The potential of texts to create ideological meaning Essay - 23

The capability of writings to make ideological significance - Essay Example  In expansion, these investigations are identified with various media, for example informal communities and cell phones. The different parts of the above media are distinguished and dissected particularly with respect to their incentive for making ideological implications. It is demonstrated that the presence of an intertextual nexus, as this term is clarified underneath, can build the capability of writings to make ideological implications. All things considered, the level at which every content is offered for the foundation of intertextual joins is separated by the text’s structure, the subject to which the content alludes yet in addition to the capacity of the text’s maker to grow such assignment, for example to build up intertextual joins for supporting at least one pieces of the content. Various techniques are utilized by specialists for advancing intertextuality as a feature of a book: the ‘construction of intertextual links’ (Hynd 2013, p.222) is t he most mainstream strategy for such kind. Indeed, this technique is widely utilized each time that implications should be included a particular book. Now, the accompanying inquiry would show up? How could intertextuality be characterized? As indicated by Hynd (2013), intertextuality could be depicted as ‘the connection of texts’ (Hynd 2013, p.219). It is additionally clarified that through such association ‘meanings are established’ (Hynd 2013, p.219). Also, through the exertion of specialists to decipher these implications information is traded, a reality that altogether advances the learning procedure (Hynd 2013).â

Romeo Juliet Act 3 Scene 5 Essay Example For Students

Romeo Juliet Act 3 Scene 5 Essay The circumstance is that Juliet is hitched to Romeo however without the assent or information on her or Romeos guardians. The main others who know about Juliets and Romeos betrolal are the attendant and the reasonable Lawance. Faria Lawance wedded the couple yet some would contend that it was uniquely in light of a legitimate concern for him. Individuals would contend this in light of the fact that Faria Lawance was an obscure, non-well known enterty, so he was to unite to the two greatest groups in Veriona, he would stand out forever. This is obscure to either Romeo or Juliet; the couple accept that Faria Lawance acted in the eventual benefits for the couple not himself. The language which is utilized between the two sweethearts is altogether different to how Romeo addresses his companions the Montugues or his adversaries the Capulets. Romeo discusses love and dieing for adoration, as does Juliet when taking to Romeo. During this passionate scene Romeo talks about dieing for Juliet, this is amusing on the grounds that the crowd realize that possible each dieing for one another. Shakespeare composes it along these lines since it fascinates the crowd inside the scene. Juliet notes to Romeo about the songbird despite everything singing, this make Romeo stay since Romeo will just go from the start light, so if a night winged animal, for example, the songbird is as yet singing it must surmise that it is still night. On the off chance that I was coordinating the scene among Romeo and Juliet I would put Juliet higher than Romeo. The purpose behind setting Juliet higher than Romeo is to show that, despite the fact that Juliet is more youthful she despite everything has an extraordinary love for Romeo. To set the on-screen characters like this is to make an impact of an ocean saw on the crowd. In the event that Juliet was higher than Romeo and a similar age as Romeo, at that point it would give the feeling that Juliet had more love for him. In any case, as Juliet is more youthful the age hole figuratively hauls Juliet down to Romeos level, consequently evening out their affection for one another. This would demonstration of hauling Juliet down to Romeos level of affection however her age escalates the absence of thinking the youthful couple have. Indicating that Juliet is boiling down to a level gives a sentiment of misery or absence of information. This demonstration causes the crowd to accept that the youthful couple have raced into their demonstration of marriage when they dont really love each other by any stretch of the imagination. This hindering of the on-screen characters and landscape will at that point show later, when the two kick the bucket for one another, the amount they loved each other profoundly, so by right the crowd of their view on the youthful darlings love. After Juliet and Romeo withdraw from every others grasps Lady Capulet strolls in on Juliet. At that point Lady Capulet doesn't know about the couples marriage. Woman Capulet had come to converse with Juliet about masterminding a marriage for Juliet to Paris. Juliet doesnt think about the expectations of her mom until some other time in the duologue. From the outset the two talk about the demise of Juliets cousin. Juliet portrays as sobbing his demise and might want to execute whoever did it. Woman Capulet then discloses to Juliet that Romeo submitted this evil demonstration, Juliet neglecting her adoration for Romeo, discusses demise and obliteration of him. In Juliets discourse to her mom she says such lines as Indeed I will never be happy with Romeo until I have him in my arms - dead-is my poor heart for a brother vexd. To woman Capulet this seems like Juliet needs Romeo dead, however on the off chance that she had tuned in to what Juliet truly implied is that she needs Romeo in her arms, Dead is my poor heart. Woman Capulet heard that Juliet needs Romeo in her arms, dead. Juliet utilizes canny word plays also clarify her adoration for Romeo. This is all without much of any result on the grounds that later in the duologue Juliet discharges her actual sentiments. This happens when Lady Capulet tells Juliet of Lady Capulets expectation for Juliet to wed Paris. Juliet then winds up revealing to her mom of her actual emotions and aims towards Romeo. The language utilized between the mother and girl changes all through the duologue. From the start Lady Capulet is thoughtful towards Juliet in light of the fact that she is under the feeling that Juliet is morning her cousins passing, yet as duologue proceeds with the moms discourse abandons thoughtful to requesting. The defining moment in the moms discourse is the line Find thou the methods, and Ill find such a man this beginnings the moms requests for Juliet to wed Paris. During Juliets discourse she utilizes twofold implications and quips get over her affections for Romeo. Juliet realizes that in the event that she keeps all her inclination bolted up inside herself she simply get discourage from be obstructed by society. Donne's sonnet, EssayThis would show to the crowd that despite the fact that Juliet adores a sworn adversary she despite everything cherishes her dad, however her dad can't see that, so Capulet should kick her away from him to show sicken in her. As Capulet begins dismiss and stroll from Juliet, Juliet should bounce from the floor and get his arm. Capulet should then turn and slap Juliet. Juliet will at that point tumble to the floor holding the red imprint which her dad has recently dispensed on her; the medical caretaker at that point ought to go over and mother the kid from this beating. Woman Capulet and Capulet should swagger out to show how they accept that Juliet is below average to them and not commendable in their family. As the attendant moms the beaten kid, the medical caretaker repudiates the words which she had verbally expressed already. The attendant says how she believes that Juliet in the wake of damaging Romeo ought to proceed to wed Paris for her dads purpose. The Nurse says lines like I think it best you wedded with the nation, this is the direct inverse of what the attendant had said to Juliet before in the presentation. The medical attendant expresses the great side of Paris expressing that hes a dazzling honorable man, trusting this will engage her and draw her away from Romeos savagery. Juliet accordingly thinks that its difficult to perceive how the medical caretaker, once so glad and thrilled for the love among Romeo and Juliet, presently says that is best not to wed for adoration, yet for respect and her family. The medical caretakers language inside this scene is demolishing however commanding. The medical caretaker reveals to Juliet that the thing she said about wedding Romeo, an adversary to her dad, family and to Juliet, is stupidity. This is the point at which the medical attendant had said that defacing Romeo was correct and acceptable before in the presentation. It is questionable that the medical attendant was just acting to the greatest advantage of herself. The medical attendant may have possibly be disclosing to Juliet this provided that Capulet and Lady Capulet were to discover who helped Juliet get hitched, the guardians would just act in the most forceful manners. So by convincing Juliet to wed Paris she would not exclusively be covering her tracks of encouraging Juliet get hitched to Romeo, yet would help Lady Capulet and Capulet getting Juliet to wed Paris, there by keeping her activity as the medical attendant and being on the acceptable side of the guardians. Juliets concur s with the attendants thought of damaging Paris yet realizes that she will never proceed with it. Juliets language and the words which she says are very different to what is implied by them. During this scene I would have Juliet and the medical caretaker sitting on the floor along with Juliet crying into the attendants shirt. As the scene advances the medical attendant should left Juliet up onto the bed yet Juliet should at present be crying into the attendant. The medical caretaker ought to stroke Juliets head and talking delicately to her, similarly as a mother would to a kid. This would connote the genuine association between the medical attendant and the kid. As the medical attendants discourse proceeds and she discusses leaving Romeo for Paris, Juliet should pull her head away from the shirt and her outward appearance should change to disarray. The medical caretaker ought to consistently be under the feeling that Juliet is understanding and concurring with everything that she is stating. So to close the language inside every duologue changes as the characters become increasingly more mindful of their circumstances. A large portion of the duologues start with a downturn about Juliets cousins demise and moves onto Juliet being accused for the cherished of an opponent. Child the development of the scene is separated into 4 duologues. Every duologue is about a similar individual, Romeo, yet the manner by which every duologue are spoken changes from character to character. The topics and thoughts communicated inside the scene can be connected in todays society. The subjects, for example, cherishing another which disappoints the guardians can be identified with exceptionally normal occasions which occur in family units over the world. For instance; the marriage between to ethnic gatherings may disappoint a few people saying how it isn't right, you ought to never wed out of your race. So in that sense Romeo and Juliet is a story path relatively revolutionary, its a story which is pertinent to years back and years to come.

Trip Report IOI 2015 in Kazakhstan

Trip Report IOI 2015 in Kazakhstan Late last month, on July 25th, I boarded a Lufthansa flight from Boston to Frankfurt, and then Frankfurt to Almaty, the cultural and educational (but not political) capital of Kazakhstan, en route to the  27th International Olympiad in Informatics. The International Olympiad in Informatics (IOI) is the worlds preeminent programming competition for high school students. Like its counterparts in math (IMO), physics (IPhO), chemistry (IChO), biology (IBO), linguistics (IOL), and other domains of science (ISOs), the IOI convenes delegations of students from all over the world to compete in a kind of academic olympics. At IOI 2015, 322 students from 83 countries competed to solve six hard problems; the top performers were awarded medals,  and all contestants were generally fêted with great ceremony and circumstance. (Note: before I came to MIT, I did not know the ISOs existed. I had never known anyone to compete in any of them, or even participate in any of their qualifying competitions, like the AMC, which was not (to my knowledge) even offered at my high school, at least while I was there. Ive since learned, however, that many talented, smart students not only distinguish themselves through these programs, but also love them, and find communities of intellectual and social peers through them. Participation in the ISOs is neither a requirement nor expectation of applicants to MIT; most of our admitted students were not a part of the ISOs at all. However, they can be great experiences for the right sort of student, particularly one interested in individual math/science competitions. So if, like me ~10 years ago, this is the first youve heard of the ISOs, and you want to do smart nerdy things with smart nerdy people, you might want to check them out). While I was at IOI, I spoke to computer science educators, policymakers, and coaches from across the world; I also gave an information session about how and why students at IOI might consider applying to American colleges in general and MIT specifically, if they so choose. While I was there independently, for Anglophonic reasons I tagged along with the American delegation, including Andrew H. 19, who placed third in the world at IOI and will be arriving at MIT to start freshman orientation in a few weeks. After the competition was over, Andrew and I met up with other members of the Class of 2019 who were representing their country at IOI, including Rares B. 19 (Romania), Nur S. 19 (Bangladesh), Kliment S. 19 (Macedonia), and Mateus B. 19 (Brazil). I also got to visit Kazakhstan, which is a strange, beautiful country: an ancient crossroads of civilizations, waypoint along the silk road, ruled by Khans, then by the USSR, and today an independent, comparatively-wealthy, and rapidly-developing nation. Between matches, contestants and guests of the IOI attend excursions meant to introduce them to the culture and history of the host country: in this case including the Medeo stadium, Kok-Tobe Mountain, the Sunkar Falcon Station, and the Kazakh State Circus, where I was pulled into the center ring by an enthusiastic clown and made to perform humiliating acts before ~300 computer science prodigies and their whooping retinues. Fortunately, I have long practice and much experience at embarrassing myself in public, so this event played entirely to my strengths. I ate horse meat and strange sweets, heard the history of the Kazakh people in story and song, and went for long dawn runs along the Big Almaty River that cuts a canal through the center of the city. It was one of the most unforgettable trips I suspect Ill ever take. sunrise over Almaty a Jaume Plensa sculpture outside my hotel that resembles the its counterpart the Alchemist at MIT a pepsi ad along the street the steps of the medeo monuments of the medeo view from the tien-shan mountains (atop medeo) of Almaty and the steppes stretching beyond While in Almaty I also made some time to visit the local EducationUSA (EdUSA) office in American Corner. EdUSA is a U.S. Department of State network of over 400 international student advising centers in more than 170 countries that offers accurate, comprehensive, and current information about opportunities for international students to study at accredited postsecondary institutions in America. I spoke to ~30 local Kazakh students (and some parents/teachers), interested in freshman, transfer, and graduate education and admissions at MIT, as well as American universities education and admissions more broadly. While we contain pretty comprehensive information for international students here on our website, if youre an international student interested in applying to American colleges generally I advise you to find your local EdUSA office and look through the resources they have there. One of the best things about my job is I get to travel to really cool places, at home and (now) abroad, to try to meet some of the best students in the world and help them make sense, not only of the MIT Admissions process, but also of themselves, and how they can best develop as scholars, but more importantly as people. Sometimes that means MIT, sometimes it means another university, and sometimes it means something else entirely. Everyone has to find their path me included. Last month, mine took me Almaty; I am grateful for the opportunity, and for the hospitality I was shown. I dont know where I will go next. All I can do all anyone can do is try to put themselves in new, occasionally uncomfortable, situations, and try to take what you can from them. Thats probably one of the lasting lessons Ive learned at MIT, and one Ive come to be the most thankful for.

The Importance Of A Culturally Competent Educator

Introduction A culturally competent educator must understand and ingrained themselves in the cultures of their school’s community. Furthermore, this competence has the potential to become developed inside and outside the classroom. As a future educator, my plan is to grasp the personal knowledge of the cultures in my school’s community through participating in volunteer work in the designated area. Additionally, I can expand the understanding of the proper approach for teaching students in communities with diverse cultures though reading books with similar experiences. Finally, my plan should consists of observing children’s behavior and interests throughout the school day to develop a curriculum which correlates to student’s personal†¦show more content†¦This approach can expand the knowledge of a multiculturalist ideology through engaging cultures which might not be familiar to one’s own personal community. Moreover, learning about the in terests and beliefs of people around a community can aid an educator to adjust the curriculum correlating to the interests and beliefs of people in this community. Conclusively, the best plan for me is to familiarize with the culture of the school is to involve myself and volunteer with the people in the community. Personal Growth Activity #2 Another personal growth activity effected in the classroom consists of reading books about teachers working in similar communities and school conditions as myself. For instance, although being raised in a diverse urban community, immigration is much more prominent integration of cultures presently than throughout my childhood. Therefore, if located in community with plentiful of immigrant students, I plan to read literature which teaches educators how to teach in such a designed community. Moreover, I think multicultural education literature provides an understanding of a similar community to the school district before experience the community firsthand. Nonetheless, through reading, teaching books with a similar cultural climate, I can comprehend and implement approaches deemed as successful with other teachers. Personal Growth Activity #3 Additionally, one last personal growth activity benefiting myself involves observing theShow MoreRelatedA Culturally Responsive Faculty Development965 Words   |  4 PagesThose who develop culturally responsive faculty development programs should examine the foundational principles upon which they are built; they will demonstrate the level of commitment to developing a cadre of culturally responsive educators. Any program, curriculum or agenda that does not have at its core the intention of creating an equitable society for everyone is a tool to maintain hegemonic practices (Gorski, 2008). 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The Merger Behind Daimler Benz And Chrysler Finance Essay - Free Essay Example

Sample details Pages: 21 Words: 6313 Downloads: 4 Date added: 2017/06/26 Category Finance Essay Type Research paper Did you like this example? On July 17, 1997, Chrysler CEO Bob Eaton walked into the auditorium at company headquarters in Auburn Hills, Michigan, and gave the speech of his life. Instead of reveling in four years of rapid growth, he warned of trouble brewing on the horizon. His urgent oratory, adapted from the nonfiction bestseller The Perfect Storm, a tale of three fishermen caught at the confluence of three potent storms off the Canadian coast, warned that a triad of similar factors threatened to sink Chrysler in the coming decade. Don’t waste time! Our writers will create an original "The Merger Behind Daimler Benz And Chrysler Finance Essay" essay for you Create order I think, Eaton said, there may be a perfect storm brewing around the industry today. I see a cold front, a noreaster, and a hurricane converging on us all at once. That is how one of the parts in one of the biggest mergers of our time saw the circumstances and preconditions which lead to the alliance of the American Chrysler and the German Daimler-Benz. In this paper we would like to analyze the complex decision making process and some of the negotiations involved. Since it is a multisided act, connected with various people, positions, influences, methods and data, we picked some topics we found really important. First we shall discuss the motives for the merger, since the reason why people engage in such a big enterprise influence their decisions and the negotiations involved. Then we shall show the implications of a merger of equals. Important factors of discussion and negotiation are the cross cultural aspects, which affect the decision making process as well. The difference in culture between Germany and the U.S. is evaluated in the cross cultural aspects of the DaimlerChrysler merger. Next to this the costs and benefits of the merger are discussed with their implications for negotiation. We shall also reflect on the differences in the working methods of the two companies, which could trouble the work of the alliance in the Future, therefore it is an important concept to be considered. Despite all the mentioned issues, we found it important to consider the personality of Jà ¼rgen Schrempp, the CEO of DaimlerChrysler, since preconditions, the very merger itself, and the following events were very much manipulated by him influence based not only on professional, but on personal motives as well. Company profiles and the reasons for the Daimler-Chrysler merger On May 7th, 1998, Robert J. Eaton, Chairman and Chief Executive Officer of Chrysler Corporation, announced that Chrysler would merge with Daimler-Benz. Daimler-Benz CEO Jà ¼rgen Schrempp hailed the union as a merger of equals, a merger of growth, and a merger of unprecedented strength. The new company, with 442,000 employees and a market capitalization approaching $100 billion, was expected to be very successful. Lets view companies profiles before the merger, the reasons for merger. Chrysler Corporation Chrysler Corporation, incorporated in Delaware, the US. Operated in two principal segments: Automotive Operations and Financial Services. In the mid-1990s, Chrysler Corporation was the most profitable automotive producer in the world. Chrysler had taken a risk in producing vehicles that captured the bold and pioneering American spirit when imports dominated the market the Dodge Ram, the Jeep Grand Cherokee and the LH Sedan Series. In these vehicles Chrysler found an instant mass appeal, and its U.S. market share climbed to 23% in 1997. The company was considered to be creative, innovative and risky. Their main products were minivans designed for mass market. That is why the values of their production process were reducing costs, finding new cheap solutions. Consequently the organizational culture could be described as innovative, informal, open, dynamic etc. Daimler-Benz AG Daimler-Benz AG, a stock corporation, was the largest industrial group in Germany with 1997 revenues of DM124 billion ($68.9 billion). Although known primarily for its luxury Mercedes cars, Daimler operated in four business segments: Automotive (Passenger and Commercial Vehicles), Aerospace, Services, and Directly Managed Businesses. But 95% of the income was from Mercedes Department. In comparison to Chrysler Daimler-Benz was more traditional organization with top-down decision making processes, hierarchical structure, strong subordination. They valued quality, traditions, procedures, perfection. Reasons for merger In spite of their size, reputation, long history both companies had objective problems. The solution was found in merger. Actually the motives for the merger could be the following: 1) To ensure stable growth and stability in the future New reality that can be described like (i) chronic overcapacity, (ii) retail revolution that empowered buyers, (iii) environmental concerns that threatened the very existence of the internal combustion engine, left no chances for Chrysler to succeed in the Future being alone. At 1997 the company was once again nearing a crisis point: a rapidly changing market meant that large amounts of cash would be needed to keep their product line up to date as well as to take their product to emerging and lucrative new markets. On the other hand Daimler-Benc could not feel secure either because its corporate strategy had a number of disadvantages e.g. dealing with a lot of businesses meanwhile 95% of income was from Mercedes Department that made the compan y unstable in long term period. Moreover its vehicle production method was particularly labor intensive requiring nearly twice as many workers per unit produced over Toyotas Lexus division. 2) Expansion to new markets Despite a booming U.S. economy, Daimler-Bencs luxury vehicles had captured less than 1% of the American market. They had neither experience of selling cars in the US nor distribution system in North America. Chrysler despite of being recognized car maker in the USA did not do business successfully on the continent. They had the same problems as Daimler-Benc had no experience, no partners, no distribution system. So merger seemed to be a great opportunity to benefit for both companies by using each others resources and experience. 3) Synergy from combined competencies There was almost no overlap in the companies competencies, product lines, market segments (they didnt compete to each other). So both companies had unique knowledge and objectively were inter ested in sharing it hoping to reach synergetic effect. From Merger to Acquisition Thus we can see that on the face of it both Daimler-Benz and Chrysler had very strong motives to combine their businesses. All these motives seem to be extremely logical, relevant, adequate and objective. Indeed two leaders of car market can decide to act like one player. From the view point of Chrysler a solution had to be found to the mentioned problems and the alternatives for such a big company, competing on an extremely dynamic market arent many. In the case of a decision about a future prospective such a giant company had to gather really reliable and relevant information (forecasts, calculations, subjective factors etc.), and to consider the risks and uncertainties connected to each and every possible step in the future. Without any doubts Daimler-Benz had to do the same. So when the merger was announced there was no panic among stake-holders indeed it was merger of equals, reasons were logical, consequences were considered predictable, companies looked equal. The decision seemed to be well though-out from the economic point of view. Analysts, observers, stakeholders were so exited expecting successful developing of the new alliance. But very soon everything went wrong. Autumn 2000 the German executives proclaim that: The Merger of Equals statement was necessary in order to earn the support of Chryslers workers and the American public, but it was never reality. Moreover the companies did not succeed in managing the merger-acquisition. How could stakeholders and the whole public be so mistaken? It can be easily explained if we pay attention to some very important factors the stakeholders and top-management didnt take into account while analyzing the need for the merger and then during managing it. First of all and the most important is that this decision-making process was much more based not on rational but on personal reasons. So we can say that stakeholders decision that the merger was good was based on representativeness Heuristics. Indeed t here is a stereotype that big companies act absolutely rationally; Daimler-Benz and Chrysler were big respected companies, consequently everybody suggested that the merger was well thought-out decision based on rational motives and reasons. But in fact in this case much of the decisiveness of the German company was based on the personal and managerial features of the chief executive officer of Daimler-Benz, Jà ¼rgen Schrempp, on which we shall touch upon later in the paper. What is important is that Schrempps motives for the merger had more authority and stubbornness in themselves, than needed, and in the same time less common sense and supportive data. Liebler, DaimlerChryslers Senior Vice President said: It was an acquisition, and by calling it something else, we confused a lot of people on both parts of the Atlantic. As we all know relevant information is extremely important in a decision making process, so by announcing this as a merger, the companies gave misleading informa tion. For example in the trial about the merger U.S.- billionaire Kirk Kerkorian and his Investment company Tracinda accused DaimlerChrysler of cheating. Kerkorian argued that from the outset the merger was an acquisition. Therefore Kerkorian would have got more money (higher premium) for the exchange of share certificates. In the decision making process the question about merger or acquisition was quite important. The Chrysler board of management would never have accepted the merger, if they had known that Schrempp, from the very day he walked in Robert Eatons office in Auburn Hills in January 1998, he intended to swallow Chrysler whole..( he told so in a rare interview for the Financial Times of London) Then while managing the merger cultural differences appeared, the analysis of which follows. The cross-cultural aspects of the DaimlerChrysler merger The merger between Daimler-Benz and Chrysler was supposed to be the merger of the century, but it didnt work as planned. So what went wrong? When two powerful companies from different countries merge, theres always expected to be a clash of two cultures. But in DaimlerChrysler case, it seems that their clash was a text-book example of how things can go wrong when trying to combine the two cultures. Even though German and American business cultures may seem very similar there are still some distinctive features to both of them. According to Executiveplanet.com What to know before negotiating , American business culture puts emphasis on competition and individual achievements and creativity. They often like to open the negotiations with a small talk about some topic not relevant to the negotiations. The phrase time is money is also taken seriously in American business culture: businessmen are not afraid to say no and are used to make decisions fast. It is also acceptable to add pe rsonal feeling into business life. German business in the other hand is said to be less risk-taking culture as Americans. They tend to be less spontaneous and like to follow the old traditions and rules of the company. Personal feelings and relationships needs to be left out of the negotiations and business in general, they like to keep their personal lives and business separate. When analysing more closely about the differences between these two cultures, use of Hofstedes famous cultural dimensions provide lots of information. During the 1970s Dutch organisational anthropologist Geert Hofstede researched work-related values in employees of IBM. From this researched he derives four cultural dimensions that are found in organizations around the world. The four dimension are Power Distance (PDI),individualism/collectivism(IDV),masculinity/femininity (MAS) and uncertainty avoidance (UAI). Later on he also added a fifth dimension, Long Term Orientation (LTO). As seen on the table comparing German scores with American scores, there is a difference. The PDI index is almost the same, meaning that the lower the score, less inequality there is in the society and organisations. Also the MAS index scores for the both countries are pretty high, meaning that both Germany and USA are more or less masculine societies. In the UAI index there is a difference to be noticed. This difference means that American organisations are more comfortable with unstructured situations than Germans. The lower the score, the more rule oriented society it is. Finally, the index that shows most dramatic differences is the IDV index. USA was said to be one of the highest scoring countries in this index, meaning that they are very individual society and puts emphasis on individual achievements. In the other hand, Germany is more collectivistic culture where interpersonal relationship count more. Now that weve gone through the differences in German and American cultures, we can analyse wh at went wrong in the DaimlerChrysler merger in a cross-cultural point of view. As Sydney Finkelstein states on her case story DaimlerChrysler merger, when it came down to the principles involving the deal, there were no clashes of cultures. There were no noticeable differences on the general management level, they looked the same, talked the same and had same interest. Of course the differences are more visible when having a negotiation with for example Japanese business men when their appearance is different and they may not even speak the same language. The problems arise when the Germans continued to run their part of the company in German way and the Americans did the same thing in their side. With all the cultural differences analyzed above, it is easy to see why there were so many conflicts. After the merger, the differences started to show. Although the management spend a lot of money to make their employees aware of each others cultures in a very practical level, the big problem was that the general business and management structures remain unchanged. Chrysler, who had its headquarters in Michigan valued efficiency, empowerment, and equal relations among staff; and in contrast Daimler-Benz who had its headquarters in Stuttgart seemed to value respect for authority, bureaucratic accurateness. The different styles of communicating and negotiating caused confusion. Germans felt unease by the unstructured ways and by contrast, Americans thought that the way Germans handled thing were too formal and frigid. Americans couldnt understand why people from Daimler-Benz didnt care about details such as the shape of a pamphlet send to their employees. According to Ronald Klein, DaimlerChryslers manager of corporate communications: Germans analyze the problem in great detail, find a solution, discuss it with their partners and then make a decision. Its a very structured process. In contrast: Americans start with a discussion, and then come back to new aspects af ter talking with other people after a process that they call creative- they come to a conclusion. Naturally these kinds of different communication styles causes confusion and chaos inside the company. Also the differences in salaries werent helping the workers from the two companies to feel equal. American employees earned noticeably more than their German colleagues and this caused tension inside the new build company. The brand images behind the two companies were very different. Chryslers image was all-American cowboy, providing cars for blue collar customers produced within a cost-controlled atmosphere whereas Mercedes-Benz portraits high class German engineering and is known for its luxury cars. In the next part we shall give some further explanations to other costs (except those, caused by cultural discrepancies) and the occurring benefits of the merger. Cost and Benefit Analysis The two CEOs believed that the industry was running on overcapacity. Potential benefits of combining car manufacturers as we mentioned could arise from the general synergy sources (joint product design, development and manufacturing, combined purchasing, other economies of scale and brand expansion and diversification). In this part the financial side of the merger will be discussed. Next to this we will also deal with the non financial benefits. The influence of all of this is analysed. The financial side Chrysler As most companies want, Chrysler wanted this merger to maximize value for its stockholders. They wanted this merger to be tax-free for their U.S. stockholders and the resulting company to be tax efficient. They had the following expectations of the merger: Management expected benefits of $1,4 billion in the first year of merged operations, and annual benefits of $3 billion within three to five years Chrysler stockholders receive Daimler-Chrysler ordinary shares so they are able to participate in the combined companys future growth The combined financial strength will be greater so new markets can be entered easier Credit Suise First Boston (investment bank) analysed for Chrysler a two case scenario in case they did not merge. The Chrysler base case projected an average income for 1998 until 2002 of $72.2 million (reflects Chryslers current business plan, including Chrysler management forecasts for fiscal years 1998 through 2002). Based upon the analysis of Daimler-Be nz as well, CSFB projected that the merger would lead to smaller earnings per share for Chrysler and bigger earnings per share for Daimler-Benz for 1999 and 2000. But the theoretical trading value of a DaimlerChrysler share would be greater than the share prices of Chrysler or Daimler-Benz on a stand alone basis. Daimler-Benz Daimler-Benz wanted as well to maximize value for stockholders, that it be tax-free to Daimler-Benz stockholders and tax efficient for DaimlerChrysler. In addition they wanted the result of a merger to be a German stock corporation, to enhance the likelihood of acceptance by all important stakeholders. In addition, Daimler-Benz believes that the increase in market capitalization will provide enhanced liquidity for Daimler-Benz stockholders. Goldman Sachs estimated pre-tax annual savings as the result of synergy from $0 to $1,6 billion (scenario specific). Earnings per share would increase on average with 40% depending on the level of cost savings by synergy. Daimler-Benz believes that the increase in market capitalization will provide enhanced liquidity for Daimler-Benz stockholders. Non-financial benefits The opportunities for significant synergies afforded by a combination of Chrysler and Daimler-Benz are not based on plant closings or lay-offs, but on such factors as shared technologies, distribution, purchasing and know-how. These are other major benefits: The automotive industry will become more and more consolidated. This results in a smaller number of larger companies surviving as effective global competitors The combined company will be stronger than the companies individually, because of the already indicated companies complementary strengths Chrysler being better in sport-utility vehicles and minivans while Daimler-Benz being stronger in the high end and luxury automobiles. Chrysler has a reputation for product development and Daimler-Benz for engineering complements. The Daimler-Benz Management Board viewed the combination with Chrysler as an opportunity to strengthen Daimler-Benzs competitive position. This is because the merger covers virtually the entire ma rket. As well geographically as in product markets. The parties concluded that a primary goal of the merger is to create a market system for the Daimler-Chrysler ordinary shares that is the most efficient and investor friendly. But there were still some major financial points of discussion: Valuation. Daimler-Benz shares have had a higher price/earnings multiple than Chryslers, although Chrysler has had higher earnings Finding a structure that would result in a tax-free transaction for both companies stockholders and in future tax-efficiency Chart of DaimlerChryslers stock price Influence of financial factors on negotiation There was no power imbalance from financial point of view. Both companies where getting less and less successful in their field of business. Both companies were dependent on the other for survival. On one hand does this power balance increases the progress of the negotiation since no company has to be afraid of losing power. On the other hand it can become a negotiation where no company wants to compromise since they have the same rights. In the face of goal setting both companies agreed. They both wanted it to be tax-free and tax efficient. Having equal goals is very beneficial for all negotiations. In the sense of motivation they where similar as well. They both saw the need to merge in order to stay competitive. Again this makes negotiation easier since equal motives generate equal goals. These similarities suppose a cooperative negotiation style. This merger could be ranked as a typical example of a win-win situation. The parts would see each other as collaborators ins tead of opponents. And consequently this way of approaching a negotiation would yield the best results. That unethical tactics of negotiation and the other significant aspects connected with the merger where used came clear afterwards. Differences in operation process and management technique, different requirements and principles for quality and efficiency. The companies were almost meant to be partners in terms of operations but the differences between them in this field as well were sometimes too far-reaching, which made the merger less effective than previously presumed. Lets start with naming some of the obvious operation advantages of the merger before we turn to problems and disadvantages: Advantages of the merger Mutual advantages Common opinion states that it was Chrysler who mainly profited form the merger. Daimler-Benz offered the American firm the quality of Mercedes to improve the dull Chrysler brand image and save the company billions of dollars in warranty costs. But Daimler-Benz also has advantages to being linked with Chrysler. Although Chrysler has not been known for its quality, the corporation has always been coupled with creative styling and the product innovation we referred to previously. Daimler-Benz could use help in these areas, as well as decreasing its development costs. The German firm typically employs only a handful of close suppliers, therefore driving up costs. Because Chrysler employs several different suppliers, costs remain relatively low. Merging the two companies, when put in this light, seems to have been a match made in heaven. The already reported perfect fit of product lines Financial analysts at the beginning were all excited about the perfect fit of product lines, regional penetration and technical and operational strengths. Uncalculated savings were anticipated in warehousing and logistics for spare parts. Combining RD department Chrysler and Mercedes have started combining their research and development operations for key technologies such as fuel cells. Last year for example, Mercedes began building its M-Class vehicle in Chryslers plant in Graz, Austria. Still, achieving synergies will take time. Many things you can only implement in one generation of products, which takes four to five years, says Schrempp. So this is crucial for the company to combine forces and benefit form advantages of scales. Joint purchasing of steel and other commodities The first full year of the merger, through joint purchasing of steel and other commodities DaimlerChrysler had saved $1.4 billion in 1999. Sharing interchangeable parts has proved Although sharing interchangeable parts has proved tough, German and American engineers agreed early on that Chrysler could share Mercedes technology: But when Chrysler engineers wanted to incorporate some of those components into the next-generation Dodge Intrepid and Chrysler Concorde, the Germans dragged their feet, according to sources close to the company. The Germans apparently worried they would be caught short of supplies if demand soared for the more profitable Mercedes cars. Theoretical insight of the pointed advantages Those positive outcomes of merger are results of win-win approach of decision making and negotiation processes in the questions dealing with operations. Both companies discovered their weak points and discussed how they can profit from cooperating with the partner it this particular domain. They set priorities, identified the underlying concerns and tried to solve them by cooperation. The wisely combined capacities tend to benefit form advantages of scale. They share knowledge, experience and facilities in fields where distinct advantages can be gained. Disadvantages of the merger Now lets unveil some problems that the companies faced after the merger. Following are the main reasons, from the operational point of view for the merger to be considered as failure. Big communication mistakes Communication mistakes, probably, started on the day the deal was officially announced. The problem grew from the fact that the employee audience received minor attention, as it mainly focused on lawyers, investment bankers, senior management and shareholders. The Merger of Equals statement was necessary in order to earn the support of Chryslers workers and the American public, but it was never reality. Later we now that Schrempp confirmed, that he never intended this to be a merger of equals: as the months of ineffective management were passing the mood at the company was fast switching from concern to panic. This caused managers fear for their careers, and in the absence of assurance, they assumed the worst. Jà ¼rgen Schremp didnt help the situation, he looked at Chryslers past success and told himself there is no point in trying to smash these two companies together. At some point he even almost cut off from American partner. He said lets let the Chrysler guys continue to ru n its operations because they have done a great job in the past. It was a misjudgment. What they didnt take into account was that immediately prior to the consummation of the merger or shortly thereafter, enough of the key members of that former Chrysler management team left being uncertain about their future job security. Assembly systems quality highly overestimated by Mercedes When German engineers went to take a closer look into American factories (after the merger!) they were very surprised about the quality of assembly lines and the work being done. There were no quality checking systems at all or they were out of the date. American assembly lines were very old and were not compliant with German standards. This is when Germans realized that there are billons of dollars needed to be invested in order to bring the American lines back to reasonable quality levels. It is quite surprising that those detailed analyses were not conveyed before the merger took place. Decreasing quality of new Mercedes-Benz cars Instead of increasing in Chrysler quality we can observe a drop in Mercedes-Benzs quality. In late November 2000 we find out that DaimlerChrysler not only faced quality problems within the Chrysler unit, but also with regards to the Mercedes-Benz brand. Internal company reports had concluded that the corporation had been underestimating the so-called Quality Early-Warning System from the corporations car dealers. Particularly technical problems emerged as a major area of discontent among dealers and customers. Because of problems with quality Mercedes sales and market share declined and it lost its leader position in the luxury cars segment in favor of BMW cars in 2004. Different product development philosophies Differing product development philosophies continued to hamper joint purchasing and manufacturing efforts as well. Daimler-Benz remained committed to its founding credo of quality at any cost, while Chrysler aimed to produce price-targeted vehicles. This resulted in a fundamental disconnect in supply-procurement tactics and factory staffing requirements. Upon visiting the Jeep factory in Graz, Austria, Mercedes chief quality officer proclaimed: If we are to produce the M-Class here as well, we will need to create a separate quality control section and double the number of line workers. It simply cant be built to the same specifications as a Jeep The M-Class was eventually built in Graz, but not without an expensive round of hiring and standard increases to meet Germans manufacturing standards. Decrease in financial operating indicators for both companies. In 2001, three years after a merger of equals , the outlook is much bleaker. The financial data is less optimistic. The U.S. market share in auto industry has sunk to 14%, earnings have slid by 20%, and the once independent company has been fully subordinated to Stuttgart. Its key revenue generators the minivan, the Jeep SUV, and the supercharged pickup truck have all come under heavy competition from Toyota, Honda, General Motors and Ford. Theoretical insight of the pointed disadvantages We can name 3 main possible sources of problems: Too much attention is given to short-term issues, such as settling the deal, to the detriment of long-term corporate identity and strategy. We think there was no proper agenda of the sequence of the operations, objectives and goals were poorly defined. Leadership issues are not properly recognized. Proper management structures and supervisory responsibilities are very important. Lack of attention and support of German CEO and German mangers caused the highly skilled and valuable American employees to leave the company for its competitors: Ford and GM. Communications problems. The managers of both companies committed significant communication mistakes while announcing that this will be the Merger of Equals (it was never meant to be). They didnt say the truth in order not to scary away American shareholders and not to decrease morals of American employees. This is not the way to solve such kind of problems. Company should educ ate the public and employees instead of lying to them. Open discussion and explanation would probably keep the employees and shareholders being loyal to the company. Jà ¼rgen E. Schrempp: Origin and Background: Jà ¼rgen Erich Schrempp (born September 15, 1944 in Freiburg) is the CEO of DaimlerChrysler. He will resign from his post in December, following a decision of the board taken on July 28, 2005, and will be replaced by Chrysler front man Dieter Zetsche. He is married to Lydia Schrempp, with whom he has a daughter and a son. Mr. Schrempp has two sons from a previous marriage. Mr. Schrempps international experience is the result of long-term assignments in Europe, South Africa and the United States and, over a more than forty-year career, managing a complex and global array of financial, organizational challenges. Under his leadership, Daimler-Benz bought out the former Chrysler Corporation to become the current company. Before becoming the CEO of Daimler-Benz in 1995, Schrempp headed the aerospace division of Daimler-Benz, then called DASA, which is EADS today. DASA acquired the Dutch aircraft manufacturer Fokker that was already in trouble in 1993 after it signed the contract stating the intention to take Fokker over on October 30, 1992. Schrempp called Fokker his love baby. On January 22, 1996, after having subsidized the losses of Fokker with billions of Deutsche Marks, Daimler-Benz decided to stop putting more money into Fokker that subsequently went bankrupt. He is a Director of the South African Coal, Oil and Gas Corporation Ltd., Vodafone Group plc, UK, and Compagnie Financià ¨re Richemont S.A., Switzerland. Additional engagements include the Advisory Board of Deutsche Bank, the European Advisory Board of Harvard Business School, and the German Council of INSEAD. Strong personality features: In the 1990s, Jà ¼rgen Schrempp tore up the rules of German management. His rescues of the failing companies Deutsche Aerospace and Daimler-Benz established his reputation as a management miracle worker. But his methods mass redundancies, elimination of entire business units and most of all his assault on the social market consensus between workers and managers also made him feared and hated by many in Germany. Now Schrempp has found a global profile, thanks to his merger of Daimler with Chrysler in 1998, and his Germanisation of Chrysler is proving equally controversial in the US. Men like Schrempp are always forward-turned; he is a live wire and sets the pace that it is almost impossible to follow him. An exemplary situation from the board meeting in Seville: Bud Liebler, head of Chrysler marketing, stood up. I dont know how were going to get anything done, Liebler said to the packed room. We talk about speed, but all I hear about is committees. Schrempp just about jumped o ff the podium. He jabbed his finger in the air, then pointed it directly at Liebler. We are not going to slow anything down! he boomed. If you can come up with any example of slowing down, next time we meet Ill buy you the best bottle of red wine you have ever had! Speed is one of his favorite words and everything is in line with it: He is very fast in coming to a decision (not typically German feature, as we pointed it out when discussing the cross-cultural issue). Acquaintances of him suggest that you can feel it, when hes in range. When he once comes to a decision he consequently pushes it through regardless of losses! So he releases top-class managers if he thinks they are unnecessary. In the same way he acts at Chrysler in the United States. Walter Chrysler in person prohibited in his lifetimes smoking and consuming alcohol in his company. Schrempp ignored it! Jà ¼rgen Schrempp grew up in hard times (for Germany). His father worked as an administration secretary of the uni versity with a small income so Mr. Schrempp left school after the O-level (ten years out of 13) and started an apprenticeship as mechanic at Daimler-Benz. With the certificate of apprenticeship he left the company to study engineering. In the year 1967 he came back to Daimler as a graduate engineer. Born into a lower social class and the proximate advancement is maybe one of the reasons of his harshness: He absolutely wanted to be the boss. After he replaced Edzard Reuter as the head of the Daimler group followed a shake-up that was unprecedented in the culture of German management, which was based on job security, generous benefits and paternalistic management. Schrempp sacked over 60,000 workers, including most of the staff in the Stuttgart head office, and cut a third of the groups 35 departments. The surviving departments were warned that if they did not earn a 12 per cent return on their capital, they also faced elimination. Fokker and much of AEG were closed down; corporate survival was more urgent than prestige. Schrempp knew no limits. He climbed in the Italian Alps with Reinhold Messner, the first mountaineer to scale Mount Everest without oxygen. He played chess with champion Gary Kasparov in matches at Daimler headquarters. As described the personality of Jà ¼rgen Schrempp is very one-sided. He is a workaholic who always got what he wanted. In the Decision Making Process of the merger of Daimler Chrysler his personality was the actuating part. He decided the when, the who and the howÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¦ His role the merger: Of course he was the moving power, but here only his personal benefits should be specified. When and why did Jà ¼rgen Schrempp decide to take the risk of the merger? Malicious tongues say Mr. Schrempp pushed through the merger, because he wanted to reach the income-level of U.S. managers! And indeed, his income increased enormously! Before the merger, 1997, Mr. Schrempp earned about one million USD per year and then (2000), because the income in the DaimlerChrysler Corp. must be adjusted, he made more than ten million USD (est.) per year. Thus he became the manager in Europe earning the most. This financial incentive could absolutely be one of the personal motives of the merger. At the moment more and more people, even so called Top-Managers mention this. Further we would like to point out the Creation of a World Corporation. When he masterminded the merger of Daimler with the US Chrysler Corporation to create Daimler-Chrysler, Schrempp wanted to make Daimler into a global c ompany that could produce both small and large cars. To do this, he needed to acquire a US company, and Chrysler was the best candidate. His wish to create a world corporation could be explained by his resume: When he was young he had nothing but than he became one of the most important managers in the world. To top this he had to do something special, what nobody did before: The creation of a world corporation! Theoretical insight: The process of making choices from among several alternatives ended for Mr. Schrempp in this merger. Of course he had some alternatives, but he wanted the World Corp. under his leading. The uncertainty of a merger always is associated with risk. What makes the outcome of the merger risky is the probability of obtaining the desired outcome. Furthermore uncertainty is the fundamental cause of stress. The sources of stress, the stressors, were organizational: task demands, interpersonal demands, leadershipÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¦! What was the stress defense mechanism? Aggression, he attacked or influenced the stressors directly. From this follows that Mr. Schrempp belongs to Type A, because he is impatient, aggressive, forceful and absolutely devoted to work. A big problem was that Mr. Schrempp as CEO calculated his subjective probabilities based on personal beliefs or hunches. We are pretty sure the Daimler board of management on the one hand used the modern Decision-Maki ng Techniques like doing operations research with the latest analysis models, but on the other hand, because Daimler was and still is a very traditional German company with a top-down management and decision-making structure, the CEOs decisions are made habitual. Mr. Schrempps decisions are influenced by, as described before, his strong personality features and maybe by the financial incentive of his new future income. To make an assumption, he used the business ratio of Chrysler of calculated with it. Due to the decision-style model Mr. Schrempp is a part of directive style: He prefers simple solutions (he had the idea of and pushed the merger through), makes decisions rapidly (period of development of the merger), does not consider many alternatives (need for a merger = with an American company = Chrysler is the one!), and he relies on existing rules (traditional German manager). So he is mixture of the judging and sensing type. Conclusions The merger of the German Daimler-Benz with the American Chrysler was a complex process, influenced by many factors, consequently the decision making involved was also complicated and multi-faced. On the bases of the research done and considering the standpoints mentioned, we can conclude that basically the merger was well planned financially with the aim of using the listed advantages of the alliance, and its was skillfully announced too the media and to all stakeholders. In the long term however difficulties such as differences in managing and operational techniques of the two companies, cultural clashes, stakeholders dissatisfaction because of the acquisition, werent really considered. The logical question is why? Or maybe these issues were considered, but there was someone, whose aims prevailed over the rational contra arguments and the common sense. The personality of Jà ¼rgen Schrempp dominated the combining of the two companies to such extent, that enormous risks were taken, relevant data and significant problems were left out of consideration. Therefore the decision making process was also strongly manipulated by Mr. Schrempp1 personal motives.

Apple, a Socially Responsible Corporation Free Essays

string(54) " calculate greenhouse gas emissions for each product\." Apple, a Socially Responsible Corporation It is no mystery that companies exist and desire to make a profit from their product or service being offered. However, it is becoming increasing popular that companies desire to achieve social responsibility in order to increase their public image, which in turn should lead to increased profits. In this class, we learned that social responsibility is the duty to take an action that will benefit the interests of society and the organization (Kinicki Williams 2011). We will write a custom essay sample on Apple, a Socially Responsible Corporation or any similar topic only for you Order Now One of the ways to become more socially responsible that is adopted by many companies is through green management, which is referred to using various policies to reduce environmental problems (Tim Barnett, n. d. ). More and more companies are becoming concerned about the impact their organization is having on the natural environment. Green management can, and should be, done by small and large organizations since it can increase the public image of the organization, thus affecting consumer’s perspectives and investors’ behavior. In the short-term, going green means that management assists in saving the natural environment. However, in the long-term, the costs will be reduced, thus increasing profits as well as achieving green management through waste minimization and improved energy efficiency. Therefore, making â€Å"going green† a win-win situation. By contrast, those companies that continuously cause pollutions will be criticized as companies of social irresponsibility, which will damage their public image and affect the sales of their products. For this research paper I have chosen to discuss Apple Inc. nd how they are a socially responsible corporation. Apple (then Apple Computer) was built by Steven Wozniak and Steven Jobs in April of 1976. For more than two decades, Apple was predominantly a manufacturer of personal computers, including the Apple I, II, Macintosh, and Power Mac lines. In 1985 Jobs was fired from the corporation he had help start. However, due to the low market share and rocky s ales experienced during the 90s, Jobs returned as Apple’s CEO in 1996 (Company History, n. d. ). Apple’s products now include MacBook, iPod, iPhone, iPad, as well as some online services like iTunes and iCloud. Since Apple is currently the largest technology firm in the world, its policies about environment protection are certain to carry weight by public and even have some level of impact on the behavior of its suppliers. [update] One way that Apple has become socially responsible is by creating products that are multi-functional. In 2010, Apple launched a new product, the iPad. The iPad provides multi-functions such as e-book reader, cameras allowing for Face Time and HD video recording, Wi-Fi, 3G, and theater and music repository to name a few. This means that consumers who own an iPad no longer need to purchase e-book reader, camera, mp3 or mp4, and even the DVD player since it has gathered the functions of various products in one. In other words, it has fulfilled the different desire of the consumers in just one product. Perhaps this is why the iPad had been sold out in the first quarter of the 2010 financial year. Apple has also successfully developed a longer-lasting battery which outlasted competitor’s batteries. This means that consumers could save money since they will need not to buy new batteries frequently, which is important to consumers in deciding which technological products to choose. Moreover, Apple is also concerned with the energy efficiency. Every single Apple product not only meets but exceeds the United States Environmental Protection Agency’s strict ENERGY STAR guidelines for efficiency. Apple is the only company in the industry that can make this claim. The experience about designing the software and hardware system gives Apple a convenience to achieve this mission. For instance, the power consumed by Mac mini is one-sixth of power consumed by a typical light bulb! Such design can satisfy the demand of consumers since it can reduce the expenditures of electricity and thus can reduce their living expenses. In long-term, it can help this company to increase sales of their products. Apple has also developed a smaller and lighter packaging which has the ability to protect the products as well. For example, the new version of MacBook is fifty-three percent smaller than the first generation of MacBook. This kind of efficient packaging design not only enables the company to reduce the raw materials needed in and waste brought from the production process, it also helps to reduce the emissions produced during product transportation since a vehicle can carry more products, thus, reducing the amount of boats and planes used in distribution. Obviously, the smaller packaging decreases the cost of production such as fees for warehouses used and materials used as well as make their product easily carried by consumers. Another example is the packaging for the iPhone. It is almost entirely recyclable and its retail box is made primarily from bio-based materials. In addition, its packaging is extremely material efficient, allowing more units to be transported in a single shipping container. The paper used in packaging of every unit of iPhone 4 were reduced from 136g to 120g compared with that of the iPhone 3GS. Apple iPhone packaging is now getting smaller and smaller with each and every generation which is more economical and environmental. On the other hand, Apple’s retail stores implemented a â€Å"no plastic bags† policy in order to cut back on unnecessary packaging a few years ago. Plastic bags are difficult and costly to recycle, they will break down into tiny particles that contaminate the soil and waterways and penetrate the food chain when animals ingest them. They clog up gutters and drains causing water and sewage to overflow and become the breeding grounds of germs and bacteria that cause diseases. Therefore, this policy taken by Apple can help to significantly reduce the pollutions caused by thrown away plastic bags, especially since the quantities of products sold by Apple are over millions. Apple uses the Life Cycle Assessment (LCA) to calculate greenhouse gas emissions for each product. You read "Apple, a Socially Responsible Corporation" in category "Essay examples" The Natural Resources and Environmental Protection Act requires that manufacturers of new televisions, computer and printers must have established an electronic recycling program by April 2011. (Roger Mock, 2011) As one of the manufacturer of technology production, Apple offered Electronic Waste Takeback Program which was established as part of Michigan Law which refers to proper disposal of hazardous materials. Hazardous material can damage our health by increasing cancer risk, damaging our body system and even lead to death. The European Restriction of Hazardous Substances Directive restricts the use of lead, mercury, cadmium, hexavalent chromium, polybrominated biphenyls and polybrominated diphenyl ether, which Apple complies with. Apple also complies with the Consumer Product Safety Improvement Act of 2008 which pertains to the lead content of consumer products and the Registration, Evaluation, Authorization and Restriction of Chemicals Regulation CH (REACH) which pertains to chemicals and their safe use. In addition, Apple is on the European Chemicals Agency list for producing products that do not contain any substances of very high concern. Further, Apple, along with other top smart phone companies, signed an agreement on the standardization of mobile phone chargers which reduce the electronic waste and greenhouse gas emissions of such by the thousand tons (Apple Inc, 2012). To minimize the environment impact, Apple refers to precautionary principle to reduce and eliminate environmentally hazardous substances from their products. There are three important elements of this principle: preventative action, voluntary elimination and proactive search for safer substitutes (â€Å"Latest News about Environmental Protection Laws and Regulations,† 2010). They planned to completely eliminate the use of hazardous substances such as PVC and brominated flame retardants (BFRs) in its products by the end of 2008. They have worked with the manufacturing partners to eliminate BFRs and harmful toxins. Finally, all Apple products are now free of BFRs and PVC and Apple plans to eliminate all forms of chlorine and bromine. The effects of hazardous substances can be skin irritation, asthma, losing consciousness, cancer, infection from bacteria and other micro-organisms, and on occasion, death. So, it is necessary to eliminate these harmful substances. Apple carefully manages the environmental impact of its facilities, and as a result they represent only two percent of its assessed greenhouse gas emissions, which come from the production, transport, use, and recycling of products (Apple Inc, 2011). Apple now discloses full product lifestyle emissions and carbon footprint; it primarily reports on their facilities as a gauge of its environmental impact. For purpose to reduce the environmental impact, switching off the light and recycling office waste are not enough. There is the biggest impact of this company on the environment when using Apple’s products. That’s why Apple focuses on their product’s design and innovation. Apple has taken significant steps to lessen greenhouse gas emissions produced by its facilities worldwide (Apple Inc, 2011). Code of Ethics is a formal document that states an organization’s primary values and the ethical rules it expects managers and non-managerial employees to follow. The code of ethics for Apple is â€Å"Ethics: The Way We Do Business Worldwide, 2005. † It is applying all employees, including its top management. Apple’s stated policy includes expectations about maintaining high standards of business conduct, to be ethical in business dealings, to avoid conflicts of interest, to respect confidentiality, to conduct business within the law and to conduct business which benefits communities. Apple now requires suppliers to commit to their comprehensive Supplier Code of Conduct as condition of their contract with them since Apple is committed to ensuring that the highest standards of social responsibility throughout their supple base. Apple requires suppliers to provide a safe and healthy work environment, so suppliers must eliminate chemical hazards or minimize the use of some harmful materials according to the legal requirement (Apple Inc. 2012). In 2005, Apple started a recycling program. At that time, Apple decided to hold a free recycling program for its iPod digital music player. Their customers were able to bring the iPod to any of Apple’s (then) one hundred retail stores in the United States for free, environmentally friendly disposal. Besides that, those who brought their iPod in to recycle would receive ten percent discount on the purchase of a new iPod on that day. This program continued until 2010. In 2010, Apple announced the updated program which increased the products eligible to be recycled. Now, iPod, iPhone, iPad and Mac can be sent to Apple retail stores for recycling (Apple, 2012). They have two categories on the recycling program which are computer reuse and recycling as well as iPod and mobile phones recycling. For the computer reuse and recycling program, they undertake the community to solve the environmental problems, especially the pollutions which may be caused from Apple’s productions. People can bring their old Mac batteries or computers whether they are working or nonworking. If it can be reused, then they will be given an Apple gift card which can be used to purchase Apple’s products. Otherwise, they will recycle it responsibly at no cost to the customer. Apple also accepts the computers which are non-Apple-brand because Apple contracts with WeRecycle! to process recycling for those products. iPod and mobile phone recycling is a program that is similar to the two programs mentioned previously. However, if the person doesn’t live near any Apple retail store, he or she can simply go online to the Apple website and complete the form and recycle the iPod or mobile phone via mail (Apple 2012). Finally, Apple has become a socially responsible corporation with the implementation of a commuter alternative program which has more than ten thousand employee participants. At Apple headquarters in Cupertino, California, the company pays one hundred dollars per month of employees’ bus, train, light rail, vanpool, and other transit costs through its Apple Commuter Alternatives Program. They have more than eleven hundred Apple employees that ride their free biodiesel commuter coaches daily. Apple also provides lockers, showers, and turn-up subsidies for their employees who cycle, walk or run to work. In addition, Apple maintains a database of the employee’s addresses and working schedules for those who are interested in ridesharing or carpooling. Further, Apple has offered free shuttle services for its employees as their workers transport between the Bay Area and Cupertino. Those shuttle buses provide seats with individual power connectors to run and charge notebooks while in transit as well as being equipped with Wi-Fi for internet connectivity. Apple estimates that these programs have eliminated the use of over a thousand single-occupant cars per day, thereby saving the environment of the pollution of over a thousand single-occupant cars per day. As you can see, Apple has put forth a lot of efforts in green management and being more socially responsible. According to Senior Vice President of Hardware Engineering, Bob Mansfield (2012), â€Å"Apple makes the most environmentally responsible products in our industry. † They achieve this through several perspectives: the product (e. g. multi-functional products), the employees (e. g. commuter alternatives programs) and the environment (e. g. reduce using material that will harm the environment). Apple is strict and has a high demand in environmental safe programs. That’s why they design them to use less material, ship with smaller packaging, be free of toxic substances, and be as energy efficient and recyclable as possible (â€Å"The Story Behind Apple’s Environmental Footprint,† 2012). Further, Apple not only meets government requirements, but they exceed them and still continue to improve their products to continually reduce the harm to the environment. Perhaps other companies should consider using Apple as a role model and together try to save the environment. After all, it is the only one we have. References 1. Unknown. (n. d. ). Company History: 1976-1981. In undefined. Retrieved November 18, 2012, from http://www. apple-history. com/h1. 2. Mansfield, Bob. (July 13, 2012). A Letter From Bob Mansfield. In Apple and the Environment. Retrieved November 18, 2012, from http://www. apple. com/environment/letter-to-customers/. 3. Unknown. (2012). The Story Behind Apple’s Environmental Footprint. In Apple and the Environment. Retrieved November 18, 2012, from http://www. apple. com/environment/. 4. Apple Inc. (January, 2012). Apple Supplier Code of Conduct. In undefined. Retrieved November 18, 2012, from http://images. apple. com/supplierresponsibility/pdf/Apple_Supplier_Code_of_Con How to cite Apple, a Socially Responsible Corporation, Essay examples

Importance of Communication Skills-Free-Samples for Students

Question: Discuss about the Importance of Communication Skills. Answer: Enhancing communication skills has been an important part since the early years of my life. I faced issues in communicating my ideas with the other person. This has typically affected my confidence to gain communication abilities. Presently as a grown-up I have gained effective communication upgrades yet at the same time I am experiencing difficulty in managing discernment and mental self portrait (Austin Pinkleton, 2015). Poor communication has always caused problem while communicating my ideas. I am thereby able to manage the effective communication process by exhibiting the extraordinary skills. This will certainly allow in maintaining a better communication practice (Berkenkotter Huckin, 2016). However in the recent time, all these communication practice has helped in developing better goals. Initially I was facing issue in delivering the speech. This Kind of issues is faced while introducing oneself publically(Suter, Arndt, Arthur, Parboosingh, Taylor Deutschlander, 2009). I comprehend that I have different characteristics yet similar mental self portrait. This will definitely help in appealing to the people around. I would however like to be located as that cheerful person who is agreeable in his own particular was of doing things. This is odd to locate that my behavior is changing almost every day that is helping in improving the communication process. I have achieved better communication skills that has certainly allowed in allocating the best possible capabilities I have appeared as an optimist person looking for opportunities that will help in allocating the resources in best possible way. In this way, it is possible to manage the communication efficiency in order to attain capacity. This will certainly help in managing communication process (Berkenkotte Huckin, 2016). It appears that the more I read about initiative, the more I catch the significance of connections moral. Communication is one of the effective processes that allows in sharing ideas. I have realized this thing long back when I was in my primary school. It has been my experience that allows me to standout amongst the most, if not the most important purpose here is to stand out the art of developing communication strategy. A pioneer may need to deliberately propel an association. I am focused on building connections, building trust and building up a group inside any association (Biocca Levy, 2013). Connections and trust are inalienable worries for an individual while carrying out work. Since I trust that schools are intricate associations in which the nature of connections are basic to the achievement of the association, I utilized the inundation procedure in my early year as a primary as a strategy for making amazing connections. I started taking initiatives that actually helped in building strong abilities (Hargie, 2010). I used to talk about the qualities, challenges, shortcomings, liabilities, and utilizing organized inquiries, I talked about those things that expected to change. The inundation procedure empowered me to start to create associations with a differing gathering of school group pioneers (Goetsch Davis, 2014). Previously, I used to be afraid of communicating in Public. By the time I nurtured my communication skills. When I react on those critical gatherings and the connections that started to create, it is astonishing how rapidly those connections started to positively affect my work. I completely respect to class change(Pekerti Thomas,2015). It is this sort of emotional intelligence that is basic in working with individuals and making a culture of coordinated effort. Huge numbers of these connections have prompted positive changes in my work. This trust and eagerness has helped to fill in as a group (Cornwell, 2014). The capacity to include individuals significantly in the group and build up important connections with individuals is a fundamental expertise for any school pioneer. I trust that numerous if not the greater part of the answers for the On the off chance that the focal motivation behind it is to realize, who is in the best position to change I am focused on creating associatio ns with instructors and others that are open, empowering, inspiring what's more, testing(Hargie,2010). As I would see it, this is precisely why connections and cooperation by an assortment of constituents are the most basic factors in deciding the achievement of work. I have improved my social communication skills by overcoming the barriers that caused hesitation while communication (Biocca Levy, 2013). Communicating across culture is a difficult task at an initial stage. People from different culture communicate in a different way. I have friends belonging to different country. In order to communicate well, it is important to communicate effectively (Shockley-Zalabak, 2014). Ethics plays a key role in decision making process. While decision making process it is important to understand the role of decision making. This will surely allow in managing the changes in communication process. This is an important process to link the effective decision making (Murphy, Laczniak Wood, 2007). There were certain issues that I was facing while communicating my ideas but my friends and teachers helped me in overcoming the fear. It started reading books that helped me in building a strong vocabulary. In this way I was able to overcome the fear to communicate(Jureddi Brahmaiah,2016). It is tough for an individual to communicate publically. But down the lane I realized that the fear only exists in my mind. I overcome the fear while developing my communication skills. In this way Im able to overcome the ineffectiveness. This is important from the point of managing accurate and effective communication skills. They form to be a crucial part in communication process(Lehnert , Craft, Singh Park,2016). While making a decision, I made sure that I dont any moral values. Effective communication has been an important parameter to overcome the issue that I was facing in the initial years of my Life. I have overcome the struggled that I have faced in the initial year of my life. These issues were one of the major factors for my failure initially (Locker Kienzler, 2013). I learned to believe in myself by developing better communication process. At present, I have developed better communication skills that have helped me in improving effectiveness. I have learned to persuade people through my communication skills. This is one of the crucial steps that are important enough for shaping the career. The communicating process thereby helped me in shaping my future and today also I am learning to improve my communication skills. References Austin, E. W., Pinkleton, B. E. (2015).Strategic public relations management: Planning and managing effective communication campaigns(Vol. 10). Routledge. Berkenkotter, C., Huckin, T. N. (2016).Genre knowledge in disciplinary communication: Cognition/culture/power. Routledge. Biocca, F., Levy, M. R. (Eds.). (2013).Communication in the age of virtual reality. Routledge. Cornwell, T. B. (2014).Sponsorship in marketing: Effective communication through sports, arts and events. Routledge. Goetsch, D. L., Davis, S. B. (2014).Quality management for organizational excellence. Upper Saddle River, NJ: pearson. Hargie, O. (2010).Skilled interpersonal communication: Research, theory and practice. Routledge. Jureddi, D. N., Brahmaiah, N. (2016). Barriers to effective communication.Journal of English Language and Literature,3(2), 114-115. Lehnert, K., Craft, J., Singh, N., Park, Y. H. (2016). The human experience of ethics: a review of a decade of qualitative ethical decision?making research. Business Ethics: A European Review, 25(4), 498-537. Locker, K. O., Kienzler, D. S. (2013).Business administrative communication. McGraw-Hill. Murphy, P.E., Laczniak, G.R. Wood, G., (2007). An ethical basis for relationship marketing: a virtue ethics perspective.European Journal of Marketing,41(1/2), pp.37-57. Pekerti, A. A., Thomas, D. C. (2015). The role of self-concept in cross-cultural communication.International Journal of Cross Cultural Management,15(2), 167-193. Shockley-Zalabak, P. (2014).Fundamentals of organizational communication. Pearson. Suter, E., Arndt, J., Arthur, N., Parboosingh, J., Taylor, E., Deutschlander, S. (2009). Role understanding and effective communication as core competencies for collaborative practice. Journal of interprofessional care, 23(1), 41-51.