International Management Essay

Evaluate the selection of negotiators from Canada Timber. Were any mistakes made in the selection? Answer 1: The success of international business relationships depends on effective business negotiations. Negotiators need to be well prepared. Understanding how to achieve international business negotiation outcomes and the factors relevant to the process will allow negotiators to be more successful. Negotiation is an inherent part of being in business. Negotiating is an acquired skill, but is very important part of your role as an entrepreneur. 4 Negotiators from Canada Timber went to Japan for Business negotiation,Tim Wilder-CEO of Canada Timber,John Sharkey-an attorney,Bill Hudak-production supervisor and Kevin Peterson-a regional salesperson. The first negotiator,Tim Wilder-CEO of Canada Timber, As a business owner, negotiations with other businessmen are inevitable. He wanted to establish a corporate partnership with another business. One of the most exciting times in the life of a business owner is when an opportunity arises to enter into an agreement that will take the business to another level. (http://www.startupbizhub.com/how-can-you-become-a-good-negotiator.htm) CEO are the highest ranking executive in a company whose main responsibilities include developing and implementing high-level strategies, making major corporate decisions, managing the overall operations and resources of a company, and acting as the main point of communication between the board of directors and the corporate operations. The CEO will often have a position on the board, and in some cases is even the chair.So the selection of Tim Wilder,CEO from Canada Timber as a negotiator was a correct decision. Second negotiator Mr John Sharkey-An Attorney works with business owners to make sure that there are no unresolved or, as is usually the case, unrecognized deal points that might be overlooked in the excitement of reaching an agreement.The deal negotiation attorney also helps to ensure that the deal is properly structured to suit both parties’ needs. A clearly written agreement that is satisfactory to both companies is the best foundation for a good business relationship which will be an asset to your company. A major deal is a break-through moment for any growing company. By having a negotiation attorney on your side, you can be sure that the agreement is one that will help propel your business to new heights of success. (http://www.davidmwalkeresq.com/pages/deal-negotiation.php)An Attorney manages all legal transactions and litigation on behalf of entrepreneurs, offering precisely targeted solutions for a full range of problems and who understand the value of maintaining an on-going relationship with counsel. They help draft, review, and negotiate contracts, advise you on legal problems and questions, and if you become involved in a dispute, handle negotiations and/or litigation. If your new venture requires more specialized services, we bring in and manage other professionals on your behalf.They provide an efficient and cost-effective service to manage all of the legal needs while the company CEO focus on the business venture. So the selection of Mr John Sharkey-An Attorney as a negotiator was a correct decision. Third Negotiator,Mr Bill Hudak a production supervisor,his knowledge of hardwoods and the production procedures of Canada Timber made him an obvious choice for inclusion on the negotiating team. He direct and supervise day to day production,job assignment,and workstation set-up.working in a co-operative effort with Canada Timber team.He participates in the development of new production processes,developing strategies for meeting production demands.Monitor production practices for the most efficient use of material to assure that we are producing a product that meets customer needs and as well is profitable for the organization.He has extensive knowledge of the methods,principles,techniques,and tools of industrial wood production.So the selection of Mr John Sharkey-An Attorney as a negotiator was a correct decision. (http://www.helenaindustries.org/images/WoodShopSupervisor.pdf) 4th Negotiator,Kevin Peterson,a regional salesperson.Not every salesperson will be a natural at negotiation. Salespeople are there to close business. This doesn’t mean they should use strong-arm tactics to close deals. For the salesperson that doesn’t have the necessary negotiation skills, there’s always the price to fall back on. It’s a crutch and an excuse, but one that’s easily accepted by businesses and managers alike. For salesperson, negotiation is second nature. Even Kevin is married to a woman of Japanese descent ,knowa a few words in Japanese and somewhat familiar with Japanese culture,selection of Kevin Peterson as a negotiator was not a correct decision. (http://www.driveyoursuccess.com/2010/07/secret-of-successful-b2b-sales-having-strong-negotiation-skills-.html) After evaluating the negotiators from Canada Timber,we felt that chosing Mr Kevin Peterson,A regional salesperson was a wrong decision made by Tim Wilder. Question 2: What differences in culture between the Japanese and Canadians can be found in this case? Answer 2: 1.Directness. Canadians tend to be more direct than Japanese. They are more likely to say â€Å"No† to things openly and are more forward about their opinions, even when they differ from or contradict another person’s opinions. This may come across as offensively blunt to many Japanese people. In most cases, they don’t mean any offense, so try not to take it personally. Understand that the Japanese prefer not to use the word no. If you ask a question they may simply respond with a yes but clearly mean no. Understanding this is critical in the negotiation process. In Japan it may be considered rude to say no or turn someone down. (http://2vancouver.com/en/articles/cultural-differences-between-canada-japan) 2. Body Language. When indicating â€Å"me† in conversation, Canadians point to their chest rather than their nose. When indicating for you to come to them, Canadians will wave you toward them with their hand palm up rather than palm down. If you wave someone over with your palm down, they may confuse this to mean that you’re trying to wave them away. (http://2vancouver.com/en/articles/cultural-differences-between-canada-japan) 3. Silence. Japanese people tend to be silent when thinking in conversation. Canadians, on the other hand, hedging sounds like â€Å"Hmm†¦Ã¢â‚¬  or start a sentence without finishing it (i.e. â€Å"Let me think†¦Ã¢â‚¬  or â€Å"Let’s see†¦Ã¢â‚¬ ). If you don’t use any hedging language like this, you may find that Canadians will rush to fill what they see as an awkward silence, not knowing that you’re actually thinking and have something to say. 4.Business cards. In Japan, business cards are called meishi. Japanese give and receive meishi with both hands. It should be printed in your home language on one side and Japanese on the other. Present the card with the Japanese language side up. Take special care in handling cards that are given to you. Do not write on the card. Do not put the card in you pocket or wallet, as either of these actions will be viewed as defacing or disrespecting the business card. Upon receipt of the card, it is important to make a photocopy of the name and title of the individual in your mind. Examine the card carefully as a show of respect. (http://www.indianchild.com/languages/japanese_business_phrases.htm) 5.Touching in public.The Japanese frown on open displays of affection. They do not touch in public. It is highly inappropriate to touch someone of the opposite sex in public.(http://www.cyborlink.com/besite/japan.htm) 6.Respect culture.Just try to be over polite and dont do anything stupid because they are a culture based on honor and respect. As long as you’re making an effort to be polite (as it seems you are) people will notice that and give you the benefit of the doubt in most cases. If you’re acting like a pompous *** and being disrespectful, that’s another story. (http://www.cyborlink.com/besite/japan.htm) 7.Business Meeting Etiquette Don’t be surprised if your hosts give you something from their country too. If the gift is wrapped, don’t open it until you leave. If the gift is not wrapped, make sure to express copious appreciation (whether you like it or not). Ask some questions about the gift to show interest. (http://www.japan-guide.com/e/e2195.html) 8.Social Interaction If you do go out for dinner, keep in mind that â€Å"going Dutch† is not normal in Japan. If you’re the buyer, you’ll likely be in for a free evening of entertainment. If you’re the seller†¦ well, if you were a local, you’d probably be picking up the tab. However, it’s not quite this simple since your hosts may still insist on paying because you are a visitor in their country. Also, it is normal for the inviting party to pay. (http://www.japan-guide.com/e/e2195.html) 9.Gifts. Don’t be surprised if your hosts give you something from their country .If the gift is wrapped, don’t open it until you leave. If the gift is not wrapped, make sure to express copious appreciation (whether you like it or not). Ask some questions about the gift to show interest. (http://www.japan-guide.com/e/e2195.html) Question 3: What could have been done differently in order to produce a more desirable outcome? Answer 3: 1.Understand the Cultural Value Differences between Canadian and Japanese. Cultural distance or dissimilarity affects the ability of managers to be effective in foreign markets. Cultural distance is the difference between culture, language and social structure (Root 1987) that affects managers’ perceptions of what should constitute culturally appropriate behavior in a foreign market (Adler, Doktor, and Redding 1986).To achieve project goals and avoid potential risks, project managers should be culturally sensitive. However, cultural differences can interfere with the successful completion of projects in today’s multicultural global business community.Table below shows the impact of differences in cultural values to the Project results. Table Adapted from Kohls (1981); Marquardt and Kearsley (1999) Figure 1: Value Differences between Canadian and Japanese Cultures Canadian Cultural Values Japanese Cultural Values Impact on Project Management. Individualism Collectivism/Group + Achievement Modesty X Winning Collaboration/Harmony + Guilt (internal self-control) Shame (external control) X Pride Saving face X Respect for results Respect for status/Ascription + Respect for competence Respect for elders – Time is money Time is life – Action/Doing Being/Acceptance – Tasks Relationship/Loyalty – Informal Formal – Directness/Assertiveness Indirectness – Verbal Non-verbal + (+) = Positive impact of combining both values on outcomes (-) = Negative impact of combining both values on outcomes (culture clash) (X) = No direct impact on outcomes Adapted from Kohls (1981); Marquardt and Kearsley (1999) 1.1 Cultural Values on International Business Negotiation Process International Business Negotiation Process Impact of Cultures Goal Japanese negotiators value long-term relationships. Canadian negotiators aim at signing a contract. Protocol The degree of formality in a negotiation can vary from culture to culture. Japanese value etiquette and respectful manners. Canadian negotiators are very formal and highly concerned with proper protocol. Communication Japanese tend to speak softly and use almost no gestures, and prefer indirect language. Canadian are direct and prefer a straightforward presentation with a minimum of game playing. Time Canadian are sensitive to time. They view it as a limited resource that must not be wasted. Japanese regard time as long duration, spending time to learn counterparts. Groups versus individuals In decision making, a more collective culture places emphasis on group priority. An individual-oriented culture is more independent and assertive. Japanese negotiators rely on consensus 2. Provide Training to the negotiators and Characteristics of a good sales negotiator. Train your Negotiator team to be expert negotiators, says Kelley Robertson, a sales training expert and CEO of Robertson Training Group in Burlington, Ontario. Here are nine characteristics of a good sales negotiator, according to Robertson: 1. Exhibits Creativity. A good negotiator looks for creative solutions to help close the deal. Depending on your industry, you could barter with a potential customer or create a partnership. â€Å"For example, I will waive part of my speaking fee at a conference in return for the attendee list,† says Robertson. In that situation, both parties achieve something. 2. Has a win-win attitude. The best way to achieve this is to look at the sale from the other party’s perspective. What are their risks, hesitations, concerns? By determining those before you reach the negotiating table, you can better create win-win solutions for both sides. 3. Has keen listening skills. Customers will often give you clues about what they need. Say you’ve e-mailed a sales presentation to a potential client, but they keep claiming they haven’t had time to read it. What they’re really telling you is they doesn’t want to—so instead, tell them your sales pitch over the phone. Missing a clue like that can cost you a sale. 4. Exhibits patience. Without patience, you may make early concessions just to get the process moving—especially if you’re negotiating with a larger company. â€Å"Their sales process takes a lot longer than other small businesses or consumers,† says Robertson. But making the right deal, rather than a swift one, will be better for your company. 5. Understands the negotiating process. Salespeople must understand that there’s a beginning, middle and end to the sales process, and that once the relationship begins, everything you do afterward either adds value or takes away value. So remain positive, continue to be responsive, and don’t let the customer fall off your radar. 6. Clarifies ambiguity. A good negotiator takes time to get clarification. Let’s say a customer at a restaurant doesn’t like their food. The waiter shouldn’t assume they didn’t like their entire meal, and should ask specifically what went wrong. Perhaps he’ll find out it was undercooked, or just a portion of the meal was wrong. The lesson: A negotiator doesn’t take what they hear at face value and takes the time to get clarification on the other party’s qualms. 7. Shows curiosity. Being able to ask insightful questions, and having the courage to ask those questions, is another critical characteristic. â€Å"I knew a prospective customer had met with my competitor, and since I was curious I asked how my presentation stacked up against his,† says Robertson. â€Å"So I then had a leg up in the negotiating process, because I knew what I was up against.† 8. Has the ability to walk away. Most small business owners put themselve s in a position where they’re unwilling to walk away from a sale because they feel they desperately need it. This is a mistake. When you hold that mindset, a customer has a better chance of taking advantage of you. â€Å"Every deal has to make good business sense,† says Robertson. 3.Harmony. Harmony is the key value in Japanese society. Harmony is the guiding philosophy for the Japanese in family and business settings and in society as a whole. They place great emphasis on politeness, personal responsibility and working together for the universal, rather than the individual, good. They see working in harmony as the crucial ingredient for working productively. 4.Japanese Non-Verbal Communication Since the Japanese strive for harmony and are group dependent, they rely on facial expression, tone of voice and posture to tell them what someone feels. They often trust non-verbal messages more than the spoken word as words can have several meanings. Frowning while someone is speaking is interpreted as a sign of disagreement. Most Japanese maintain an impassive expression when speaking. Expressions to watch out for include inhaling through clenched teeth, tilting the head, scratching the back of the head, and scratching the eyebrow. It is considered disrespectful to stare into another person’s eyes, particularly those of a person who is senior to you because of age or status. In crowded situations the Japanese avoid eye contact to give themselves privacy. 5.Meet Meeting Etiquette & Customs in Japan Greetings in Japan are very formal and ritualized.It is important to show the correct amount of respect and deference to someone based upon their status relative to your own.If at all possible, wait to be introduced.It can be seen as impolite to introduce yourself, even in a large gathering.While foreigners are expected to shake hands, the traditional form of greeting is the bow. How far you bow depends upon your relationship to the other person as well as the situation. The deeper you bow, the more respect you show.A foreign visitor (‘gaijin’) may bow the head slightly, since no one expects foreigners to generally understand the subtle nuances of bowing. 6.Gift Giving Etiquette Gift-giving is highly ritualistic and meaningful.The ceremony of presenting the gift and the way it is wrapped is as important–sometimes more important–than the gift itself.Gifts are given for many occasions.The gift need not be expensive, but take great care to ask someone who understands the culture to help you decide what type of gift to give. Good quality chocolates or small cakes are good ideas.Do not give lilies, camellias or lotus blossoms as they are associated with funerals.Do not give white flowers of any kind as they are associated with funerals. Do not give potted plants as they encourage sickness, although a bonsai tree is always acceptable.Give items in odd numbers, but not 9.If you buy the gift in Japan, have it wrapped.Pastel colours are the best choices for wrapping paper.Gifts are not opened when received. 7.Relationships & Communication The Japanese prefer to do business on the basis of personal relationships.In general, being introduced or recommended by someone who already has a good relationship with the company is extremely helpful as it allows the Japanese to know how to place you in a hierarchy relative to themselves.One way to build and maintain relationships is with greetings / seasonal cards.It is important to be a good correspondent as the Japanese hold this in high esteem. 8.Business Meeting Etiquette Appointments are required and, whenever possible, should be made several weeks in advance.It is best to telephone for an appointment rather than send a letter, fax or email. Punctuality is important. Arrive on time for meetings and expect your Japanese colleagues will do the same.Since this is a group society, even if you think you will be meeting one person, be prepared for a group meeting. It may take several meetings for your Japanese counterparts to become comfortable with you and be able to conduct business with you. This initial getting to know you time is crucial to laying the foundation for a successful relationship.You may be awarded a small amount of business as a trial to see if you meet your commitments.If you respond quickly and with excellent service, you prove your ability and trustworthiness. Never refuse a request, no matter how difficult or non- profitable it may appear. The Japanese are looking for a long-term relationship.Always provide a package of literature about your company including articles and client testimonials.Always give a small gift, as a token of your esteem, and present it to the most senior person at the end of the meeting. Your Japanese contact can advise you on where to find something appropriate. 9.Business Negotiation The Japanese are non-confrontational.They have a difficult time saying ‘no’, so you must be vigilant at observing their non-verbal communication.It is best to phrase questions so that they can answer yes. For example, do you disagree with this?Group decision-making and consensus are important.Written contracts are required. The Japanese often remain silent for long periods of time. Be patient and try to work out if your Japanese colleagues have understood what was said.Japanese prefer broad agreements and mutual understanding so that when problems arise they can be handled flexibly.Using a Japanese lawyer is seen as a gesture of goodwill. Note that Japanese lawyers are quite different from Western lawyers as they are much more functionary. Never lose your temper or raise your voice during negotiations.Some Japanese close their eyes when they want to listen intently.The Japanese seldom grant concession. They expect both parties to come to the table with their best offer.The Japanese do not see contracts as final agreements so they can be renegotiated 10.Business Cards Business cards are exchanged constantly and with great ceremony.Invest in quality cards.Always keep your business cards in pristine condition.Treat the business card you receive as you would the person.You may be given a business card that is only in Japanese. It is wise to have one side of your business card translated into Japanese.Give your business card with the Japanese side facing the recipient. Make sure your business card includes your title, so your Japanese colleagues know your status within your organization.Business cards are given and received with two hands and a slight bow.Examine any business card you receive very carefully.During a meeting, place the business cards on the table in front of you in the order people are seated.When the meeting is over, put the business cards in a business card case or a portfolio 11.Business ethics Japanese believe in business ethics. They provide products and services to the customers and never ready to cheat them. Thus they provide service to the community and fulfill social responsibility. They do business fairly. They earn profit but not at the cost of quality. Question 4: What is Hofstede’s dimension of culture? Which category does Malaysia falls into? Answer 4: We know we are living in a global age. Technology has brought the world much closer together. This means that people of different cultures find themselves working together and communicating more and more. (http://www.ctp.bilkent.edu.tr/~aydogmus/Hofstede_Hall.pdf) This is exciting and interesting, but it can also be frustrating and fraught with uncertainty. How do you relate to someone of another culture? What do you say, or not say, to start a conversation off right? Are there cultural taboos you need to be aware of? Building connections with people from around the world is just one dimension of cultural diversity. You also have issues like motivating people, structuring projects, and developing strategy. What works in one location may or may not work somewhere else. The question is, â€Å"How can I come to understand these cultural differences?† Are we relegated to learning from our mistakes or are there generalized guidelines to follow? Fortunately, a psychologist named Dr Geert Hofstede asked himself this question in the 1970s. What emerged after a decade of research and thousands of interviews is a model of cultural dimensions that has become an internationally recognized standard. With access to people working for the same organization in over 40 countries of the world, Hofstede collected cultural data and analyzed his findings. He initially identified four distinct cultural dimensions that served to distinguish one culture from another. Later he added a fifth dimension and that is how the model stands today. He scored each country using a scale of roughly 0 to 100 for each dimension. The higher the score, the more that dimension is exhibited in society. The Five Dimensions of Culture Armed with a large database of cultural statistics, Hofstede analyzed the results and found clear patterns of similarity and difference amid the responses along these five dimensions. Interestingly, his research was done on employees of IBM only, which allowed him to attribute the patterns to national differences in culture, largely eliminating the problem of differences in company culture.(http:/www.mindtools.com) The five dimensions are: 1. Power/Distance (PD) – This refers to the degree of inequality that exists – and is accepted – among people with and without power. A high PD score indicates that society accepts an unequal distribution of power and people understand â€Å"their place† in the system. Low PD means that power is shared and well dispersed. It also means that society members view themselves as equals. Application: According to Hofstede’s model, in a high PD country like Malaysia (104), you would probably send reports only to top management and have closed door meetings where only a select few, powerful leaders were in attendance. Characteristics Tips High PD Centralized companies. Strong hierarchies. Large gaps in compensation, authority, and respect. Acknowledge a leader’s power. Be aware that you may need to go to the top for answers Low PD Flatter organizations. Supervisors and employees are considered almost as equals. Use teamwork Involve as many people as possible in decision making. 2. Individualism (IDV) – This refers to the strength of the ties people have to others within the community. A high IDV score indicates a loose connection with people. In countries with a high IDV score there is a lack of interpersonal connection and little sharing of responsibility, beyond family and perhaps a few close friends. A society with a low IDV score would have strong group cohesion, and there would be a large amount of loyalty and respect for members of the group. The group itself is also larger and people take more responsibility for each other’s well being. Application: Hofstede’s analysis suggests that in the Central American countries of Panama and Guatemala where the IDV scores are very low (11 and 6, respectively), a marketing campaign that emphasized benefits to the community or that tied into a popular political movement would likely be understood and well-received. Characteristics Tips High IDV High valuation on people’s time and their need for freedom. An enjoyment of challenges, and an expectation of rewards for hard work. Respect for privacy. Acknowledge accomplishments. Don’t ask for too much personal information. Encourage debate and expression of own ideas. Low IDV Emphasis on building skills and becoming masters of something. Work for intrinsic rewards. Harmony more important than honesty. Show respect for age and wisdom. Suppress feelings and emotions to work in harmony. Respect traditions and introduce change slowly. 3. Masculinity (MAS) – This refers to how much a society sticks with, and values, traditional male and female roles. High MAS scores are found in countries where men are expected to be tough, to be the provider, to be assertive and to be strong. If women work outside the home, they have separate professions from men. Low MAS scores do not reverse the gender roles. In a low MAS society, the roles are simply blurred. You see women and men working together equally across many professions. Men are allowed to be sensitive and women can work hard for professional success. Application: Japan is highly masculine with a score of 95 whereas Sweden has the lowest measured value (5). According to Hofstede’s analysis, if you were to open an office in Japan, you might have greater success if you appointed a male employee to lead the team and had a strong male contingent on the team. In Sweden, on the other hand, you would aim for a team that was balanced in terms of skill rather than gender. Characteristics Tips High MAS Men are masculine and women are feminine. There is a well defined distinction between men’s work and women’s work. Be aware that people may expect male and female roles to be distinct. Advise men to avoid discussing emotions or making emotionally-based decisions or arguments. Low MAS A woman can do anything a man can do. Powerful and successful women are admired and respected. Avoid an â€Å"old boys’ club† mentality. Ensure job design and practices are not discriminatory to either gender. Treat men and women equally. 4. Uncertainty/Avoidance Index (UAI) – This relates to the degree of anxiety society members feel when in uncertain or unknown situations. High UAI-scoring nations try to avoid ambiguous situations whenever possible. They are governed by rules and order and they seek a collective â€Å"truth†. Low UAI scores indicate the society enjoys novel events and values differences. There are very few rules and people are encouraged to discover their own truth. Application: Hofstede’s Cultural Dimensions imply that when discussing a project with people in Belgium, whose country scored a 94 on the UAI scale, you should investigate the various options and then present a limited number of choices, but have very detailed information available on your contingency and risk plans. (Note that there will be cultural differences between French and Dutch speakers in Belgium!) Characteristics Tips High UAI Very formal business conduct with lots of rules and policies. Need and expect structure. Sense of nervousness spurns high levels of emotion and expression. Differences are avoided. Be clear and concise about your expectations and parameters. Plan and prepare, communicate often and early, provide detailed plans and focus on the tactical aspects of a job or project. Express your emotions through hands gestures and raised voices. Low UAI Informal business attitude. More concern with long term strategy than what is happening on a daily basis. Accepting of change and risk. Do not impose rules or structure unnecessarily. Minimize your emotional response by being calm and contemplating situations before speaking. Express curiosity when you discover differences. 5. Long Term Orientation (LTO) – This refers to how much society values long-standing – as opposed to short term – traditions and values. This is the fifth dimension that Hofstede added in the 1990s after finding that Asian countries with a strong link to Confucian philosophy acted differently from western cultures. In countries with a high LTO score, delivering on social obligations and avoiding â€Å"loss of face† are considered very important. Application: According to Hofstede’s analysis, people in the United States and United Kingdom have low LTO scores. This suggests that you can pretty much expect anything in this culture in terms of creative expression and novel ideas. The model implies that people in the US and UK don’t value tradition as much as many others, and are therefore likely to be willing to help you execute the most innovative plans as long as they get to participate fully. (This may be surprising to people in the UK, with its associations of tradition!) Characteristics Tips High LTO Family is the basis of society. Parents and men have more authority than young people and women. Strong work ethic. High value placed on education and training. Show respect for traditions. Do not display extravagance or act frivolously. Reward perseverance, loyalty, and commitment. Avoid doing anything that would cause another to â€Å"lose face†. Low LTO Promotion of equality. High creativity, individualism. Treat others as you would like to be treated. Self-actualization is sought. Expect to live by the same standards and rules you create. Be respectful of others. Do not hesitate to introduce necessary changes. For a list of scores by dimension per country and more detailed information about Hofstede’s research, visit his http://geert-hofstede.com/. You can also find out more about his research in the books http://www.amazon.com/ and http://www.mindtools.com/pages/article/newLDR_66.htm Note: Hofstede’s analysis is done by country. While this is valid for many countries, it does not hold in the countries where there are strong subcultures that are based on ethnicity of origin or geography. In Canada, for instance, there is a distinct French Canadian culture that has quite a different set of norms compared to English-speaking Canada. And in Italy, masculinity scores would differ between North and South. Key Points:Cultural norms play a large part in the mechanics and interpersonal relationships at work. When you grow up in a culture you take your norms of behavior for granted. You don’t have to think about your reactions, preferences, and feelings. When you step into a foreign culture, suddenly things seem different. You don’t know what to do or say. Using Hofstede’s Cultural Dimensions as a starting point, you can evaluate your approach, your decisions, and actions based on a general sense of how the society might think and react to you. Of course, no society is homogenous and there will be deviations from the norms Hofstede found, however, with this as your guide you won’t be going in blind. The unknown will be a little less intimidating and you’ll get a much-needed boost of confidence and security from studying this cultural model. Apply This to Your Life: Take some time to review the for the various cultural dimensions Hofstede identified. Pay particular attention to the countries from which the people you deal with on a day-by-day basis come. In light of these scores, think about some interactions you’ve had with people in other countries. Does your conversation or association make more sense given this newly found insight? Challenge yourself to learn more about one culture in particular. If your work brings you in contact with people from another country, use that country as your point of reference. Apply Hofstede’s scores to what you discover and determine the accuracy and relevance for you. The next time you are required to work with a person from a different culture, use Hofstede’s scores and make notes about your approach, what you should be prepared to discuss, and why you feel the way you do. Afterward, evaluate your performance and do further research and preparation for the next time. Above all, make cultural sensitivity a daily part of your life. Learn to value the differences between people and vow to honor and respect the things that make each nation of people unique. Question 4: Which category does Malaysia falls into? Answer 4: What about Malaysia? If we explore the Malaysian culture through the lens of the 5-D Model, we can get a good overview of the deep drivers of Malaysian culture relative to other world cultures. (http://predicate.wordpress.com) Power distance This dimension deals with the fact that all individuals in societies are not equal – it expresses the attitude of the culture towards these inequalities amongst us. Power distance is defined as the extent to which the less powerful members of institutions and organisations within a country expect and accept that power is distributed unequally. Malaysia scores very high on this dimension (score of 104) which means that people accept a hierarchical order in which everybody has a place and which needs no further justification. Hierarchy in an organisation is seen as reflecting inherent inequalities, centralization is popular, subordinates expect to be told what to do and the ideal boss is a benevolent autocrat. Challenges to the leadership are not well-received. Individualism The fundamental issue addressed by this dimension is the degree of interdependence a society maintains among its members. It has to do with whether people ´s self-image is defined in terms of â€Å"I† or â€Å"We†. In Individualist societies people are supposed to look after themselves and their direct family only. In Collectivist societies people belong to ‘in groups’ that take care of them in exchange for loyalty. Malaysia, with a score of 26 is a collectivistic society. This is manifest in a close long-term commitment to the â€Å"member† group, be that a family, extended family or extended relationships. Loyalty in a collectivist culture is paramount and overrides most other societal rules and regulations. Such a society fosters strong relationships, where everyone takes responsibility for fellow members of their group. In collectivistic societies, offence leads to shame and loss of face. Employer/employee relationships are perceived in moral terms (like a family link), hiring and promotion take account of the employee’s in-group. Management is the management of groups. Masculinity / Femininity A high score (masculine) on this dimension indicates that the society will be driven by competition, achievement and success, with success being defined by the winner / best in field – a value system that starts in school and continues throughout organisational behaviour. A low score (feminine) on the dimension means that the dominant values in society are caring for others and quality of life. A feminine society is one where quality of life is the sign of success and standing out from the crowd is not admirable. The fundamental issue here is what motivates people, wanting to be the best (masculine) or liking what you do (feminine). At 50, Malaysia can be considered a masculine society – highly success oriented and driven. In masculine countries, people â€Å"live in order to work†, managers are expected to be decisive, and the emphasis is on equity, competition and performance. Conflicts are resolved by fighting them out. A clear example of this dimension is seen around election time, with ferocious, no-holds barred battles between candidates. Uncertainty avoidance The dimension Uncertainty Avoidance has to do with the way that a society deals with the fact that the future can never be known: should we try to control the future or just let it happen? This ambiguity brings with it anxiety and different cultures have learnt to deal with this anxiety in different ways. The extent to which the members of a culture feel threatened by ambiguous or unknown situations and have created beliefs and institutions that try to avoid these is reflected in the UAI score. Malaysia scores 36 on this dimension and thus has a low preference for avoiding uncertainty. Low UAI societies maintain a more relaxed attitude in which practice counts more than principles and deviance from the norm is more easily tolerated. In societies exhibiting low UAI, people believe there should be no more rules than are necessary and if they are ambiguous or do not work, they should be abolished or changed. Schedules are flexible, hard work is undertaken when necessary but not for its own sake. Precision and punctuality do not come naturally, innovation is not seen as threatening. Long term orientation The long term orientation dimension is closely related to the teachings of Confucius and can be interpreted as dealing with society’s search for virtue, the extent to which a society shows a pragmatic future-oriented perspective rather than a conventional historical short-term point of view. (http://predicate.wordpress.com, http://predicate.wordpress.com/about, http://predicate.wordpress.com/writers-notebook) No score available for Malaysia on this dimension. Geert Hofstede’s Cultural Dimensions on Malaysia Malaysia Fact File Official name – Malaysia Population – 23,522,482* (July 2004 est.) Official Language – Bahasa Malaysia (also known as Bahasa Melayu and the Malay language). English, Chinese dialects, and Tamil are also widely spoken. Currency – Ringgit (MYR) Capital city – Kuala Lumpur GDP – purchasing power parity $207.8 billion* (2004 est.) GDP Per Capita – purchasing power parity $9,000* (2004 est.) Overview Since the beginning of its history, Malaysia has been a meeting place for a diverse range of external cultures and religions. As a result of these external influences, a new unified but distinguished Malay culture has emerged. Contemporary Malaysia represents a unique fusion of Malay, Chinese, and Indian traditions, creating a pluralistic and multicultural nation that has its character strongly rooted in social harmony, religion and pride in its ancestral background. With such a rich cultural heritage, acquiring the relevant skills and cultural knowledge in order to conduct business in Malaysia is crucial to your success. Following years of confrontation in search of independence, Malaysia was established in September 1963 through the union of the Independent Federation of Malay, the former British colonies of Singapore and the East Malaysian States of Sabah and Sarawak. Over the last few decades the country has evolved from a successful producer of raw materials to a multisector economy. Today, Malaysia offers a unique blend of old traditional culture and new technological innovations. As the Malaysian market continues to develop and prosper, it is becoming increasingly valuable for those entering into business in Malaysia to be aware of the cultural dimensions that shape the fabric of this country Culture Face – A vital element of Malaysian culture, as with most Asian cultures, is the concept of face. In Malaysian society to â€Å"lose face†, that is to lose control of one’s emotions or to show embarrassment in public, is perceived as a negative display of behavior. Malaysians will use a number of methods in order to â€Å"save face†. Laughter, for instance, is often used to mask one’s true feelings and can reveal numerous emotions including nervousness, shyness or disapproval. Saving face is particularly crucial in business contexts as causing your Malaysian counterpart to lose face may influence the outcome of your future business dealings. High context culture – In high context cultures such as Malaysia meaning is often more explicit and less direct than in many Western cultures. This means that words are less important and greater attention must be given to additional forms of communication such as voice tone, body language, eye-contact and facial expressions. In Malaysia, because business is personal and based on trust, developing relationships rather than exchanging facts and information is the main objective of communication. This also relates to the Malay cultural values of courtesy, tolerance, harmony and face. Direct answers, particularly negative ones, are avoided in order to prevent disagreement and preserve harmony; two very important aspects of Malaysian culture. Fatalism – Malaysian culture is centered on the diverse religious values of Hinduism, Buddhism, and Islam and as such relies heavily on the concept of fatalism. Fatalism is the belief that success, failures, opportunities and misfortunes result from fate or the will of God. In a business context, when formulating ideas and making decisions Malays, who are predominantly Muslim, will tend not to rely on empirical evidence or hard facts, but prefer to be guided by subjective feelings combined with the Islamic faith. Your Chinese and Indian colleagues will also take a similar approach since feelings and emotions play a significant part in their business culture. Consequently, negotiations may take longer than expected and your Malaysian counterparts will view decision making in a more personal light. Economy The Malaysian economy slowed sharply in the first half of 2005, but the outlook for the year as a whole and over the medium-term remains broadly favorable. The slowdown in the pace of economic activity, which began in the third quarter of 2004, continued in 2005.1 Year-on-year growth was sustained at 5.8 percent in Q1 2005, (Q4 2004 5.8 percent) and declined to 4.1 percent in Q2 2005, below market expectations. As a result, real GDP growth declined to 4.9 percent in the first half of 2005. On a year-on-year basis, the decline in economic activity was affected by negative contributions from mining (-1.6 percent) and construction (-2 percent), and a sharply lower positive contribution from manufacturing output (3.2 percent), and growth was driven mostly by the services sector (5.4 percent). On the expenditure side, the lower contribution to overall growth from external demand was partially offset by buoyant domestic demand, which expanded by 5.8 percent, underpinned by continued strong growth in private consumption (8.7 percent) and gross fixed capital formation (4.5 percent). A recovery in external demand for electronic and electrical (E&E) products is expected in the second half of 2005, and domestic demand will receive a further boost from the mild stimulus measures announced in the 2006 Budget.2 Thus, medium-term prospects remain broadly positive, with the economy expected to grow by 5 percent in 2005, 5_-.5_ percent in 2006, and 5_-6 percent through 2008. Political System The different states of the Federation of Malaysia became independent from the United Kingdom and Singapore at different times; the 11 Malay peninsular states in 1957 and the Borneo states of Sabah and Sarawak in 1963. The predominantly Chinese island-city of Singapore split off from Malaysia in 1965. Malaysia is an independent member of the Commonwealth. The supreme head of state or king, the Yang di-Pertuan Agong, is elected every five years by the nine hereditary Malay rulers of Western Malaysia. At election time, each state ruler is asked whether or not he wishes to run for the kingship. If there is only one candidate, he becomes king if he receives at least five affirmative votes from the other rulers; otherwise, a new candidate is sought. When there is more than one candidate, the ballots are taken in the order of a rotation system. The ruler of the last of the nine states to be represented in the kingship since independence, Sultan Azlan Shah, was elected in March 1989. As in most parliamentary systems, political power resides in the cabinet, headed by the prime minister. The king appoints the cabinet from the 177-member House of Representatives, or Dewan Rakyat, whose representatives are elected by universal adult suffrage every five years. The other half of the Malaysian bicameral legislature is the 69-member Senate, or Dewan Negara, comprising two members elected by the legislatures of each of the states, and the remaining 43 senators appointed by the king, all for six-year terms. Political parties have mainly been formed along ethnic and religious divisions. Since independence, the Malaysian government has been controlled by a multiracial coalition of political parties called the National Front, or Barisan Nasional, of which Prime Minister Mahathir’s party, the United Malays National Organization (UNMO), is the largest partner. Trade System Malaysia experiences a rapid growth and its remarkably quick and strong recovery from the 1997 Asian financial crisis. Members of the trade policy review body attributed this impressive economic performance to sound macroeconomic policies, structural reforms, especially in the corporate and financial sectors, and fast growth in exports. Some Members wondered about the timing and effectiveness of Malaysia’s capital and exchange control measures implemented in the wake of the Asian crisis and the pegging of the ringitt to the U.S. dollar, measures that Malaysia saw as appropriate for stabilizing markets and building confidence. Members expressed the hope that â€Å"temporary† liberalization measures introduced during the review period would be made â€Å"permanent†. Members also sought Malaysia’s views on the need to diversify its exports, nearly half of which involve electronics. Members commended Malaysia for its strong support for and commitment to the multilateral trading system, and expressed their hope that it would actively participate in the Doha Development Agenda. As regards Malaysia’s pursuit of trade liberalization in regional fora, particularly ASEAN, some Members noted that the gap between MFN and preferential tariff rates applied to imports from ASEAN countries constituted a potential source of trade diversion, although Malaysia did not believe that this has actually happened. Members expressed their appreciation of Malaysia’s relative openness to trade and foreign direct investment and its continued liberalization efforts in these areas. In particular, Members commended Malaysia for its efforts to reduce tariffs, simplify the tariff structure, and abolish all local-content requirements (except those for the automotive sector). At the same time, concerns were raised over the fact that about one-third of Malaysia’s tariff lines were unbound and the widening gap between bound rates and applied MFN rates, which had permitted Malaysia to increase tariff protection for certain products, thereby raising the simple average of MFN tariffs during the review period. Malaysia noted that this widening gap between bound and applied MFN tariff rates was the consequence of unilateral tariff reductions and that the import-weighted tariff average had declined; some other Members felt that such a gap provided developing nations with a degree of flexibility in undertaking trade liberalization and other economic reforms. Members also urged Malaysia to reduce the scope of its non-automatic licensing system. It was noted that state-owned enterprises continued to play an important role in Malaysia’s economy and that the authorities might need measures to assure a pro-competitive climate in the sectors where such ent erprises were prevalent. Some Members encouraged Malaysia to accede to the Agreement on Government Procurement. On sectoral issues, Members noted the contrast between the openness and economic performance of the electronics and automotive industries; the much more open electronics industry had performed much better than the automotive industry, which was protected by high tariffs and non-tariff measures, including import licensing. Members urged Malaysia to bring forward the abolition of local-content requirements for motor vehicles. Moreover, Members encouraged Malaysia to continue its liberalization of the services sector, particularly financial services and telecommunications. In addition, Members also sought further clarification on, inter alia: the possibility of an ASEAN — China free trade agreement; effectiveness of investment guarantee agreements; greater use of ad valorem import duties; measures affecting exports; further progress in competition policy; transparency in government procurement; enforcement of intellectual property rights; standards and licensing concerning various agricultural products; and recognition of qualifications in education and legal services. Members expressed their appreciation of the responses provided by the delegation of Malaysia during the meeting, and looked forward to later replies to some questions. In conclusion, this Review has provided Members with a much better understanding of Malaysia’s trade and trade-related policies and of their role in fostering Malaysia’s economic development and helping it to cope with shocks, such as the Asian financial crisis. Malaysia’s recovery has apparently been greatly facilitated by Members’ adherence to the principles of the multilateral trading system and thus their willingness to keep their economies open to Malaysia’s exports. Members encouraged Malaysia to further liberalize and diversify its economy. In this context, I, along with Members, look forward to Malaysia’s continued support for future efforts to liberalize the multilateral trading system. Legal System The legal system of Malaysia was modeled after the English legal system which practices parliamentary democracy and is ruled by a Constitutional Monarchy, with His Majesty the Yang di-Pertuan Agong (the King) ceremonially as the Head of the country. The Yang di-Pertuan Agong is elected by the Conference of Rulers for a five-year term from amongst the hereditary Rulers of the nine states in the Federation which are ruled by Sultans. The states are Perlis, Kedah, Perak, Selangor, Negeri Sembilan, Johor, Pahang, Terengganu and Kelantan. In the other states, namely Melaka, Pulau Pinang, Sabah and Sarawak, the Head of State is the Yang di-Pertua Negeri or Governor of the State. The Yang di-Pertua Negeri is appointed by the Yang di-Pertuan Agong for a four-year term. The Federal Constitution of Malaysia clearly divides the law-making authority of the Federation into its legislative authority, judicial authority and executive authority. The separation of power also occurs both at federal and state levels. The federal laws enacted by the federal assembly or better known as the Parliament of Malaysia applies throughout the country. There are also state laws governing local governments and Islamic law enacted by the state legislative assembly which applies in the particular state. Malaysian Business Culture Working practices in Malaysia When scheduling business meetings in Malaysia one must take into consideration the importance of prayer times in this predominantly Muslim country. Fridays are a particularly religious day of the week and if possible meetings should not be scheduled for this time. Attitude to punctuality varies according to which nationality you are doing business with. The Chinese for example expect punctuality, whereas both ethnic Malays and Indian business people have a more relaxed attitude towards time. As a general rule, you will be expected to be punctual; therefore it is advised to arrive to business appointments on time. If your business in Malaysia requires interaction with Malaysian government officials, ensure that all communication takes place in the language of Bahasa Malaysia. The majority of transactions and correspondence with Malaysian companies however, will generally be conducted in English. Structure and Hierarchy in Malaysian Companies. Regardless of the size or nature of the company, hierarchy is an integral part of Malaysian business culture. Malaysian companies generally follow a vertical hierarchical structure where authority is directed from the top. In keeping with Malaysian culture, titles and job descriptions play a significant part in many Malaysian companies. They are important for employees in order to emphasize the line of authority within the business. Working Relationships in Malaysia Malaysians’ respect for authority is evident in most business dealings. The relationship between subordinates and their superiors for example is distinct and highly official. Malaysians do not address their bosses by their first name, but use titles such as â€Å"Mr† and â€Å"Madam† followed by their honorific form of address. Relationships between Malaysian business colleagues are based on mutual respect and, as such, the same procedure used when addressing their superiors is also applied with their Malaysian business colleagues. Malaysia Business Part 2 – Doing Business in Malaysia Business Practices in Malaysia When meeting your Malaysian counterparts for the first time, a firm handshake is the standard form of greeting. However, you should only shake hands with a Malaysian businesswoman if she initiates the gesture. Otherwise a nod or a single bow is appropriate. With such an array of cultures in Malaysia addressing Malaysians properly can be difficult. It is advised to find out in advance how you should address the person you are to meet. Generally speaking, a Malay’s first name is individually given, while the second and third name indicate those of the father and the grandfather. In some cases the words â€Å"bin† (son) or â€Å"binti† (daughter) can be added after the given name. Gifts are not usually exchanged as they may be perceived as a bribe. However, in the event that you are presented with a gift, it is customary to accept it with both hands and wait until you have left your Malaysian colleagues before opening it. Be sure to reciprocate with a gift of equal value in order to avoid loss of face. Business cards are customarily exchanged after an initial introduction in Malaysia. Since a large proportion of Malaysian business people are Chinese, it will be useful if your card is printed in both English and Chinese and that details of your education, professional qualifications, and business title are included. Cards should be presented and received with both hands, and time should always be spent examining the information before placing it on the table or in a briefcase. Malaysian Business Etiquette (Do’s and Don’ts) _ DO be patient with your Malaysian counterparts during business negotiations. The process is often a long and detailed one that should not be hastened. _ DO remain polite and demonstrate good etiquette at all times. Elderly Malaysian business people for example should be treated with respect and always acknowledged before younger members of the organization. This is an essential part of achieving successful business dealings in Malaysia. _ DO take time to establish productive business relationships with your Malaysian colleagues. Initial meetings are generally orientated towards developing such relationships and will be maintained throughout and beyond the negotiations. Without them, your business plans may be fruitless. X DON’T assume that a signed contract signifies a final agreement. It is common for negotiations to continue after a contract has been signed. X DON’T be surprised if your Malaysian counterparts ask what you may consider to be personal questions. In Malaysia, asking people about their weight, income and marital status for example, is not uncommon and is viewed as an acceptable approach to initial conversations. X DON’T enter into business with a Malaysian company without a letter of introduction from a bank or mutual acquaintance. This will help your request for a future meeting, as Malaysians prefer to conduct business with those they are familiar with. Geert Hofstedeâ„ ¢ Cultural Dimensions There is a high correlation between the Muslim religion and the Hofstede Dimensions of Power Distance (PDI) and Uncertainty Avoidance (UAI) scores. The combination of these two high scores (UAI) and (PDI) create societies that are highly rule-oriented with laws, rules, regulations, and controls in order to reduce the amount of uncertainty, while inequalities of power and wealth have been allowed to grow within the society. These cultures are more likely to follow a caste system that does not allow significant upward mobility of its citizens. When these two Dimensions are combined, it creates a situation where leaders have virtually ultimate power and authority, and the rules, laws and regulations developed by those in power, reinforce their own leadership and control. It is not unusual for new leadership to arise from armed insurrection – the ultimate power, rather than from diplomatic or democratic change. Analysis Using Hofstede’s Cultural Dimensions Power Distance Index (PDI), High – Suggests that the degree to which the less powerful members of organizations and institutions (like the family) accept and expect that power is distributed unevenly. This represents high inequality. It implies that a society’s level of inequality is allowed by the followers as much as by the leaders. Individualism (IDV), Low – Collectivism, that is the degree to which individuals are inte-grated into groups. Given that the IDV index of Malaysia is low, it is implied that collectivism is more manifested than individualism in its culture. On the individualist side we find societies in which the ties between individuals are loose: everyone is expected to look after him/herself and his/her immediate family. On the collectivist side, we find societies in which people from birth onwards are integrated into strong, cohesive in-groups, often extended families (with uncles, aunts and grandparents) which continue protecting them in exchan ge for unquestioning loyalty. The word ‘collectivism’ in this sense has no political meaning: it refers to the group, not to the state. Masculinity (MAS), Average – There is no eminent distinction of how roles are distributed in Malaysia as according to gender. The index shows moderately-low to average in terms of masculinity. The gap between the two gender roles is not that great which may signify equality between the roles. Uncertainty Avoidance Index (UAI), Moderately-Low – Uncertainty avoiding cultures try to reduce the chance of such situations by strict laws and rules, safety and security measures, and on the philosophical and religious level by a belief in absolute Truth. Malaysia exhibits a moderately-low index, which suggests that the society has a tolerance for uncertainty and ambiguity. The society might be relatively comfortable in unstructured situations which are novel, unknown, surprising, and different from usual. REFERENCES: http://www.mindtools.com/pages/article/newLDR_66.htm http://geert-hofstede.com/dimensions.html http://youcouldbelievethis.blogspot.sg/2010/02/geert-hofstedes-cultural-dimensions.html http://www.hraljournal.com/Page/18%20Lieh-Ching%20Chang.pdf http://weissnegotiation.com/wp-content/uploads/2010/04/Negotiating-with-Fgn-Busi_persons.pdf http://2vancouver.com/en/articles/cultural-differences-between-canada-japan http://www.termpaperwarehouse.com/essay-on/Cultural-Differences-Between-Japan-And-Canada/66039 http://www.intercultures.ca/cil-cai/ci-ic-eng.asp?iso=jp

The Pain Of Animals essays

The Pain Of Animals essays The Pain of Animals is an excellent article written by David Suzuki, which among other issues focuses on and raises questions about the pain animals feel and suffer for the benefit of human scientific research. Other views discussed are Davids personal David talks about an experience he had growing up as a young boy hunting game in the wild with his BB gun and eventually, as a teenager moving up to a 22-caliber rifle. He saw an advertisement for a slingshot and decided to order it. After weeks of practice he felt ready to hunt live game with his new weapon and skills. He came across a squirrel, which as he puts it, was doing whatever squirrels do and began to pursue his prey. After cornering his hunt in a tree the squirrel began crying and sobbing. The sound of the squirrel being scared to death had such a strong effect on young David that he Fishing was the only form of animal catching David continued to perform. David had never fished for sport, nor did he believe in it. For David fishing for consumption was the only form of fishing he involved himself in, with the exception of one occasion, while taping a television report on the science of fly fishing. During the taping he was required to catch the fish and release them all back into the water. The sight of the markings on the mouths of the fish was so disturbing to him that he never considered the While spending a weekend on the Queen Charlotte Islands, David had the opportunity to watch grey whales from up close. Observing the whales in the wild was nothing like hed seen in the Vancouver Public Aquarium. No matter how large the aquarium, it could never compare to the freedom and happiness their relatives had in their David raises an excellent point when he discusses that ...

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7 Online and Flexible Jobs For College Students That Pay $15/hour It can be really difficult to hold down a job and go to school full-time all at the same time. To make it work, you often need a job with a bit more flexibility. That’s where online jobs come in handy- they’re versatile and the hours can usually fit in around your schoolwork schedule. Also, if you need some solitude after days of classes and socializing, most of these are done all by your lonesome- the perfect gig for introverts! And bonus: Â  plenty of them pay more than $15 per hour. Pretty good setup for something you can do in your pajamas, right?Here are a few great examples of online jobs for college students.1. Social Media ManagerThink Facebook and Twitter are just for sociability and fun? Why not use the skills you were given as a member of your generation to make some cash as a rep for a company looking to gain some online traction?You can connect with businesses you love, help them gain a social media following, and make anywhere between $15 and $40 per hour . The trick is to focus your pitch and strategy on the platforms you know and love best. You’ll have the best ideas and be more attractive as a hire.2. Online TutorWhy bother meeting your tutees in person? Start your own online tutoring gig, charging $20+ per hour working with fellow college students, or high school or home schooled students. Consider tutoring in non-academic areas as well- any of your hobbies and extracurriculars are fair game! Violin or sewing by Skype, anyone? Try marketing your services on sites like Wyzant or Tutor.com. Share an online course you create through Skillshare or Udemy.3. Data EntryData entry doesn’t have to be done in an office setting from 9-5; it can easily be done online. For gigs, try sites like VirtualBee, Clickworker, DionData, SolutionsoDesk, Elance, Amazon Mechanical Turk, iFreelance, Craigslist (search for your city jobs web / info design or jobsadmin/office). The pay isn’t all that great, but you also don’t n eed much experience to get a bunch of gigs to string together.4. Virtual AssistantBe somebody’s secretary, but never have to hand them a cup of coffee! You can easily organize schedules, plan meetings, and arrange for food delivery without having to physically be in someone’s office. Check these sites for opportunities: oDesk, Elance, Guru, iFreelance, and Craigslist. This will feel more like a traditional 9-5 job, but you can be at home while you do it, and you can usually work in your own hours.5. Filling Out SurveysYou can actually make money by taking surveys online. You’ll have to do a lot of them, but it’s totally possible. Try Pinecone Research, Survey Spot, iPoll, or My Points as a start. And remember you’ll have to fit the appropriate demographic for each survey and there’ll be many different types.6. GenealogistGet paid to research other people’s family trees and charge a ton- anywhere between $70 and $700, and take on as li ttle or as much work as you can handle. If you like to research, this gig is for you.7. TranscriptionGet paid up to $25 per hour or more to transcribe audio. It’s repetitive work, and often very onerous, and requires a meticulous attention to detail- but it fits great around your academic schedule. And what’s more, you’ll probably learn a bunch about the random topics you’re transcribing. It’s like getting paid to eavesdrop!

Dejouanys Strategy over CGE Essay Example | Topics and Well Written Essays - 1000 words - 1

Dejouanys Strategy over CGE - Essay Example Dejouany’s management style was not so highly decentralized that it allowed decision making at lower levels. Rather it follows the multidivisional structure, where the division of labor is created between the top managers and division managers, such that it is the division managers who focus on the operational details of the functional departments, while the top managers are able to concentrate on strategic decisions and long-range planning.(Vivendi).Dejouany selected quality people who were well versed in the developing opportunities in a particular area of business, investing cash into those cash-strapped businesses in order that the Company could benefit overall from the potentials inherent in those markets. Â  In pursuing his goals of diversification of CGE from a primarily water-based business into a diversified entity which dealt with real estate and health care among other businesses, Dejouany followed the internal capital market model of diversification. The diversification of CGI was undertaken in order to make use of the internal capital market. Since CGE was a cash-rich business, with vast cash resources accruing from its monopoly in the water business, it was able to enter into the various type of agreements with cash-strapped businesses for mutual benefit. One kind of agreement the Company entered into were agreements where it did not have to invest cash but merely managed the assets of municipalities’ water supplies.

Spaces and Subjects of Modernity Modern Cities, Entertainment and Las Essay

Spaces and Subjects of Modernity Modern Cities, Entertainment and Las Vegas - Essay Example (Buchholz et al, 2002). An in-depth understanding of the above can, it is argued, lead to avoidance of the deficits or malaise (this seems so normal in the dystopian scheme), of the modern world. This essay deals with the reconstruction of the modern city as Las Vegas, within the limitations of cultural space to highlight the role of authoritative control and also its absence in promoting a liberal society. The role of exhibitions and cinema and how this relates to the changes in the entertainment and gambling industry in Las Vegas will be defined. In ancient civilizations like the Mesopotamian, the 'juridico-discursive' power is entirely at the hands of a 'sovereign authority who exercised absolute control over the population through the threat or open display of violence' (Foucault, 1978). Surveillance, becomes an important tool of the state is but, a sort of mapping of contours, geographies, and finally human beings too. Modern states also used such "thematic mapping technologies", a notable one, being "the cadastral map, which record land ownership and resource characteristics" (Goss, Jon. 1995). Constant surveillance which, when internalized, as in "disciplining the body, takes hold of the mind as well to induce a psychological state of 'conscious and permanent visibility" (Foucault 1977). It then becomes a disciplinary power that is used directly on the body, and collectively, to control social groups. Foucault speaks of the structured ways of knowing and exercising this power, in respect of Body, Power and the Sexuality ; Subjectivity, identity and resistance; and Freedom, power and Politics.( Armstrong,2005). The Relevance of Psycho-geography in Modern Geography Psycho-geography is defined as "The study of specific effects of the geographical environment, consciously organised or not, on the emotions and behaviour of individuals"(Situationniste Internationale, 1958). It was first developed by the 'Lettrist International,' as part of their system of unitary urbanism. It has since evolved to encompass many things; "psycho geography is one antithetical pole among many which realizes the conflict between our idealized role as citizens and our subjectivity arising from the material conditions of our life"(Psycho geography, 2005). The Modern Metropolis The development of culture is characterized by the preoccupation the "objective spirit" over the "subjective spirit. The objective culture is defined as the collection of rules, tools, symbols and products created by human beings and the subjective culture is what individuals have been able to absorb and integrate into them-selves from the objective culture. Metropolitan life places the utmost importance to stable but impersonal time schedule. There seems to be in the metropolitan style, direct dissociation in reality, in one of its elemental forms which is socialization (Simmel, 1908). A link has been conceived between the new social and environmental conditions of the metropolis and psychological state of continuity. It has strong connotations to the destruction and re-construction of modern cities (like Paris, Berlin etc,) as dictated by the changes in mobility,

Reflective Analysis Assignment Essay Example | Topics and Well Written Essays - 500 words

Reflective Analysis Assignment - Essay Example The piece is also academic based on the fact that it makes reference to works done by other researchers in the same discipline. Another strong point of the formal essay (iii) is that it contains paragraphs that present the ideas of the essay in a logical manner. This is contrary to many essays written extemporaneously that mainly do not have a logical flow of ideas. The same structure is demonstrated by the formal essay (i) on â€Å"Learned Habit.† Nevertheless, the formal essay (i) contains large paragraphs that seem to express a mix of ideas. For instance, in the second part of the formal essay (i), the purpose of the essay and the negative impacts of smoking have been integrated in the same paragraph (formal essay i). Such an integration of ideas could be avoided by the use of an extemporaneous work that enhances the initial development of ideas. Considering the extemporaneous informal writing (i), the paper is written in a single paragraph that has a repetition of ideas, lacks a thesis statement, and lacks a logical flow of ideas. The work could be improved by ensuring that every idea has its logical significance by being presented as a paragraph. The informal writing (ii) starts with hanging ideas that do not have either an introduction or a conclusion. It appears like an excerpt from another essay that is incomplete. It was better if the essay was developed in point form since the length is like an outline of a better version of the paper to be developed later (informal writing ii). One of the best essays developed so far is the formal writing (ii). Although the writing does not have an introductory statement and a conclusion, it presents ideas in a logical manner and separates ideas based on their importance in the writing. Nevertheless, the informal writing (ii) does not recognize the ideas of other authors from which the essay is developed. Overall, the extemporaneous formal

Factors Affecting Mortality Rates and Medical Care Provision

Factors Affecting Mortality Rates and Medical Care Provision KWAKU ANYIMADU TOPIC: The factors that affect mortality rate and the provision of medical care, laying emphasis on how a reduction in mortality rate ensures provision of quality health care ABSTRACT The nation Ghana, like many African countries, agreed to the millennium development goal derived from the 2000 UN Millennium Declaration and has, in fact, made giant steps towards achieving a number of them. Efforts have been made in the field of education and poverty but much more work is to be done in areas relating to health. Infant, child and maternal mortality has increased over the year despite the rapid increase in knowledge and technology. The average number of resources available in the country for the betterment of the health sector is relatively low compared to that of the European countries. Less effort has been put in place in an attempt to salvage the situation. The number of infrastructure available to provide health care services is beyond minimal, the human resource is comparably low , and moderate attention is given to areas relating to public health and also quality healthcare delivery. Most economies including the highly developed nations have tried various ways to formulate policies which will benefit all citizens. All these intervention is done so as to try reduce the incidence of high mortality rate. This should be taken seriously so as to provide a strong and healthy population which will take part in productivity and also increase life expectancy. INTRODUCTION According to Karl Evang M.D, medical care is the term given to the medical attendance provided to patients by general practitioners and practicing specialists in hospitals with outpatient departments, laboratory services for diagnostic and therapeutic purposes, maternity care, provision of drugs, physical therapy, prostheses, transportation.1 This care provided to patients by mostly doctors and nurses ensures quality of health service provision and reduces mortality rate. This care an aspect of general health care is provided by especially doctors in their service. Other auxiliary health care provider’s optometrist, laboratory technician etc. all has a quota to contribute to the overall health care provision. This health care system can be grouped into primary system, which is the first point of consultation for patient, secondary which involves employing the services of specialists such as urologist and cardiologist and Tertiary which involves specialized consultative health system. There is the last group; the quaternary system which is often used in advance the levels of medicine. All these groups of medical care work toward improving the quality of medical care and reducing the rate of mortality. Mortality rate has been on the increase over the past decade, because of a setback in the provision of quality medical care. This set back is due to negligence on the part of health care providers, administrators and shareholders of health care which include the government and also citizens. Mortality rate, many African countries will pay less attention to is the index that defines the average number of death within a defined time frame and also population.This index is only possible by the existence of certain factors, which contribute to ensuring reduction in mortality rate. Mortality rate is contributed to child mortality rate, access to health care facilities, maternal death rate and low birth rate, death due to tuberculosis, death due to HIV, availability of sustainable drinking of water. Another factor which affects mortality rate, especially in Ghana, is the occurrence of diseases such as malaria, tuberculosis, hepatitis, HIV/AIDS, cancer, cardiovascular diseases, kidney disea ses and diabetes. Also mortality rate is also affected by environmental factors and genetic changes in a newly formed baby. If not detected early the child dies at a very tender age. Due to the importance of quality health care provision much effort is being put in place to reduce mortality rate. Many counties, including the Europeans, from the latter part of the 19th century continue to experiment various ways in order to come out with a life changing health care policy all in an attempt to reduce mortality rate. Many different health care policies have been put in place to regulate the financial aspect of health care provision, legal aspect of health care provision, special treatment to target groups such as mothers attending pre-natal and post-natal heath care services, payment of healthcare practitioners, making health care institutions easily accessible, upgrading the material and human resources, ensuring security of patient data and for easy communication between healthcare providers. In Ghana, the mortality rate in the year 2012 was 7.7 for any 1000 deaths with a life expectancy of 55.2if proper health care provisions are sought for the mortality rate may further reduce and the life expectancy moved further. Other countries such as Bulgaria have the highest record of mortality rate in the Europe.3 Because of the importance associated with keeping a low mortality rate, which also indirectly affects providing quality medical care, this essay seeks to discuss the factors that affect mortality rate and the provision of medical care, laying emphasis on how a reduction in mortality rate ensures provision of quality health care? Also, at the end discussion, I would have identified the problems that prevent the above mentioned goals from being achieved and suggest ways in which the millennium development goal concerning health can be realized. BODY Factors that affect good medical care Quality medical care is of great importance to ensure safety of people who decide to seek proper medical care. For this reason many countries as part of their total budget for the year inculcate in it an appreciable amount of money which is to be used in the health sector. Right from the 19th century, after the Second World War, many countries including the undeveloped countries try to formulate various policies to provide quality health care to its citizens. Taking Ghana for example, under the leadership of Jerry John Rawlings, the cash and carry system (1990) was introduced to replace the fee for service system(1985). This system, however, was later abolished due to problems associated with it. By 1990 clinical attendance had dropped markedly to about 25% because of the inconsistent in pricing of prescriptions and over prescription.7this scheme was later on replaced by the national health insurance. In other nations, other policy programs were implemented such as the sickness insur ance policy which was first initiated in Eastern Europe but was later abolished and also the Obama healthcare Bill. In Africa, specifically Ghana,the National Health Insurance Scheme was implemented to regulate the financing of healthcare. These policies are to ensure that equal health service is provided to both the rich and the poor and if considered which must seriousness can have a huge impact in quality medical care.Also target groups within the society have been provided with special healthcare packages. Various companies decide to cater for the charges of acquisition of health care for their staff. In Ghana, maternal mothers have been provided with the ability to acquire and enjoy pre-natal care and post-natal care all in an attempt to ensure quality medical care. The work of practitioners is regulated because of illegal practice and also controls negligence amongst doctors, nurses and other healthcare providers. The lives of people rest in the hands of these practitioners hence their activity should be religiously regulated. For this to happen various countries have enacted laws that regulate practice even in the private sectors. The mental health bill, the abortion law and the also the Hippocratic oaths are all a set of rules and regulation, governing the practice of medicine. Doctors are required to recite the rules outlined and also allowing these bills and oaths guide our practice. All these bills and laws are being formulated to ensure quality of healthcare by regulating their practice. Also other laws are to make practitioners comfortable enough to perform their duties.This comfort gives them the motivation to pour their heart out in their practice in an attempt to reduce mortality rate. In another aspect of healthcare provision, the subject has been expanded to various fields such as public health and community nurses. Healthcare provision does not rely on just the providers but those receiving this care have a role to play in order to synergistically ensure quality healthcare. These people have a special role to play in this system since they go as far as the rural areas, educating them on the need to keep a safe environment and ensure long and quality lives. In the Acheson’s report, public health is the science and the art of preventing disease, prolonging life and promoting health through organized effort of the society.9-12Based on this, we can say that public health helps practitioners to understand the causes of certain diseases due to community lifestyle and culture. Continues education to the less deprived areas reduces the incidence of mortality rate. Also ensuring quality medical care in an attempt to reduce mortality rate is also possible if there is the availability of various healthcare institutions, equipment and also adequate human resource. Ghana has failed to reach the millennium development goal, although the government has been able to deal with poverty, hunger and also education to some aspect. Outside the cities the average number of people per healthcare infrastructure is not acceptable. Our equipment’s have been concentrated in just the cities but it should be extended to the rural areas also. A typical example which shows the regional distribution of hospitals in the upper west region of Ghana usingin 10 different towns is tabulated below. Health Facilities – Upper West Region SOURCE:http://www.ghanahealthservice.org/upperwestregion If the millennium development goal is to be achieved in ensuring quality healthcare, healthcare institutions should be easily accessible in such deprived areas. When made easily accessible, number of avoidable deaths decreases and the overall mortality rate reduces. As effort is being made to improve healthcare infrastructure another area to be considered is increasing the human resource available in the healthcare system. Many modern medical facilities exist in Ghana, but these are not evenly distributed across the country. Ministry of Health figures for 1990 showed that there were 18,477 beds for the estimated national population of 15 million. According to the World Bank figures, in 1965 the doctor-patient ratio was one to every 13,740 patients in Ghana. The ratio increased to one to 20,460 in 1989. In neighboring Togo, the doctor-to-patient ratio of one to 23,240 in 1965 improved to one to 8,700 in 1989; it was one to 29,530 in 1965 and one to 6,160 in 1989 for Nigeria, whereas i n Burkina, the ratio of one to 73,960 in 1965 worsened to one to 265,250 in 1989. These figures show that while the doctor-patient ratio in Ghana gradually became less favorable, the ratio in neighboring countries, with the exception of Burkina, was rapidly improving. This calls for an immediate look in this area to help reach the standard we want to achieve. 13Having highlighted on some areas which needs to be looked at in an attempt to providing quality medical care, we will turn our focus to how mortality rate has been on the rise due to failure in providing good healthcare. Mortality rate and relationship with medical care Mortality rate is less considered in the African diaspora. The World Health Organization (WHO) in reference to Checchi and Roberts (2005) defines mortality rate as the number of deaths occurring in a given population at risk during a specified time period. This period is also known as the recall period). In special emergencies, the number of deaths is expressed as 10000 persons in a day or deaths per 1000 persons in a month or year. 14Ghana focuses mostly on the first and second millennium goal relating to poverty, hunger and education. But others relating to health have been sidelined which include infant mortality rate and maternal mortality- in fact circumstances for expecting mothers have worsened toward the end of the past decade. Even in the 21st century where technology has risen to higher levels most Africans still die to Malaria, HIV/AIDs and other deaths caused by diseases. All these deaths which are avoidable come about due to the poor quality of medical care provided to citizens and also negligence in the part of the healthcare practitioners.In 2010 it was recorded by the World Bank that out of a 1000 live births in Ghana 50 dies. However in countries such as Portugal and the Republic of Czech the infant mortality rate recorded is 5 deaths per 1000 live birth.15 This rates confirms the work that needs to be done. As mortality rate is increasing in Africa that of Europe and other developed nations is decreasing with an increase in life expectancy. If quality of healthcare is provided, mortality rate can be reduced and also safety and trust in the part of patients is assured. Also,an extension in the life expectancy age and an improvement in productivity is assured if this sector is paid much attention. The result is reflected in the decline in infant mortality from 120 per 1,000 live births in 1965 to 86 per 1,000 live births in 1989, and a rate of overall life expectancy that increased from an average of forty-four years in 1970 to fifty-six years in 1993.16 It is easier said when it comes to the ways in which quality health care and a reduction in mortality rate can be provided but difficult to implement. In most cases the reasons why these policies fail to be implemented is due to political reasons.Each government in Ghana fails to meet this goal set because of different political differences. Every new government which comes has a different way to improve the healthcare system and at the long run inconsistency results in failure. Also poverty and hunger is another reason why this happens. The financial quota pushed into the health care system is not encouraging due to the poor economic status of the country. Lastly another reason is the old fashioned mentally of Ghanaians due to their illiteracy level results in failure to achieve this goal. CONCLUSION Africa, unlike the Europeans has suffered a major setback in their progress in development. In other sectors, other health, the level of damage due to this state of underdevelopment is not that much. The most vibrant of the population die premature when there is a solution to those reasons. 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