the benefits of increased scalecreating braggart(a) losses for TCL and several of its joint-venture partners. THREE INDUSTRIES WITH PARTICULAR GLOBALIZATION CHALLENGES Deregulated industries. Formerly stateowned industries (telecommunications, utilities) rich person globalized aft(prenominal) deregulating to spur growth and escape stiffened competition at alkali.They assume they can use their existing competencies in new markets to achieve cross-border economies. But its been difficult, for example, for utilities to optimize elect ricity flows over uncoordinated grids. Service industries. Many service production linees (retailing, insurance) go global to generate growth beyond home markets threatened by foreign fits. Their strategies hinge on coordination of large number or processesno easy feat. Wal-Mart, for instance, has struggled to get its partner firms and employees abroad to adopt its work methods. Manufacturing industries.For automobile and communications equipment makers, for example, global mergers and partnerships be to offer the size needed to compete against consolidating rivals. But the complexities of integration can cause delays in achieving those gains. These companies thus build become vulnerable to economic slowdowns, which constrain their ability to generate for expansion and consolidation. COPYRIGHT 2008 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. page 1 This article is made available to you with compliments of Harry Korine.Further posting, copy or dist ributing is copyright infringement. To order more copies go to www. hbr. org. take down as companies are being told that the future lies in globalisation, some are severely punished for their world-wide moves. A simple test can help you decide what makes strategic sense for your organization. When You Shouldnt Go Global by Marcus Alexander and Harry Korine COPYRIGHT 2008 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. Economic globalisation is viewed by some as the beat out hope for world stability, by others as the greatest threat.But roughly everyone accepts that businesses of tout ensemble types must embrace it. Even smaller enterprisesurged on by the ? nancial markets, by enthronement bankers and consultants, by the media, and by the moves they see rivals makingfeel the strategic imperative to go global in one form or another. Although the current ? nancial crisis is putting a muffler on such activity, the pressure on companies to globalize is likel y to persist. With this sense of inevitability, its easy to forget the serious mistakes some companies have made because of their global strategies. Dutch ? ancial- serve ? rm ABN Amro, for example, acquired banks in numerous countries but wasnt able to achieve the integration needed to generate value with its international network. AES, a U. S. -based energy ? rm that operates 124 generation plants in 29 countries on ? ve continents, has in novel years struggled to show that it is worth more than the sum of its individual geographic units. Daimler-Benz merged with Chrysler in 1998 in order to earn a Welt AGa world corporationbut never attained the power over markets and suppliers that this global linear perspective was supposed to deliver.And these days, companies cant always chalk their mistakes up to experience and move on. Industry rivals and activist share owners are increasingly forcing ? rms to undo their international investmentsdespite, in numerous cases, untimely endor sement by analysts and the marketand even to ? re the senior precaution teams that made them. ABN Amro was dismembered last year by the kinglike Bank of Scotland, Fortis, and Banco Santander, largely a dogged geographic lines. AESs share price has tumbled since investors initial enthusiasm for its globalization strategy, and some investment advisers are calling for the ? m to be split into three or more parts. The architect of the DaimlerChrysler deal, CEO Jurgen Schrempp, ? nally yielded to share-owner pressure and resigned, freeing up his successor to sell harvard business go over celestial latitude 2008 This article is made available to you with compliments of Harry Korine. Further posting, copying or distributing is copyright infringement. To order more copies go to www. hbr. org. page 2 When You Shouldnt Go Global Chrysler to the sequestered-equity giant Cerberus in 2007.Indeed, we believe that businesses with illconsidered globalization strategies are poised to become the next targets for breakup or corporate renovation by activist share owners, just as companies with poorly thought-out business diversi? cation strategies were targets in the past. Todays activists include private-equity ? rms, hedge funds, and traditional pension funds, and they keep up in? uence through a variety of means, from vocal use of the platform offered by a minority stake to all-out takeover and sell-off. All right, even the best executive teams are going to make mistakes in a business environment as complex as todays.And no one would deny that the forces driving globalization are powerful and that the business bene? ts of becoming a global player can be tremendous. What concerns us is that so many companies seem to share unquestioned assumptions about the need to go global and are lulled by apparent safety in numbers as they move toward potential disaster. We highlight in this article several industries where this mind-set has been prevalent and a number of companies th at have paid a high price for adopting it. Avoiding ill-starred StrategiesBusinesses have had international ambitions at least since the founding of the British East India and Hudsons Bay companies in the seventeenth century. Truly global corporations began appearing early in the last century, and their number has grownwith both successes and failures along the wayever since. But the accelerated removal of political and regulatory barriers to cross-border trading and investment over the past 15 years, along with the advent of technology that enables companies to conduct business around the world 24 hours a day, has made a global presence a generally accepted requisite in many industries.From the late 1990s onward, with a brief pause during the 20012003 bear market, we have witnessed a head-over-heels rush by companies to globalize Foreign direct investments are at record levels, cross-border partnerships and acquisitions are burgeoning, worldwide sourcing continues to increase, and the pursuit of customers in emerging economies grows ever more heated. Marcus Alexander is an adjunct professor of strategic and international precaution at capital of the United Kingdom Business School, a director of the Ashridge Strategic Management Centre in London, and a coauthor, with Andrew Campbell, of Whats Wrong with Strategy? (HBR NovemberDecember 1997). Harry Korine (emailprotected edu) is a teaching fellow in strategic and international focussing at London Business School and a senior research fellow at IFGE in Lyon, France. He is a coauthor, with Pierre-Yves Gomez, of The Leap to Globalization (Jossey-Bass, 2002) and Entrepreneurs and Democracy (Cambridge University Press, 2008). Both authors have worked with some of the companies mentioned in this article. Although such moves have bene? tedor at least not irreparably damagedmany companies, were beginning to see fallout. sometimes ? ms have failed because their global strategies were deeply misguided, other times bec ause execution was more dif? cult than anticipated. We think that many failures could have been preventedand would be avoided in the futureif companies seriously addressed three seemingly simple questions. 1. Are there potential bene? ts for our conjunction? Just because a move makes sense for a rival or for companies in other industries doesnt mean it makes sense for your own bon ton or industry. The race to globalize sometimes leads people to overestimate the size of the prize.UK-based roof tile maker Redland, for example, expanded aggressively around the world beginning in the 1970s with the aim of leveraging its technical know-how beyond its home market. The problem It often sought opportunities in countries, such as the United States and Japan, where local building practices provided very little demand for concrete roof tiles. Although the familiarity was fully able to transfer the relevant technology, there was no value in doing so in such markets. 2. Do we have the necessa ry management skills? Even if potential bene? ts do exist for your company, you may not be in a position to realize them.The theoretical advantages of globalizingeconomies of scale, for example are devilishly dif? cult to achieve in practice, and companies often lack the management key needed to unlock the coffer holding the prize. By the late 1990s, industrial stack up BTR had developed a presence in many countries. However, each business unit was run as a largely autonomous entity, with stringent pro? t accountability and little encouragement to work with others. This approach made sense in a fragmented world, but as BTRs customers globalized, they came to front coordinated cater and support across borders.Although the opportunity was clear and BTR seemed sound positioned to seize it, the company found it impossible to implement an approach so stranger to its traditions. Even afterward a change of CEO and other senior staffers, the company culture blocked attempts at global integration, and the 1999 merger with Siebe was seen by many analysts as an admission that BTR simply could not make the changes needed. harvard business review december 2008 This article is made available to you with compliments of Harry Korine. Further posting, copying or distributing is copyright infringement.To order more copies go to www. hbr. org. page 3 When You Shouldnt Go Global 3. Will the costs outweigh the bene? ts? Even if you are able to realize the bene? ts of a global move, unanticipated collateral damage to your business may make the endeavor counterproductive. Too often, companies fail to see that the full costs of going global may dwarf even a sizable prizefor example, when an effort to harmonize the practices of national business units drives away customers or distracts national management teams from the needs of their markets.The increased complexity of managing international operations is also a threat. TCL, a Chinese maker of electronics and home appliances, has expanded rapidly into the United States and Europe through a series of acquisitions and joint ventures. As a result of deals in the past few years with Thomson and Alcatel, TCL has found itself with quaternity R&D headquarters, 18 R&D centers, 20 manufacturing bases, and sales organizations in 45 countries. The cost of managing this infrastructure has outweighed the bene? ts of increased scale and resulted in large losses for both joint ventures.Globalizations Siren Song Companies neglect to ask themselves these seemingly obvious questions because of their complacent assumptions about the virtues of going globalassumptions that are reinforced by seductive messages from, among other places, the stock market. Although the siren song of globalization has lured companies of all kinds into this risky strategic space, recently the call has been particularly subtle in certain industry contexts, three of which we describe here. (For a description of how a management imperative such as Become more global can rapidly send, see the sidebar TheSusceptibility to Managerial Fads. ) The Susceptibility to Managerial Fads The belief that companies must become more global is the latest in a long line of widely held and generally unquestioned assumptions that can undermine the rational behavior of companies or entire industries. The management trendsyou might even call them fadsthat grow out of these assumptions can be dangerous because they often lead to sloppy thinking. For example, the label used to describe a trend may get stretched far beyond its trustworthy meaning. Reengineering has come to mean some any corporate reorganization related diversi? ation is used today to justify acquisitions within categories, such as communications media and ? nancial function, that are so broad as to be almost meaningless. More troubling, the stampede by companies to join peers in mindlessly embracing such trends can cloud managers judgment about what is worthwhile and achievable in their particular case. The pathology of management fads has an underlying dynamic that is worth exploring Company X, with talented people at the helm, pioneers a new management approach. The ? rm does well, and others take notice. Maybe one or two experiment with similar innovations.Then stock market analysts and journalists spot the new approach. They view it as part of a broader pattern, and someone comes up with a clever-sounding label. The word paradigm may even get tossed around. As the phenomenon gains visibilityoften in publications like this oneacademics develop frameworks to help companies understand it. Their codi? cation, intended simply to explain the phenomenon, further validates it. (Consultants also develop frameworks, though usually with the aim of selling the trend as a product. ) Over time, people use the now-familiar label more and more loosely.They group all manner of activities under the heading. scorn its ambiguity, there is a growing sense that activities under the rubric are worthwhile. Investment bankers cite the concept as a reason for companies to make acquisitions or other moves, and in the enthusiasm of deal making everyone glosses over the dif? culties of integration and implementation. Financial markets sometimes reward companies just for announcing that they have adopted the new approach. Sadly, the original insight, not to mention an appreciation of the context that gave rise to it, soon gets lost as ompanies scramble to become part of the trend. Before long, they are copying all sorts of elements and manifestations that are at best tangential and often irrelevant to the sought-after bene? t. By the time a few books have come out on the topic, managers are embarrassed if they cant point to examples within their own organizations. As the herd piles in, smart managers are already scanning the sensible horizon for a new idea that will give them a competitive advantage. But others continue to give little thought to whether the trend has played outor was never likely to bene? a company in their situation. There is always a lag before misapplications of the concept start to affect companies numbers. Even when they do, many corporate managers, with stacks of statements and presentations extolling the virtues of the approach, are reluctant to abandon it. The stubborn ones carry on regardless of mounting costs thereby setting the leg for activist share owners to step in and force a change. This discouraging scenario doesnt unfold because the original concept was wrong. (Globalizing isnt necessarily bad not globalizing isnt necessarily good. It plays out because embracing a trend often precludes careful examination of the pros and cons of the speci? c choices made by a single company in a particular context. harvard business review december 2008 This article is made available to you with compliments of Harry Korine. Further posting, copying or distributing is copyright infringement. To order more copies go t o www. hbr. org. page 4 When You Shouldnt Go Global Deregulated industries. Many businesses in formerly state-owned industries, such as telecommunications, postal services, and utilities, have responded to deregulation with aggressive global moves.Faced with limited growth opportunities and often increasing competition in their home markets, companies have accepted that geographic expansion is the best way to exercise their new strategic freedom. These companies, the argument goes, can apply existing competenciesproviding voice and data communication, delivering letters and parcels, distributing electricity and water, even dealing with the deregulation process itselfin new markets. They will make whoopie signi? cant savings by sharing resources across their international operations while sticking to their knitting. The last mentioned pointthe importance of steering on what they know how to dois a key part of the argument, since unrelated diversi? cation, itself once a widely tout ed strategy, has been largely discredited. This evidently sound logic has modus operandied out in many cases to be oversell by investment bankers or to be just plain ? imsy. Companies frequently pay far too much to enter foreign markets. Furthermore, many of the deregulated industries are glocalthat is, customer expectations, operating environments, and management practices for what seem to be globally standard services can vary greatly depending on location.Water distribution, for instance, may not in fact be the same industry in the regulatory settings of two polar countries. In addition, cross-border economies, if they exist at all, may be hard to achieve. It is dif? cult, for example, to optimize electricity ? ows over uncoordinated grids. Faced with such challenges, a number of companies have struggled with or reversed their global moves. Kelda, a UK water utility, sold its U. S. business six years after acquiring it because differences in pricing, environmental regulations, and distribution proven so great that the business could be run only on a stand-alone basis.Partly because of national differences in customer behavior, Deutsche Telekom has ended up rill its U. S. unit, T-Mobile USA, as a completely independent business that could be sold off at any time. Rival telecom operator Vodafone has been forced by dissatis? ed share owners to unload its Japanese subsidiary, J-Phone. Deutsche Post, in assembling an international network of mail, express, and logistics services, overpaid signi? cantly for the U. S. express-delivery services DHL and Airborne. Germanys former state-owned monopoly has also had great dif? ulty integrating DHLs entrepreneurial management culture with its own. Some analysts value the sum of Deutsche Posts separate businesses as 25% greater than the market value of the companyan assessment that is likely to increase pressure to spin off some of those businesses. Service industries. Companies in traditionally national and fragmente d service industries, such as retailing, consumer banking, and insurance, have viewed globalization as a way to realize scale economies and to generate growth beyond home markets themselves facing an incursion of foreign competition.In some cases, globalization seems to make sense because customers and suppliers are also becoming more global. As in deregulated industries, however, the global customer may be more national than anticipated. And obtaining scale economies across borders requires management skills and experience that many companies lack. For example, serving a customer that is truly global in a consistent way from eight-fold national of? ces is no easy task. Service businesses seeking to capture the bene? ts of a globalization strategy must, like ? rms in deregulated industries, pay attention to a liquefy of global and local factors.Purchasing can bene? t from careful coordination across borders, but marketing and sales may suffer from too much standardization. Certain services travel much better than others that seem remarkably similar. In shoe retailing, for instance, offerings targeted at the wealthy or the young are far more global than those aimed at the middle market, which remains doggedly local. In service businesses, many of the implementation challenges of a global strategy involve the coordination of people or processes. Wal-Mart, for instance, has struggled to get its partner ? ms and employees abroad to adopt its work routines. ABN Amros global empire was dismantled by predators because the international business was a collection of largely unrelated operations in countries ranging from Brazil to Monaco. The company achieved few economies of scale In marketing, harvard business review december 2008 This article is made available to you with compliments of Harry Korine. Further posting, copying or distributing is copyright infringement. To order more copies go to www. hbr. org. page 5 When You Shouldnt Go Global for example, it didn t enjoy the ef? iencies resulting from a single global brand, because local banks mostly kept their original names. Furthermore, its attempts at sharing information systems, management processes, and other bits of infrastructure were repeatedly slow and then implemented haphazardly, creating few savings. The outcomes of some other service companies global strategies have not been so direbut they have still move short of expectations. Starbucks has pursued international growth at a breakneck pace, even though margins abroad have been only about half those of the companys U. S. operations.Axa, the global French insurance group, has enjoyed satisfactory ? nancial performance from its many units around the world but has so far been unable to reduce its global cost base or convincingly roll out innovations, such as its U. S. variable-annuity program, internationally. Thus, although the globalization strategy hasnt destroyed value, it also hasnt added as much as originally envisioned. M anufacturing industries. Over the past decade, companies in manufacturing indus- tries, such as automobiles and communications equipment, have viewed rapid crossborder consolidation as necessary for survival.Global mergers and partnerships seem to be the only way for companies to obtain the size needed to compete against consolidating rivals, to reduce their reliance on home markets, and to gain manufacturing economies of scale. These bene? ts, though arguably easier to achieve than those sought by service companies (because local differences seem less problematic), are often outweighed by operational and organizational challenges. The complexities of integrating organizations and operations can cause costly delays or failures. And companies havent had the luxury of much time to realize the bene? s of integration. Counting on the bene? ts of size and scale to drop quickly to the bottom line, many manufacturers have become particularly vulnerable to economic slowdowns, which constrai n their ability to pay for expansion and consolidation before an increasing debt-to-equity ratio forces their executive teams to cede control to ? nanciers or new management. Royal Aholds Downfall Dutch supermarket operator Royal Ahold is best known in recent years for an accounting scandal that led to the resignation of its CEO and its CFO in 2003. The ? nancial irregularities must be seen in light of the companys mbitious, and at last un happy, globalization strategy. Royal Ahold began its international expansion in the 1970s and accelerated it in the 1990s, eventually acquiring businesses throughout Europe, Asia, Latin America, and the United States, to become the fourthlargest retail merchant in the world. But the bene? ts of owning this network of stores were hard to realize or didnt exist in the ? rst place. Global economies of scale are one of the main rationales for international expansion. However, such economies, dif? cult to attain in many businesses, are particularly e lusive in food retailing.Purchasing economies can be achieved only with items furnished by global suppliers to all marketsand these typically represent at most 20% of all supermarket items, because of cultural differences and the frequent need to source fresh food locally. Even apparently international products, such as hummus, must be adapted to different countries distinct tastes. Additionally, realizing synergies across a far-? ung network requires common information systems and management processes, and Ahold made little effort to integrate its acquired businesses into the existing organization.Different information systems thus continued to coexist across the company, sometimes even within the same country. Ironically, the lack of integrated systems and processes needed to secure global bene? ts helped conceal the companys ? nancial irregularities. And the failure to attain those bene? ts undoubtedly put pressure on top managers to drive favorableif false ? nancial results. Wh en the new executive team ? nally introduced common management processes in the wake of the scandal, those processes did little to improve such activities as common purchase across markets.As recently as last year, key suppliers were charging Ahold different prices in different countries. Aholds 2007 sale of most of its U. S. operations to private equity ? rms highlighted the nearly complete abandonment, under pressure from dissatis? ed minority share owners, of its once ambitious globalization strategy. The dissidents were concerned not about the usual over-diversi? cation of business types after all, Royal Ahold remained focused on retailingbut about the over-diversi? cation of geographic locations. (Tests for suitable business diversi? ation are discussed in Corporate Strategy The Quest for Parenting Advantage, by Andrew Campbell, Michael Goold, and Marcus Alexander, in the March April 1995 issue of HBR. ) With the focus on governance at Ahold, the underlying story of failed glo balization did not receive adequate attention until activist share owners jumped on it. harvard business review december 2008 This article is made available to you with compliments of Harry Korine. Further posting, copying or distributing is copyright infringement. To order more copies go to www. hbr. org. page 6When You Shouldnt Go Global The merger of Daimler-Benz and Chrysler is a poster child for this problem The German and U. S. automakers were different in almost every respect, from company cultures to purchasing practices, and they were never able to attain such bene? ts as the promised billions of dollars in savings from common supply management. Taiwanese consumer electronics company BenQs acquisition of Siemenss mobile-device business followed a similar story line, including incompatibility of cultures and processes, as well as dif? culties in integrating R&D activities.In a haunting echo of the scramble by Daimler-Benz and Chrysler to merge, BenQ didnt visit Siemens work shops and production lines before inking the deal, relying only on due diligence documents. Although BenQ continues to be active in mobile equipment, its German unit was declared bankrupt in 2007. In both of these casesand in numerous othersthe strategic logic for globalization was tenuous, and the skills needed to implement a globalization strategy effectively were in short supply. A Continuing Danger We arent saying that all globalization strategies are ? awed.Telefonica, Spains former telephone monopoly, has successfully expanded throughout much of the Spanish-speaking world. The past ? ve years have seen General Electrics Commercial Finance business move rapidly and effectively into dozens of non-U. S. markets. Renaults pathbreaking alliance with Nissan has to this point proved bene? cial for the French and Japanese automakers. But focusing on such success stories only reinforces the conventional wisdom that a globalization strategy is a blanket requirement for doing businesswhi ch in turn leads many companies to insuf? iently scrutinize their proposed global initiatives. (For a discussion of one of the gravest cases of failed globalization, see the sidebar Royal Aholds Downfall. ) We expect this trend to continue, as ? rms in various industries recklessly pursue global strategies. Take the emerging renewableenergy industrycompanies developing technologies for biofuel, solar energy, and wind energy. We have talked with executives who, racing to establish a global position in this booming ? eld, are planning rapid expansion over the next few years in Africa, Asia, nd Latin Americaand completely underestimating the management challenges involved. Many will, after initial applause from the ? nancial markets, ? nd their hastily conceived strategies challenged after the fact by activists. We also anticipate that problems will recur in industries that before rushed to adopt globalization strategies, with activist share owners ready to pounce on companies as evid ence of poor management choices surfaces. Activist share owners have already taken signi? cant positions in some companies mentioned in this article.Other target companies, perhaps not quite ripe for direct interventionand temporarily screen from attack by the current credit crisis and turbulent equity marketsare nonetheless being discussed in the boardrooms of rivals and by the investment committees of pension funds and private equity ? rms. Ironically, some predators, having spotted the weaknesses of other companies global strategies, may be poised to fall into the same trap. For example, the Royal Bank of Scotland is known for its highly successful 2000 acquisition of NatWest, a much larger UK rival, and for the subsequent overhaul of its targets culture.But RBS may ? nd it dif? cult to achieve similar results with the disparate banking assetsspread across more than 50 countries that it acquired from ABN Amro. And though the recent government bailouts of RBS and Fortis arent a d irect result of the ? rms international strategies, the acquisition of ABN Amro assets stretched their balance sheets and made the companies more vulnerable to the ? nancial crisis. We also worry that activist share owners and private equity ? rms may reproduce ? awed globalization strategies in their own portfolios. The largest of these players are now more diversi? ed, both in ype of business and in international footprint, than many of the giant conglomerates of 30 years ago that were subsequently broken up and sold off. Indeed, as you look out on a landscape littered with the remains of dismembered companies weakened by failed globalization strategies, you have to wonder Could todays predators be tomorrows prey? Reprint R0812E To order, see the next page or call 800-988-0886 or 617-783-7500 or go to www. hbr. org harvard business review december 2008 This article is made available to you with compliments of Harry Korine. Further posting, copying or distributing is copyright inf ringement.To order more copies go to www. hbr. org. page 7 When You Shouldnt Go Global Further Reading ARTICLES Managing Differences The Central Challenge of Global Strategy by Pankaj Ghemawat Harvard Business Review March 2007 crossroad no. R0703C The main goal of any international strategy should be to manage the large differences that arise at the borders of markets. Yet executives often fail to exploit market and production discrepancies, focusing instead on the tensions between standardization and localization. Ghemawat presents a new framework that encompasses all three effective responses to the challenges of globalization.He calls it the AAA Triangle, with the As standing(a) for the three distinct types of international strategy. Through adaptation, companies seek to boost revenues and market share by maximizing their local relevance. Through aggregation, they attempt to deliver economies of scale by creating regional, or sometimes global, operations. And through arbitrage, they exploit disparities between national or regional markets, often by locating different parts of the supply chain in different places for instance, call centers in India, factories in China, and retail shops in Western Europe.Ghemawat draws on several examples that illustrate how organizations use and balance these strategies and describes the trade-offs they make as they do so when trying to build competitive advantage. Emerging Giants Building World-Class Companies in Developing Countries by Tarun Khanna and Krishna G. Palepu Harvard Business Review October 2006 Product no. R0610C As established multinational corporations stormed into emerging markets, many local companies lost market share or sold off businessesbut some fought back.Indias Mahindra & Mahindra, Chinas Haier Group, and many other corporations in developing countries have held their own against the onslaught, restructured their businesses, exploited new opportunities, and built worldclass companies that are today broad their global rivals a run for their money. The authors describe three strategies these businesses used to become effective global competitors despite facing financial and bureaucratic disadvantages in their home markets. Some capitalized on their knowledge of local product markets.Some have exploited their knowledge of local talent and capital markets, thereby serving customers both at home and abroad in a cost-effective manner. And some emerging giants have exploited institutional voids to create profitable businesses. Getting Offshoring Right by Ravi Aron and Jitendra V. Singh Harvard Business Review December 2005 Product no. R0512J Recently a rising number of companies in North America and Europe have experimented with offshoring and outsourcing business processes, hoping to reduce costs and gain strategic advantagewith mixed results.According to several studies, half the organizations that have shifted processes offshore have failed to generate the expected financial ben efits. Whats more, many of them have faced employee resistance and consumer dissatisfaction. A three-part methodology can help companies reformulate their offshoring strategies. First, prioritize company processes according to two criteria the value these processes create for customers and the degree to which the company can capture some of that value. Then keep highest-priority processes in-house and consider outsourcing low-priority ones. Second, analyze the risks that accompany offshoring.Finally, determine possible locations for offshore efforts, as well as the organizational formssuch as joint venturesthat those efforts might take. page 8 This article is made available to you with compliments of Harry Korine. Further posting, copying or distributing is copyright infringement. To order more copies go to www. hbr. org. To Order For Harvard Business Review reprints and subscriptions, call 800-988-0886 or 617-783-7500. Go to www. hbr. org For customized and quantity orders of Harva rd Business Review article reprints, call 617-783-7626, or e-mail emailprotected harvard. edu

Organizational Structure and Culture Essay

Knowledge Mastery of facts, throw away of teaching in subject matter area. Skills Proficiency, expertise, or competency in given area e.g., science, art, crafts. Abilities Demonstrated performance to use knowledge and skills when essential.KSA DefinitionsInterpersonal SkillIs aware of, responds to, and considers the needs, feelings, and capabilities of others. Deals with conflicts, confrontations, disagreements in a positive expressive style, which minimizes personal intrusion, to embarrass imperious ones feelings and reactions. Deals potently with others in both approving and unfavorable steads regardless of status of position. Accepts interpersonal and cultural diversity.Team SkillEstablishes efficient working relationships among team members. Participates in solving problems and making decisions.CommunicationsPresents and expresses ideas and schooling clearly and concisely in a way of life bewitch to the audience, whether oral or written. Actively listens to what others are saying to achieve understanding. Shares information with others and facilitates the cleared ex substitute of ideas and information. Is open, honest, and straightforward with others.Planning and OrganizingEstablishes courses of action for self to accomplish specific goals e.g., establishes action plans. Identifies need, arranges for, and obtains resources needed to accomplish own goals and objectives. Develops and uses tracking systems for monitoring own work progress. Effectively usesresources such as time and information.Organizational Knowledge and CompetenceAcquires accurate information concerning the agency components, the missions of each pertinent organizational unit, and the principal programs in the agency. Interprets and utilizes information about the formal and informal organization, including the organizational structure, functioning, and relationships among units. Correctly identifies and draws upon sources of information for support.Problem closure and Analytical AbilityIdentifies existing and potential problems/issues. Obtains relevant information about the problem/issue, including recognizing whether or not more information is needed. Objectively evaluates relevant information about the problem/issue. Identifies the specific cause of the problem/issue. Develops recommendations, develops and evaluates alternative course of action, selects courses of action, and follows up.JudgmentMakes well reasoned and timely decisions ground on careful, objective inspection and informed analysis of available considerations and factors. Supports decisions or recommendations with accurate information or reasoning.Direction and MotivationSets a costly example of how to do the job demonstrates personal integrity, responsibility, and accountability. Provides advice and assistance to help others accomplish their work. Directs/motivates self.DecisivenessIdentifies when immediate action is needed, is willing to make decisions, render savvys, and ta ke action. Accepts responsibility for the decision, including sustaining effort in spite of obstacles.Self-Developmentaccurately evaluates own performance and identifies skills and abilities astargets of training and development activities related to current and future job requirements. Analyzes present career status. Sets goals short and/or long term. Identifies available resources and methods for self-improvement. Sets lifelike time frames for goals and follows up.FlexibilityModifies own behavior and work activities in response to impertinently information, changing conditions, or un judge obstacles. Views issues/problems from unalike perspectives. Considers a wide range of alternatives, including modernistic or creative approaches. Strives to take actions that are acceptable to others having differing views.LeadershipAbility to make right decisions based on perceptive and analytical processes. Practices good judgment in gray areas. Acts decisively.KSA Definitions General Sup ervisory/Manager CompetenciesProblem Solving and Analytical AbilityIdentifies existing and potential problems notes, understands, and includes the critical elements of problem situations obtains and evaluates relevant information demonstrates awareness that unfermented and/or additional information sources are required notes interrelationships among elements identifies possible causes of the problems recognizes the need to shift to an alternative course of action including innovative or creative approaches and appropriately terminates information collection and evaluation activities.Planning and OrganizingIdentifies requirements allocates, and effectively uses information, personnel, time, and other resources necessary for mission accomplishment establishes appropriate courses of action for self and/or others to accomplish specific goals develops evaluation criteria and tracking systems for monitoring goal progress and accomplishment and specifies objectives, schedules, and prior ities.DecisivenessMakes decisions, renders judgments, and takes action on difficult or afflictive tasks in a timely fashion, to include the appropriate communication of both negative and positive information and decisions.JudgmentDevelops and evaluates alternative courses of action makes decisions based on correct assumptions concerning resources and guidelines supports decisions or recommendations with data or reasoning defines and implements solutions to problems and recognizes when no action is required.Communication SkillPresents and expresses ideas and information effectively and concisely in an oral and/or written mode listens to and comprehends what others are saying shares information with others and facilitates the open exchange of ideas and information is open, honest, and straightforward with others provides a complete and timely explanation of issues and decisions in a manner appropriate for the audience and presents information and material in a manner that gains the a greement of others.Interpersonal SkillIs aware of, responds to, and considers the needs, feelings, and capabilities of others deals effectively with others in favorable and unfavorable situations regardless of their status or position accepts interpersonal and cultural differences manages conflict/confrontations/ disagreements in a positive manner that minimizes personal meet, to include controlling ones own feelings and reactions and provides appropriate support to others.Direction and MotivationMotivates and provides direction in the activities of others to accomplish goals gains the respect and confidence of others appropriately assigns work and endorsement to others in the accomplishment of goals provides advice and assistance as required.Supervisory role PerformanceDisplays knowledge of the roles, responsibilities, and duties of supervisors and managers accurately assesses the impact upon others of role performance and supports and agitates organizational decisions, policies , programs, and initiatives such as EEO and Affirmative Action.Specialty Competence empathises and appropriately applies procedures, requirements, regulations, and policies maintains credibility with others on specialty matters uses appropriate procedures or systems in the operation and/or staff environment as the position requires.Organizational KnowledgeDemonstrates knowledge of the departments or agencys organizational components, the missions of each relevant organizational unit, and the principal programs in the organization.LeadershipEstablishes work standards and expectations for self and others. Appropriately assigns/delegates work and authority to others in the accomplishment of goals. Keeps goals and objectives in sight at all times, monitors progress toward goals, and works to quash barriers and obstacles. Provides coaching job, advice, and assistance as required e.g., helps subordinates overcome obstacles and deal with problems. Appropriately assesses contributions and p performance of employees provides appropriate recognition, and deals with problems as they arise. Instills in others a sense of pride in the job at hand.Executive Core Competencies error correction codeECC 1Leading ChangeECC 2Leading PeopleECC 3Results controlECC 4Business AcumenECC 5construction Coalitions/CommunicationsECC 1 Leading ChangeThis core qualification encompasses the ability to develop and implement an organizational vision which integrates key national and program goals, priorities, values, and other factors. native to it is the ability to balance change and continuity to continually strive to improve customer service and program performance within the basic government framework, to pass water a work environment that encourages creative thinking, and to maintain focus, intensity and persistence, even under hard knocks. get wind Characteristics1. Exercising leadership and motivating managers to incorporate vision, strategical planning, and elements of bore mana gement into the full range of the organizations activities encouraging creative thinking and innovation influencing others toward a spirit of service designing and implementing new or cutting edge programs/processes. 2. Identifying and integrating key issues affecting the organization, including political, economic, social, technological, and administrative factors.3. Understanding the roles and relationships of the components of the state or regional policy making and implementation process, including the Governor, legislature, the judiciary, local governments, and kindle groups and formulating effective strategies to balance those interests consistent with the business of the organization. 4. Being open to change and new information tolerating ambiguity adapting behavior and work methods in response to new information, changing conditions, or unexpected obstacles adjusting rapidly to new situations warranting attention and resolution. 5. Dealing effectively with pressure maintain ing focus and intensity and remaining persistent, even under adversity recovering quickly from setbacks.6. Displaying a high level of initiative, effort, and commitment to public service being proactive and accomplishment-oriented being self-motivated pursuing self-development seeking feedback from others and opportunities to master new knowledge.Leadership CompetenciesCreativity and Innovation Develops new insights into situations and applies innovative solutions to make organizational improvements creates a work environment that encourages creative thinking and innovation designs and implements new or cutting-edge programs/processes.Resilience Deals effectively with pressure maintains focus and intensity and remains optimistic and persistent, even under adversity. Recovers quickly from setbacks. Effectively balances personal life and work. continuous Learning Grasps the essence of new information masters new skillful and business knowledge recognizes own strengths and weaknes ses pursues self-development seeks feedback from others and opportunities to master new knowledge.Service Motivation Creates and sustains an organizational culture which encourages others to provide the quality of service essential to high performance. Enables others to acquire the tools and support they need to perform well. Shows a commitment to public service. Influence others toward a spirit of service and meaningful contributions to mission accomplishment.External Awareness Identifies and keeps up to date on key national and international policies and economic, political, and social trends that affect the organization. Understands near-term and long plans and determines how best to be positioned to achieve a competitive business advantage.Strategic Thinking Formulates effective strategies consistent with the business and competitive strategy of the organization. Examines policy issues and strategic planning with a long-term perspective. Determines objectives and sets priori ties anticipates potential threats or opportunities.Flexibility Is open to change and new information adapts behavior and wok methods in response to new information, changing conditions, or unexpectedobstacles. Adjust rapidly to new situations warranting attention and resolution.Vision Takes a long-term view and acts as a catalyst for organizational change builds a shared vision with others. Influences others to translate vision into action.ECC 2 Leading PeopleThis core competency involves the ability to design and implement strategies which maximize employee potential and foster high honorable standards in fall uponing the organizations vision, mission, and goals.Key Characteristics1. Providing leadership in setting the workforces expected performance levels commensurate with the organizations strategic objectives inspiring, motivating, and guiding others toward total accomplishment empowering people by sharing power and authority. 2. Promoting quality through effective use of t he organizations performance management system e.g., establishing performance standards, appraising staff accomplishments using the developed standards, and taking action to reward, counsel, or gain employees, as appropriate.3. Valuing cultural diversity and other differences fostering an environment where people who are culturally diverse can work together cooperatively and effectively in achieving organizational goals.4. Assessing employees unique developmental needs and providing developmental opportunities which maximize employees capabilities and contribute to the achievement of organizational goals developing leadership in others through coaching and mentoring. 5. Fostering commitment, team spirit, pride, trust, and group identity taking steps to prevent situations what could result in unpleasant confrontations. 6. R3solving conflicts in a positive and constructive manner this includes promoting labor/management partnerships and dealing effectively with employee relations mat ters, attending to morale and organizational climate issues, handling administrative, labor management, and EEO issues, and taking disciplinary actions when others means entertain not been successful.Leadership CompetenciesConflict Management Identifies and takes steps to prevent potential situations that could result in unpleasant confrontations. Manages and resolves conflicts and disagreements in a positive and constructive manner to minimize negative impact.Integrity/Honesty Instills mutual trust and confidence creates a culture that fosters high standards of ethics behaves in a fair and ethical manner toward others, and demonstrates a sense of corporate responsibility and commitment to public service.Cultural Aw3areness Initiates and manages cultural change within the organization to impact organizational effectiveness. value cultural diversity and other individual differences in the workforce. Ensures that the organization builds on these differences and that employees are treated in a fair and equitable manner.Team Building Inspires, motivates, and guides others toward goal accomplishments. Consistently develops and sustains cooperative working relationships. Encourages and facilitates cooperation within the organization and with customer groups fosters commitment, team spirit, pride, trust. Develops leadership in others through coaching, mentoring, rewarding, and guiding employees.ECC 3 Results DrivenThis core competency stresses accountability and continuous improvement. It includes the ability to make timely and effective decisions and produce results through strategic planning and the implementation and evaluation of programs and policies.Key Characteristics1. Understanding and appropriately applying procedures, requirements, regulations, and policies related to specialized expertise understanding linkages between administrative competencies and mission needs keeping current on issues, practices, and procedures in technical areas. 2.Stressing re sults by formulating strategic program plans which assess policy/program feasibility and include realistic short and long-term goals and objectives. 3. Exercising good judgment in structuring and organizing work an setting priorities balancing the interests of clients and readily readjusting priorities to respond to customer demands. 4. Anticipating and identifying, diagnosing, and consulting on potential or actual problem areas relating to program implementation and goal achievement selecting from alternative courses of corrective action, and taking action from developed contingency plans.5. Setting program standards holding self and others accountable for achieving these standards acting decisively to modify them to promote customer service and/or quality of programs and policies. 6. Identifying opportunities to develop and securities industry new products and services with or outside of the organization taking risks to pursue a recognize welfare or advantage.Leadership competen ciesAccountability Assures that effective controls are developed and maintained to tell the integrity of the organization. Holds self and others accountable for rules and responsibilities. Can be relied upon to tell that projects within areas of specific responsibility are completed in a timely manner and within budget. Monitors and evaluates plans focuses on results and measuring attainment of outcomes.Entrepreneurship Identifies opportunities to develop and market new products and services within or outside of the organization. Is willing to take risks initiates actions that involve a deliberate risk to achieve a recognized benefit or advantage.Customer Service Balancing interests of a variety of clients readily readjust priorities to respond to pressing and changing client demands. Anticipates and meets the need of clients achieves quality end-products is affiliated to continuous improvement of services.Problem Solving Identifies and analyzes problems distinguishes between relevant and irrelevant information to make logical decisions providessolutions to individual and organizational problems.Decisiveness Exercises good judgment by making sound and well-informed decision perceives the impact and implications of decisions makes effective and timely decisions, even when data is limited or solutions produce unpleasant consequences is proactive and achievement oriented.Technical Credibility Understands and appropriately applies procedures, requirements, regulations, and policies related to specialized expertise. Is able to make sound hiring and capital resource decisions and to address training and development needs. Understand linkages between administrative competencies and mission needs.ECC 4 Business AcumenThis core competency involves the ability to acquire and administer human, financial, material, and information resources in a manner which instills public trust and accomplishes the organizations mission, and to use new technology to enhance dec ision making.Key Characteristics1. Assessing current and future staffing needs based on organizational goals and budget realities. Applying sound human resource principles to develop, select, and manage a diverse workforce. 2. Overseeing the allocation of financial resources identifying cost-effective approaches establishing and assuring the use of knowledgeable controls for financial systems. 3. Managing the budgetary process, including preparing and justifying a budget and operating the budget under organizational and legislative procedures understanding the merchandising expertise necessary to ensure appropriate funding levels. 4. Overseeing procurement and contracting procedures and processes. 5. Integrating and coordinating logistical operations.6. Ensuring the efficient and cost-effective development and utilization of management information systems and other technological resources that meet the organizations needs understanding the impact of technological changes on the or ganization.Leadership CompetenciesFinancial Management Demonstrates broad understanding of principles of financial management and marketing expertise necessary to ensure appropriate funding levels. Prepares, justifies, and/or administers the budget for the program area uses cost-benefit thinking to set priorities monitors expenditures in support of programs and policies, Identifies cost-effective approaches. Manages procurement and contracting.Technological Management Uses efficient and cost-effective approaches to integrate technology into the workplace and improve program effectiveness. Develops strategies using new technology to enhance decision making. Understands the impact of technological changes on the organization.Human Resource Management Assesses current and future staffing needs based on organizational goals and budget realities. Using merit principles, ensure staff are appropriately selected, developed, utilized, appraised, and rewarded takes corrective action.ECC 5 Building Coalitions/CommunicationThis core competency involves the ability to explain, advocate and express facts and ideas in a convincing manner, and negotiate wit5h individuals and groups internally and externally. It also involves the ability to develop an expansive professional network with other organizations, and to identify the internal and external politics that impact the work of the organization.Key Characteristics1. Representing and speaking for the organizational unit and its work e.g., presenting, explaining, selling, defining, and negotiating to those within and outside the office e.g., agency heads and other government executives corporate executives Department of administrative Services budget officials legislative members and staff the media governors office clientele and professional groups making clear and convincing oral presentations to individuals and groups listening effectively and clarifying information facilitating an open exchange of ideas. 2.Establishing and maintaining working relationships with internal organizational units e.g., other program areas and staff support functions approaching each problem situation with a clear perception of organizational and political reality using contacts to build and strengthen internal support bases getting understanding and support from high level management.3. Developing and enhancing alliances with external groups e.g., other agencies or firms, state and local governments, legislature, and clientele groups engaging in cross-functional activities finding common ground with a turnout range of stakeholders. 4. Working in groups and teams conducting briefings and othe45r meetings gaining cooperation from others to obtain information and accomplish goals facilitating win-win situations. 5. Considering and responding appropriately to the needs, feelings, and capabilities of different people in different situations is tactful and treats others with respect. 6. Seeing that reports, memoranda, and other documents polish the position and work of the organization in a clear, convincing, and organized manner.Leadership CompetenciesInfluencing/Negotiating Persuades others builds consensus through give and take gains cooperation from others to obtain information and accomplish goals facilitates win-win situations.Partnering Develops networks and builds alliances, engages in cross-functional activities collaborates across boundaries, and finds common ground with a widening range of stakeholders. Utilizes contacts to build and strengthen internal support bases.Interpersonal Skills Considers and responds appropriately to the needs, feelings, and capabilities of different people in different situations is tactful, compassionate and sensitive, and treats others with respect.Political Savvy Identifies the internal and external politics that impact the work of the organization. Approaches each problem situation with a clear perception of organizational and political reality recogni zes the impact of alternative courses of action.Oral Communication Makes clear and convincing oral presentations to individuals or groups listens effectively and clarifies information as needed facilitates an open exchange of ideas and fosters an atmosphere of open communication.Written Communication Expresses facts and ideas in writing in a clear, convincing and organized manner.