Research Korner

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Campus Address 2122 Willowbrook Cir APT #167 West Lafayette, IN 47906 USA 765-414-5889 Min Chung chungm@purdue.edu   Permanent Address 307-1902 Byung Young APT,    Donong dong Namyangju City, KyungGi Do, South Korea 82-31-558-3636 Objective   Seeking Finance positions utilizing team international background, business knowledge, and team work skills. Education Purdue University, West Lafayette, IN                                                    May 2008 Management, Bachelor of Science                                                    GPA: 3.59/ 4.0 Minor: Finance Special Course Project, Investment, Management science, International finance Management   • Conducted interpret optimization models and analyzed good investment decision in Finance   • Researched and analyzed international rate quotes and international market with a quantitative approach Widener University, Chester, PA  (Transfer)                                      Jan 2004 – Dec 2005 Major: Marketing                                                                 GPA: 3.817 / 4.0 Related Experience Sin Won Communication Industry   Seoul, South Korea                          May 2006 – Aug 2006   • Business Administration Department/ Intern    - Performed analysis of investment stock and purchase the golf club for investment (about 0,000 values)    - Responsible for final financing decision on company vehicles       - Participated in Auction Market for construction and analysis calculations for budget    - Compiled medical insurance report for the public insurance organization Aramark  Philadelphia, PA 19107                                                        Sep 2005   • Conducted marketing research related to Customer’ Satisfaction Measurement The Korean Army  The Korean Military service, South Korea                       Aug 2000 – Oct 2002   • Office Clerk & The Leader of a Search Team Unit    - Conducted budget plan & analysis of capital projects for gasoline & diesel (,000 per year)    - Managed inventory of thousands of dollars military’s goods.    - Made decisions and solved problems as the leader of the unit & Supervised 25 people Projects Chester Community Improvement Project   Chester, PA 19013                              Fall, 2005   • Designed a plan for improving customer service    - Implemented On-line survey    - Improved efficiency of Customer service Awards and Honors   • Semester Honors & Dean’s List at Purdue University                                    2006- Present   • National Dean’s List                                                              2006-Present   • Dean’s List at Widener University                                                      2004-2005 Activities   • The National Scholars Honor Society & Golden Key International Honor society Interesting News Credit:ivythesis.typepad.com

Resume`

Campus Address 2122 Willowbrook Cir APT #167 West Lafayette, IN 47906 USA 765-414-5889 ...

Post Traumatic Stress Disorder (PTSD) Case Study

Cassandra accounts to have such personality disorder as she is a victim of post traumatic stress disorder (PTSD) that affects her in a difficult condition mostly on the physical side as not easy for her as she tries to hurt herself due to past and painful experiences she went through with her father and basically also with her ex-boyfriend. The critical encounter of post traumatic stress disorder (PTSD) from within the case study base from mental health proponents as well as journals within the disciplines of trauma, personality care, assessment and intervention from the year 2004 and beyond. Given the fact that personality disorders have high prevalence in the general population, prediction and prevention of PTSD in individuals is problem concern of health.  Post traumatic Stress Disorder (PTSD), Criteria and DSM-IV Cluster The presence of DSM-IV cluster will have to be ideally noted and analyzed from within issues of personality problems Cass is facing as of the moment, the issue of her denial attitude and anxiety possibilities the precise nature of her admission upon indulging herself to alcohol use, substance abuse domain and her eating disorder history which led her to become schizophrenic and have unpredictable mood swings, mood fluctuations and being mentally ill may result to fleeting ideas of self-harm as seen in Cassandra’s behavior over others and if she feel secured, she does not want the person to leave her side, nursing care is substantial in the case of Cass. The DSM-IV is of post traumatic stress indications within three criteria of certain symptom clusters of posttraumatic stress disorder (PTSD) as noted by the Diagnostic and Statistical Manual (DSM-IV) (APA, 2004) DSMIV Cluster Criteria Cassandra’s Case (total of three, A,B,C) as cited from, (Spitzer et al., 2007 p. 235) <li class="MsoNormal" style="line-height: 200%; text-autospace: none"> 	She has been exposed to a traumatic event 	in which both of the following were present by experienced events that 	involved serious injury, threat to the 	 	physical integrity of self, Cass’ response involved intense fear, 	helplessness implies to 	 	agitated behavior</li> 	<li class="MsoNormal" style="line-height: 200%; text-autospace: none"> 	The traumatic event is reexperienced in the 	following ways: recurrent and intrusive distressing recollections including 	images, perceptions. Acting or feeling as if the traumatic event were 	recurring (including illusions, 	 	hallucinations, and dissociative flashback episodes, Intense 	psychological distress at 	 	exposure to cues that symbolize or resemble an aspect of trauma as well 	as physiological reactivity</li> 	<li class="MsoNormal" style="line-height: 200%; text-autospace: none"> 	Efforts to avoid thoughts, feelings, or 	conversations associated with the trauma, efforts to avoid activities, 	places, people that arouse recollections of the trauma, the feeling of 	 	detachment or estrangement from others as well as some sort of startle 	response</li> Prevalence Ideally, McNally (2007) have attempted to explain the incredibly high prevalence rates of PTSD in the NVVRS study, suggested that it may have in part resulted from making the diagnosis in many individuals who were not functionally impaired but were merely exhibiting normal human reactions to adversity. Thus, Bryant (2007) discusses some findings on dissociation and concludes that the assumptions leading to the diagnosis of Acute Stress Disorder as flawed. How the diagnosis can be abused in real life settings, both forensic and clinical, is discussed in the study done by Rosen and Taylor (2007). Jones and Wessely (2007) have noted how PTSD has obscured the role of secondary gain in explaining failure to recover from trauma aside, McHugh and Treisman (2007) have argued that the diagnosis has moved the mental health field from, rather than towards, an understanding of natural psychological responses to trauma. Causes of PTSD There maybe difficulty towards characterizing the prevalence of PTSD or to accurately assess PTSD of Cass case such as in response to apparent increasing rates of traumatic events worldwide. Although the wide range of symptoms displayed can make diagnosis more difficult, accurate diagnosis of PTSD remains essential. Although ample measures compare symptoms against DSM-IV criteria, not all use the most recent PTSD criteria or any criteria. Similarly, time frame of symptom assessment varies considerably from 1 week to 1 month, although certain DSM-IV diagnosis (Hawkins and Radcliffe, 2006 p. 427) requires symptoms to be present for at least 1 month, methods for outcomes assessment and longitudinal follow up need to be developed. Thus, some journals covering trauma and assessment are not included and additional measures for specific types of trauma were not reviewed as an outcome. Accurate assessment of PTSD for the case situation is critical because of the detrimental effects trauma can have on the aspects of functioning. Correct symptom description, diagnosis, and response to interventions can be made only to the extent that measures allow. Although current measures are promising and innovative measures are emerging, further work remains to address measurement issues in PTSD in relation to mental issues found in Cass case (Hawkins and Radcliffe, 2006 p. 427). Post traumatic experiences of Cassandra have made her weak having low self esteem to cope with situations that surround her, she is in denial of the truth as she fears of being left out and neglected and does not want to dig up on salient issues of such physical injuries she had and amiably can’t accept realities of life as Cass was crying, pleading, physically fighting with them and using foul language. She was also sexually abused by her father at an early age which caused her to have traumatic openings that brought her to assume personality disorder in such PTSD adaptability as being recognized through her eating manners that have led to the prevalence of anorexia nervosa (eating disorder) and presence of substance/alcohol abuse as her experiences with the male archetype are of bad connotations first with her father and second to her ex-boyfriend, the past history of being hurt and abuse physically, emotionally and mentally have repeated in the presence of her ex-boyfriend that triggered her personality problems and issues to come out, placing certain separation anxiety with her recent broke up as she wishes and hope for love and affection that she never felt during her early years when she was 12 years old. Major issues/problem/risks -       PTSD Persons with documented childhood abuse and or neglect were more than 4 times as likely as those who were not abused or neglected to be diagnosed with personality disorders during adulthood as childhood physical abuse, sexual abuse, and neglect were each associated with elevated personality disorder symptom levels during early adulthood after other childhood maltreatment. Recently, changes have been proposed to DSM-IV diagnostic criteria for post-traumatic stress disorder (PTSD) to refine the diagnosis because of concerns about its construct validity. Specifically, Spitzer et al. (2007) suggested narrowing the PTSD definition of trauma, specifying a symptom onset time frame after the trauma, and removing symptoms that overlap with other anxiety and mood disorders and examine whether removing these overlapping anxiety/mood disorder symptoms resulted in differences in PTSD prevalence rates, diagnostic caseness, comorbidity and mental health-related disability, structural validity, and internal consistency. Little difference was found between the criteria sets in diagnostic comorbidity and disability, structural validity, and internal consistency (Elhai, Grubaugh, Kashdan and Frueh, 2008 p. 597). Assessing whether impulsive and aggressive traits can be placed on continuum with DSM-IV Cluster B Personality Disorder and to determine if different aspects of these personality traits are specifically associated with individual Cluster for personality disorders and why frequently differ in clinical pictures and courses.  -       Eating disorder The need to recognize and execute certain ‘Eating Attitudes Test’ in diagnosing presence of Cass’ anorexia nervosa as it might likely due to changes in the diagnostic criteria as not been validated with Diagnostic and Statistical Manual of Mental Disorders criteria with and without an undifferentiated DSM-IV eating disorder diagnosis. Further, eating disorders are among the most common psychiatric problems that affect women (Kreipe and Birndorf, 2004) and conditions impose high burden of morbidity and mortality. Unfortunately, the diagnosis of eating disorders can be elusive, and more than one half of all cases go undetected (Becker, Grinspoon, Klibanski and Herzog, 2004). Cass eating disorder condition has occurred most commonly as ten times common than in males. Several adolescents and adults who do not meet the strict diagnostic criteria for eating disorders have disordered eating patterns, which can have a significant adverse impact on health. -       Alcohol/substance abuse Substance abuse is a substantial problem among women, who representup to 30 percent of the patients in substance abuse treatment (Chatham, Hiller, Rowan-Szal, Joe and Simpson 1999; Griffin, Weiss, Mirin and Lange, 1989; Wilsnack, 1984 as quoted from, Hien, Cohen, Miele, Litt and Capstick, 2004 p. 1426). Thus, up to 80 percent of women seeking substance abuse treatment report lifetime historiesof sexual and/or physical assault, many of these women havesymptoms of posttraumatic stress disorder (PTSD) (Dansky, Sladin, Brady, Kilpatrick and Resnick, 1995; Fullilove, Fullilove, Smith, Winkler, Michael Panzer and Wallace, 1993; Hien and Scheier, 1996; Zweben, Clark and Smith, 1994 quoted from, Hien, Cohen, Miele, Litt and Capstick, 2004 p. 1426). Women with co morbid PTSD and substance use disorders have poortreatment retention rates and outcomes (Zweben, Clark and Smith, 1994 quoted from, Hien, Cohen, Miele, Litt and Capstick, 2004 p. 1426). Such alternative, integratedmodel that addresses PTSD and addictions may be more likelyto succeed, more cost-effective, and more sensitive to the uniqueneeds of these patients (Brown, Stout and Mueller, 1999; Brady, Killeen, Saladen, Dansky and Becker, 1994; Sullivan and Evans, 1995 quoted from, Hien, Cohen, Miele, Litt and Capstick, 2004 p. 1426) Currently and up to date, little integrated approaches have been empirically tested and demonstratedas efficacious. Nursing interventions Cassandra needs right amount of care and attention along with proper care assessments and interventions of nurses handling her situation. The presence for health care support is substantial and that nurses will have to provide ample care to intervene Cass health issues mostly in her trauma.  The need to present conceptual basis and empirical evidence for considering avoidance and numbing as distinct posttraumatic stress disorder (PTSD) symptom clusters. PTSD symptom cluster distinction has implications for revising current diagnostic criteria. The recognition may lead to advances in understanding and treating of Cass as she encounters health issues relative to her PTSD. Ideally, several recent research is amiably needed to establish dimensional nature of PTSD symptoms and to assess whether identified dimensions differ as function of the trauma experience as implications for nursing care assessment, diagnosis, and intervention to be discussed in accordance to literature studies and organization base. General criteria for the diagnosis of Cassandra’s personality disorder have to be provided based on rating items describing features of personality disorder that Cass manifests such as low self-directedness, cooperativeness, affective stability and self-transcendence as it responds closely with concept of personality disorder in DSM-IV. Several criteria are to be provided for rating severity of personality disorganization as well as for sub typing based on profile of three additional dimensions corresponding to features of DSM-IV clusters A, B, and C. Further, the latter approach should facilitate efficient screening in clinical practice, encourage an understanding of development of co morbidity as one self-organizing process thus, provide some sort of theory driven basis for therapeutic planning with eating issues, alcohol/drugs intake and psychotherapy.   The salient unifying theme across these contributions is the questionable validity of the DSM-IV PTSD diagnostic criteria as they now stand, especially in relation to apparent false positives. While making many legitimate points, there refrain from attempting to solve problems they raise, and they do not propose new set of criteria for DSM-V’s PTSD and related categories. Many people  have been exposed to overwhelming trauma, including abuse and assault. Posttraumatic stress can persist and become chronic disorder, with behavioral and physiologic alterations affecting health across the lifespan. Often the etiologic role of trauma in health problem remains undiscerned and unacknowledged. Acknowledging the effects of trauma is caring intervention in itself, and it can lead to more effective healthcare and better relationships with patients as there process of acknowledging the effects of trauma in clinical reasoning, in dialogue with the patient and in planning care and interventions. References American Psychiatric Association (2004). Diagnostic and statistical manual of mental disorders (4th ed.). Washington, DC   Becker AE, Grinspoon SK, Klibanski A, Herzog DB (2004). Eating disorders. N Engl J Med 340:1092-8.   Bryant, R. A. (2007). Does dissociation further our understanding of PTSD. Journal of Anxiety Disorder, 21, 183–191.   Elhai, J. Grubaugh, A. Kashdan, T. and Frueh, B. (2008). Empirical examination of a proposed refinement to DSM-IV posttraumatic stress disorder symptom criteria using the National Comorbidity Survey Replication data. J Clin Psychiatry. 2008 Apr;69(4):597-602 Erratum in: J Clin Psychiatry. 2008 Dec;69(12):1985. Hawkins, S. and Radcliffe, J. (2006). Current Measures of PTSD for Children and Adolescents. Journal of Pediatric Psychology 31(4) pp. 420–430, Advance Access publication June 9, 2005 Journal of Pediatric Psychology vol. 31 no. 4 © The Author 2005. Published by Oxford University Press on behalf of the Society of Pediatric Psychology.   Kreipe RE, Birndorf SA (2004). Eating disorders in adolescents and young adults. Med Clin North Am 84:1027-49.   Hien, G. Cohen, L. Miele, G. Litt, C. and Capstick, C. (2004). Promising Treatments for Women With Comorbid PTSD and Substance Use Disorders. American Journal of Psychiatry Vol. 161 No. 8 Aug. 2004 pp. 1426-1432   Jones, E., & Wessely, S. (2007). A paradigm shift in the conceptualization of psychological trauma in the Twentieth Century. Journal of Anxiety Disorders, 21, 164–175.   McHugh, P. R., & Treisman, G. (2007). PTSD: A problematic diagnostic construct. Journal of Anxiety Disorders, 21, 211–222.   McNally, R. J. (2007). Can we solve the mysteries of the National Vietnam Readjustment Study? Journal of Anxiety Disorders, 21, 192–200.   Rosen, G. M., & Taylor, S. (2007). Pseudo-PTSD. Journal of Anxiety Disorders, 21, 201–210.   Spitzer, R. et al. (2007). Saving PTSD from itself in DSM-V. Journal of Anxiety Disorders 21 (2007) 233–241   Citations (as quoted from) Hien, G. Cohen, L. Miele, G. Litt, C. and Capstick, C. (2004). Promising Treatments for Women With Comorbid PTSD and Substance Use Disorders. American Journal of Psychiatry Vol. 161 No. 8 Aug. 2004 pp. 1426-1432)   Chatham L, Hiller M, Rowan-Szal G, Joe G, Simpson D(1999). Gender differences at admission and follow-up in a sample of methadone maintenance clients. Subst Use Misuse 1999; 394:1137– 1165   Griffin M, Weiss M, Mirin S, Lange U (1989). A comparison of male and female cocaine abusers. Arch Gen Psychiatry 1989; 46:122– 126   Wilsnack S(1984). Alcohol abuse and alcoholism in women, in Alcohol Problems in Women: Antecedents, Consequences, and Intervention. Edited by Wilsnack S, Beckman L. New York, Guilford, 1984, pp 718–735   Dansky B, Sladin M, Brady K, Kilpatrick D, Resnick H(1995). Prevalence of victimization and posttraumatic stress disorder among women with substance use disorders: comparison of telephone and in-person assessment samples. Int J Addict 1995; 30:1079–1099   Fullilove M, Fullilove R, Smith M, Winkler K, Michael C, Panzer P, Wallace R(1993). Violence, trauma and posttraumatic stress disorder among women drug users. J Trauma Stress 1993; 6:85–96   Hien D, Scheier J (1996). Trauma and short-term outcome for women in detoxification. J Subst Abuse Treat; 13:227–231   Zweben J, Clark W, Smith D (1994) Traumatic experiences and substance abuse: mapping the territory. J Psychoactive Drugs; 26:327–344   Brown P, Stout R, Mueller T (1999).  Substance use disorder and posttraumatic stress disorder comorbidity: addiction and psychiatric treatment rates. Psychol Addict Behav; 13:115–122   Brady K, Killeen T, Saladen M, Dansky B, Becker S (1994). Comorbid substance abuse and posttraumatic stress disorder: characteristics of women in treatment. Am J Addict; 3:160–163   Sullivan J and Evans, K. (1995).  Treating Addicted Survivors of Trauma. New York, Guilford       Interesting News Credit:ivythesis.typepad.com

Post Traumatic Stress Disorder (PTSD) Case Study

Cassandra accounts to have such personality disorder as she is a victim of post traumatic stress disorder (PTSD) that affects her in ...

Sample Essay Overview Of The E-Commerce Industry

Overview of the E-commerce Industry Gone are the days when employees work on their desks for eight hours a day. Today’s employees want to utilize their productivity tools and interact with different individuals and groups in different settings. The technological advancement in wireless technologies has allowed workers and employees to access communication tools in new settings.    Research from Cahners In-Stat/MDR revealed that there are more than 78 million remote and mobile workers in the United States alone (Arora et al. 2001). It also states that the provision of access to mobile business applications and wireless access to the Internet to the workers and employees will be key priorities for business. On the other hand, a study by Access Markets International (AMI) Partners Inc. predicts that more than half (67 million) of the US domestic workforce will be mobile by 2006 (Bjorkman et al. 1997). This should create an enormous demand for wireless data/Internet solutions.   Analysis of the Macro Environment of the E-commerce Industry The political trends that have emanated in the E-commerce industry simply verified that the people in most countries are aware of the possible benefits of the modernization of telecommunications and mobile computing. The overall economic outlook suggests that there are countries that are ready to embrace the new technologies that could be possibly brought about by Amazon.com. The large number or Internet users in various countries suggest that people in these countries have adequate knowledge on Information Technology to be able to patronize products being sold in Amazon.com BUSINESS MODEL for AMAZON.COM The subscription business model via an online bookstore has been widely used by most electronic commerce companies like Amazon.com, but the application of this model has started to spread up to this time. Instead of selling the products directly, Amazon.com nowadays is doing the process of selling their monthly or yearly access to a particular product or service. As a result, the company is able to convert a one-time sale of a product into a recurring sale of a service. Effect on Amazon.com Amazon.com surely benefits because of the fact that they are guaranteed of a constant revenue stream. This significantly reduces the uncertainty and the risk-taking of Amazon.com. Also, the subscription pricing structure of the company is carefully designed in order to make sure that the revenue stream from the recurring subscriptions could be significantly higher than the revenue coming from simple one-time purchases. This also induces the increase of the company’s sales through disallowing the subscriber’s option to either accept or reject any specific product. This triggers the reduction of customer acquisition costs, and allows the implementation of a personalized marketing or database marketing. However, subscription business models also have their disadvantages. Amazon.com needs to invest to a large infrastructure in order to help in the management and monitoring of subscriptions. Critical Success Factors For Amazon.com to be a viable player in the electronic commerce industry, the following success factors are critical: ·        Financial Stability Financial stability is crucial especially in the pursuit of research and development activities. In the electronic commerce industry, it is important to remain updated with the latest technological developments to be able to stay competitive in the market. ·        Product Performance and Price Excellent product performance comes as a result of well-funded research and development activities. The strong performance of products in Amazon.com could also be linked to their cost-effectiveness. However, the company has to be aware of the positioning in terms of process so as to maintain satisfactory profits margin and remain competitive in the market. ·        Marketing Strategy and Distribution High brand awareness among the buyers has created the need for aggressive marketing, and access to strong distribution channels is critical for the introduction of new products. Amazon.com SWOT Analysis Strengths: <ul type="disc" style="margin-bottom: 0in"><li class="MsoNormal" style="color: #333333; text-align: justify; line-height: 200%"> 	has products that boast of a very powerful 	retail. This includes a reputation for value of money, convenience and a 	wide variety of products </li> 	<li class="MsoNormal" style="color: #333333; text-align: justify; line-height: 200%"> 	has grown significantly over the years, and 	has experienced global expansion.</li> 	<li class="MsoNormal" style="color: #333333; text-align: justify; line-height: 200%"> 	Its main competence lies on the use of 	information technology (IT) to fully support its international logistics 	system. Therefore, Amazon.com can see how their individual products perform 	within the United States, or even at stores at a glance. IT also supports 	the company’s efficient procurement. </li> 	<li class="MsoNormal" style="color: #333333; text-align: justify; line-height: 200%"> 	is able to deliver good customer care, as 	the limited amount of work would mean plenty of time to devote to customers.</li> 	<li class="MsoNormal" style="color: #333333; text-align: justify; line-height: 200%"> 	The company's lead consultants have 	established a strong reputation within the market.</li> 	<li class="MsoNormal" style="color: #333333; text-align: justify; line-height: 200%"> 	can afford to change direction quickly if 	its management finds that the company’s marketing strategy is not effective.</li> 	<li class="MsoNormal" style="color: #333333; text-align: justify; line-height: 200%"> 	has little deficits and overheads. 	Therefore the company can offer good value to customers on a consistent 	basis.</li> </ul>   Weaknesses: <ul type="disc" style="margin-bottom: 0in"><li class="MsoNormal" style="color: #333333; text-align: justify; line-height: 200%"> 	is one of the world's largest company in 	electronic commerce but has a weak control of its empire, despite its IT 	advantages. This could lead to a decrease in productivity in some areas 	where they have the least control of.</li> 	<li class="MsoNormal" style="color: #333333; text-align: justify; line-height: 200%"> 	Since Amazon.com sells products across many 	sectors, the company may lack the flexibility that some of its more focused 	competitors 	possess.</li> 	<li class="MsoNormal" style="color: #333333; text-align: justify; line-height: 200%"> 	Operates globally, but its presence is 	located in only relatively few countries worldwide.</li> </ul> Opportunities: <ul type="disc" style="margin-bottom: 0in"><li class="MsoNormal" style="color: #333333; text-align: justify; line-height: 200%"> 	Taking over, merging, or forming strategic 	alliances with other e-commerce companies while focusing on strong markets 	like Europe or the Greater China Region. </li> 	<li class="MsoNormal" style="color: #333333; text-align: justify; line-height: 200%"> 	The branches of Amazon.com operate only on 	trade in a relatively small number of countries all over the world. Thus, 	this would open the opportunities for future businesses in expanding various 	consumer markets, such as those in China and India. </li> 	<li class="MsoNormal" style="color: #333333; text-align: justify; line-height: 200%"> 	Opportunities exist for Amazon.com to 	continue with its current strategy of establishing large branches worldwide.</li> 	<li class="MsoNormal" style="color: #333333; text-align: justify; line-height: 200%"> 	Amazon.com is continuously expanding, with 	plenty of future opportunities to exploit for success.</li> 	<li class="MsoNormal" style="color: #333333; text-align: justify; line-height: 200%"> 	The competitors of Amazon.com may be slow 	to adapt to new marketing strategies especially the ones that the company 	releases.</li> </ul> Threats: <ul type="disc" style="margin-bottom: 0in"><li class="MsoNormal" style="color: #333333; text-align: justify; line-height: 200%"> 	Being number one means that is the target 	of competition, the company to beat, both locally and globally. </li> 	<li class="MsoNormal" style="color: #333333; text-align: justify; line-height: 200%"> 	Being a global retailer means that 	Amazon.com might be exposed to political problems in the countries where the 	company has operations.</li> 	<li class="MsoNormal" style="color: #333333; text-align: justify; line-height: 200%"> 	The latest developments in information 	technology which could possibly change the markets might challenge the 	company’s ability to adapt to these changes </li> 	<li class="MsoNormal" style="color: #333333; text-align: justify; line-height: 200%"> 	A slight shift in focus of a large 	competitor might wipe out any market position that Amazon.com has achieved 	over the years. This could force the company to specialize in rapid response 	but good value services to local businesses. This would put so much pressure 	on the company’s consultancy staff to keep informed with the latest changes 	in technology where possible.</li> </ul> Amazon.com’s Competitive Advantage Among the competitive advantages enjoyed by Amazon.com are: ·        Economies of Scale and Scope in manufacturing and research and development arising from its numerous facilities situated in the United States and other countries worldwide. ·        Unique Quality Technology owing to heavy emphasis on research Amazon.com’s commitment to research & development activities has always been one of its top strategies to remain competitive in the market.     ·        Differentiated Products Through the production and marketing of differentiated products originating from their research and development activities, Amazon.com is able to create its own firm-specific advantages. The continuous pursuit of research and development processes enables Amazon.com to produce a steady stream of originally differentiated products which makes it difficult for competitors to find substitutes. Because of this differentiated approach, the company is able to market their products worldwide, which enables them in turn to maximize the returns on research and development expenditures. Amazon.com's competitive advantages could be sustained provided the company would continue to focus on its core competencies (inside-out approach). However, the company also has to be aware of the latest technological changes (outside-in approach).   STRATEGIC ASSESSMENT Deriving from the gap analysis between the environment, strategy and capabilities, many strategic options would become imperative. It is therefore essential to evaluate these strategic options as to whether they are appropriate to the issues addressed, whether they are feasible enough to be implemented and their acceptability to key stakeholders. A. Business Level Strategy There is definitely a need to reconcile both the inside-out and outside-in capabilities. While Amazon.com’s business strategy involves focusing on its core competencies with market position following its resource base, the company will be put into a disadvantageous position should it choose to neglect both the macro as well as industry environment. Therefore, Amazon.com has to be aware of the latest technological changes, as well as changes in political, economic, legal and even demographic trends in order to develop the outside-in capabilities, such as market sensing, customer linking, channel bonding and technology monitoring. The advantages enjoyed by the company may come in the form of increased revenues. Knowing what the market demands and the latest trends could help Amazon.com fully exploit its research and development capabilities to come out with products which are not only cost-effective but also high in quality and performance. The strategic option can even be used as marketing tool where the focus is on staying close to your customers and listening to their feedbacks. On the flip side of the coin, there will be huge mobilization of resources involved, and the associated risks bestowed on the company. Nevertheless, the mentioned strategic option seems the most practical in the wake of globalization, since there is a sudden shift towards a more integrated and independent world economy. The key stakeholders too should not have any objections so long the company’s core business is not threatened. By virtue of Amazon.com’s centralized control of its subsidiaries, it is being expected that major barriers should not exist in carrying out such an option except additional time may be required given the scope and span of Amazon.com’s operations. Interesting News Credit:ivythesis.typepad.com

Sample Essay Overview Of The E-Commerce Industry

Overview of the E-commerce Industry Gone are the days when employees work on their desks for eight hours a day. Today’s employees wan...

International Business Analysis Of Strategy of A Global Organization – Reebok And Its Merger With Adidas

Reebok and its merger with Adidas   Reebok, the next largest athletic shoe manufacturer, is a distant number two, both in sales and spending. Reebok moved away from athlete endorsements in the late 90's but has signed in recent years stars such as Allen Iverson and Venus Williams. Historically, it has been playing catch up with Nike. Knowing that head-to-head competition with Nike and Adidas would be difficult, Reebok looked to the aerobic-shoe market (Kahle & Riley 2004). The company's introduction of the Freestyle aerobic oxford in 1982 coincided with the increased popularity of aerobic exercise. The Freestyle became one of the best selling shoes in history, giving Reebok its first and only market share lead over Nike. Reebok sales went from .5 million in 1982 to 9 million in 1986. Although Reebok advanced athletic shoe technology, corralled a stable of superstar athletes and outfitted thousands of Olympic athletes, the company could not sustain its leadership position. Reebok's market share and profits declined after 1987, whereas Nike's rebounded and continues to soar (Kahle & Riley 2004). Reebok is a producer of athletic footwear, apparel, and accessories. Reebok surged in popularity in 1982 after the creation and market of the Freestyle athletic shoe, this shoe was designed for women and came out exactly during the time aerobics fitness craze started. Reebok slowly lost its popularity to current leader Nike. In the past, Reebok was known to have an association with outsourcing through the use of sweatshops, currently it has been committed to protecting human rights. Reebok has footwear factories in 14 countries; it has Apparel factories in 45 countries. Reebok was bought by Adidas in January 2006. Vision statement of Reebok To provide to all types of athlete the opportunity to achieve their goals through the use of the best kind of sports apparel. The sports apparel will inspire athletes to perform better so that they can reach their goals. To help the athletes to reach their true potential with the help of Reebok’s sports products. Mission statement To continue to challenge convention in the creation of sports related products.   To create sports related products that show the company’s unlimited creative potential. In showing its unlimited potential, it deviates itself from competitors Objectives Reebok wants to maintain or improve its position in the global sports related product market. It wants to make sure that all of its products are innovative and creative. Reebok aims to give due to their personnel through various programs that uplift the dignity of the personnel. The company wants to maintain both its production standards and the rights of the personnel. Moreover Reebok makes sure that it maintains a good relationship with the society. The company has a program that makes sure that it has a good relationship with society. Finally Reebok wants to increase its popularity through newer products so that it can increase its market and gather more clients. The company wants to develop more products that will help in widening their reach.   SWOT Analysis Strength Strength of Reebok is the strong brand name they have. The strong brand name is what makes the company and its product popular. Furthermore strength of the company is its ability to make strategic adjustments whenever there is a need for it. The company makes sure that whenever changes in the industry happen they have alternative plans towards it. Another strength of the company is its sales personnel who provide an excellent kind of service. The sales personnel of the company are well trained and makes sure that the clients are given total satisfaction. The sales personnel have a good knowledge of the different products they sell. Lastly strength of Reebok is its website that is easy to use, attractive, and informative. Such website encourages the clients to visit and peek at the company’s products Weakness A weakness for Reebok is its too much reliance on retail stores. Reebok does not try to invest on actual stores instead they concentrate on retail selling. This does not help the company increase its popularity and it does not help the company show that they are unique. Another weakness for Reebok is its culture of putting much power on the top management. The top management cannot always have the information needed to make decisions on the company’s processes; some decisions may need some inputs from other members of the organization. Opportunities An opportunity for Reebok is to find out more ways to give a distinctive look and features to their product. By doing this the company will have competitive advantage over other firms. This will help the company have unique identity in the global market amidst their competitors. An opportunity for the company is to improve the features of the website they currently have. By doing this it can attract more markets and it will help them attract more endorsers. An opportunity for Reebok is to continue to make use of newer technologies that will provide better service to clients. Reebok can use the advancements in manufacturing facilities and technologies to make sure that the clients will achieve satisfaction Threats The main threat to Reebok is the competitors. The competitors like Nike, Adidas and Puma try various tactics to make it difficult for Reebok to maintain its standing in the global market. The threat to the company includes the laws in the country they operate in. For the different countries they operate in, there are different kinds of laws. This forces Reebok to change some of their strategies and techniques. Another threat to the company is the tariffs and taxes that the company has in its various markets, each countries has its own rate of taxes and tariff that creates additional expenses for the company. Lastly a threat to Reebok is the global financial crisis. The global financial crisis will reduce the client of Reebok and might force it to close some of its branches. Marketing strategy of Reebok The positioning strategy of Reebok is concentrated on comparing what they can do to what their competitors can do. Positioning happens when the company tries to create a unique identity in the minds of the target market through the sports products. The company makes use of the best positioning strategies that intends to make an identity separate from the competitors such as Nike and Puma. The positioning strategy of the company focuses on showing the clients that Reebok provides the best sports apparel. The advertising strategy of the company helps the positioning strategy of Reebok in attracting more clients and bringing back old clients. The market of Reebok is different individuals who need all kinds of products for different kinds of sports or sporting events. This market is the one that needs various sports apparel. The target market of the company involves almost all sectors of the society. They want to provide varying sports apparel and accessories to young or old, boy or girl. The company also tries to reach out to the non sporting market through the sale of non sporting shirts and apparels. The market segment of the company is divided into the adult and kid segments. There are different brands of sports apparel for the older people and the younger clients. The company makes sure that they cover all the segments in the society they are operating in. The company has specialized prices for the different market segment, this will ensure that the clients will have lesser doubts about taking a look at the company’s product and the products that they can afford.  The marketing strategy of Reebok would further be explained through the use of the marketing mix. Product The company’s sports products are made from high quality components and materials. The sports products of Reebok are made of comfortable materials that are perfect for all types of sports related activities. The sports products have different designs and characteristics that meet the various needs of their market.  The materials and components used for production came from reliable and trustworthy suppliers. The suppliers were chosen well and are known in their respective field. The sports products underwent well tested processes that ensure its durability and comfort. After production Reebok apparels undergo product testing before it is sold to the markets.  The company also has consumer response team that can be contacted anytime. This response team provides assistance to clients who have issues with some of the products.  The company’s products are one of the main reasons for the company’s success and it contributes to the rise of the company’s profits.  The company’s products sets them self apart from the competitors in the sports apparel market. Price The company’s pricing are valued according to the quality of the products. The company makes sure that it maintains well made products that will have the same value as what the client pays for it.  The price of the product is considered through determining the cost of making the product, the salaries of people producing the product and the other expenses made in the creation of the product. With such price the company maintains the product to be of high quality and durability. The company’s price range varies in the different countries they operate in; the company makes sure that all considerations have been made before pricing a product. Place There are different places of selling for the product. Aside from its branches in different countries the company allows its product to be sold in different non competitor stores. The different non competitor stores helps in making sure that the company is able to sell to various clients in different places. The different channels of distribution help in strengthening the relationship of the company with the clients. It also establishes some relationship with non competitors. Another channel of distribution for the company is the internet website. The company’s website features an online shopping function wherein transactions can be made without the buyer being physically present in the company’s store.  The company’s website provides a graphical and written description of the products the company offers. The payments for the online transaction are also done online.  Payments can be done through credit cards; the delivery of the product will take a few days for shipping.  Promotion The company promotes its different sports products through various means. One is through the internet. The internet website gives different kinds of information about the sports products; it then details the price of a product and the available sizes. The internet is a good medium because most people use it. Another form of advertisement is TV commercials wherein the product is given a visual presentation. Moreover a form of advertisement is different sponsorships the company engages in. Through the sponsorships of different sporting and non sporting events the company gets to promote its products. Information and marketing strategy Developing a competitive strategy means developing a broad formula for how a business is going to compete, what its goals should be and what policies will be needed to attain those goals. Competitive strategy is a combination of the ends or goals for which the firm is striving and the means or policies by which it is seeking to get there. A competitive strategy requires the consideration of matters that determine the upper limits of what it can reasonably accomplish. An organization’s strengths and weaknesses are reflected in its profile of assets and skills relative to competitors. This profile includes financial resources, technological posture, brand identification and so on (Proctor 2000). Strategic market management is motivated by the assumption that the planning cycle is inadequate to deal with the rapid rate of change that can occur in a firm’s external environment. To cope with strategic surprises and fast-developing threats and opportunities, strategic decisions need to be precipitated and made outside the planning cycle. It is useful to have a real time information system rather than periodic continuous monitoring of the environment. In addition, efforts to develop strategic flexibility are likely to be helpful. The latter involves strategic options that allow quick and appropriate responses to sudden changes in the environment. An important dimension to strategic market management is to be proactive rather than simply reactive to environmental change. The firm can itself bring about change in the environment. It is possible to make a sizeable impact on governmental policies, customer needs and technological developments. The goal is to develop market-driven strategies that are sensitive to the customer (Adcock 2000). Information is important to Reebok marketing strategies because it provides the backdrop for the strategies. It serves as a blueprint for the company’s marketing strategy.  Information helps Reebok determine the best marketing strategy for a certain period.  Information is a consideration for Reebok before in introduces a new marketing strategy. It is also considered once there is a need to reduce the current strategies.  Management strategy of Reebok Business management theories of stakeholder approaches and the knowledge-based firm are connected to the organizational questions of sustainable entrepreneurship; resource-based theories deal with the strategic management of resources and capabilities. Safeguarding the company's short-term reputation is a matter of regular business management aimed at avoiding economic damage to the business. Such routines must at least ensure the company's ability to avoid or adequately manage incidents close to the core business on, for instance, safety, health, labor conditions, environment and issues of company integrity (Keijzers 2004). To this end, a company can proactively build and maintain stakeholder relationships with core interest groups to understand the evolving interests of a growing number of stakeholders. It also requires that companies stay visibly in tune with peer companies. Companies can work to implement organizational structures to determine and handle issues in order to enable them to balance potentially conflicting stakeholder interests while guaranteeing that certain stakeholder demands can be met at certain acceptable minimal levels. Handling long-term interests of stakeholders and the company requires lasting relationships between the two (Keijzers 2004).   Engaging in such deep and robust relationships with the aim of collaborating in the development of business strategies for continuity is an intensive and committed process. The issues of sustainability that increasingly dominate the business agenda all relate to very complicated long-term cross-sectoral interests that require equally complex organizational change processes. These processes must allow time for trust-building between company representatives and the related stakeholder groups to engage stakeholders and must be aimed at building mutual respect and developing shared values between the stakeholders and the company (Milgate 2004). Senior management can enhance the change process by actively showing their commitment to issues, demonstrating respect for the values of the company's stakeholders, and by being explicit about the importance of collaborative stakeholder processes for the development of policies and for the business strategy in general. The processes for a stakeholder approach need to be guided by internal staff and should aim at installing adequate business routines to safeguard short-term reputation issues, and achieve processes for interactive stakeholder engagement determining long-term business strategies. Plotting of new business directions requires interactive shifting of company limitations expressed in the expectations and demands of stakeholders. The complex business challenge is the ability to understand present and potential stakeholder demands, and the willingness to overcome such obstacles in creative and open change processes of joint learning (Milgate 2004). Reebok uses various decision making skills and information from the internal and external environment to manage the company and its different branches or subsidiaries. Reebok makes sure that the company will make use of management strategies that are acceptable to the environment. It makes sure that the management strategies will help the firm achieve its goals, objectives, visions and missions. HRM strategy of Reebok The past decade has produced research evidence supporting the critical role human resource management (HRM) plays in the success of an organization. This evidence has been generated in a variety of different types of organizations including manufacturing, professional services, and health care (Burke & Cooper 2004). The human resources function has, for a number of reasons, been typically viewed by executives as peripheral to the successful performance of their organizations. Human resource management, as a course in most MBA programs, is often not seen as useful as offerings in finance, marketing, or information technology. Yet, managers with full-time work experiences report that their major challenges involve people. Those who must practice human resource management in an organization not only perform tasks but also occupy roles defined by the expectations of others inside and outside the organization. With the changes occurring in organizations, these roles have changed markedly and in ways that depart from the traditional role of a functional expert in which an individual performs specific activities (Burke & Cooper 2004).   The performance of this role requires expertise in specific HR functional areas such as wage and salary administration, interviewing, and the like. Sweeping economic, technological, and social changes during the last two decades have begun to transform how work is organized in modern society. The shift from an industrial to a knowledge economy, the globalization of markets, and the rapid proliferation of new technologies have dramatically increased the pace and unpredictability of change. In response, firms dismantled rigid hierarchies to enhance their responsiveness to new environmental demands. Through downsizing and restructuring, organizations eliminated layers of management and expanded the responsibilities of remaining employees. These societal changes had direct consequences for employment structures and practices in organizations. Gone are stability, vertical advancement, and employment security that defined industrial era careers (Brewster, Harris & Sparrow 2004). Greater flexibility, performance demands, and inter-firm mobility characterize twenty-first-century employment. For the latter part of the twentieth century, long-term employment relationships tied careers and career rewards to employees' physical and psychological attachment to organizations. Advancement, compensation, and benefits were linked to seniority and loyalty to the firm. These long-term employment relationships between employees and firms were mutually beneficial: firms retained a loyal corps of employees who identified with and internalized organizational goals, while employees enjoyed employment security and stability along with steadily increasing career rewards (Brewster, Harris & Sparrow 2004). Reebok’s HRM strategy focuses on the use of advanced methods of motivating and controlling the personnel. Reebok makes sure that they have the best relationship with the personnel and they make sure that the personnel know their limits and boundaries. Reebok makes sure that they treat well their personnel and they reward the personnel who perform well. The company also sponsors trainings and seminars for the personnel so that they perform at the optimum level   References Adcock, D 2000, Marketing strategies for competitive advantage, John Wiley & Sons, New York.   Brewster, C, Harris, H & Sparrow, P 2004, Globalizing Human Resource Management, Routledge, New York.   Burke, RJ & Cooper, CL (eds.) 2004, Reinventing human resources management: Challenges and new directions, Routledge, New York.   Ford, JB, Honeycutt, D & Simintiras, AC 2003, Sales management: a global perspective, Routledge, London.   Gillooley, D & Varley, R 2001, Retail product management, buying and merchandising, Routledge, London.   Hussen, AM 2000, Principles of environmental economics: economics, ecology and public policy, Routledge, London.   Kahle, LR & Riley, C 2004, Sports marketing and the psychology of marketing communication, Lawrence Erlbaum Associates, Mahwah, NJ.   Keijzers, G 2004, Business, government and sustainable development, Routledge, New York.   Mccall, JB & Stone, MA 2004, International strategic marketing: A European perspective, Routledge, New York.   Milgate, MA 2004, Transforming corporate performance: Measuring and managing the drivers of business success, Praeger, Westport, CT.   Proctor, T 2000, Strategic marketing: An introduction, Routledge, London.   Reebok Website 2009, About the company, viewed 19 May, 2009, < http://www.reebok.com/US/> Ruskin-Brown, I 1999, Mastering marketing: a comprehensive introduction to the skills of developing and defending your company's revenue, Thorogood, London.   Interesting News Credit:ivythesis.typepad.com

International Business Analysis Of Strategy of A Global Organization – Reebok And Its Merger With Adidas

Reebok and its merger with Adidas Reebok, the next largest athletic shoe manufacturer, is a distant number two, both in sales and s...

DOMINANCE, SUBORDINATION AND MORTALITY: REFLECTIONS FROM THE EPIC OF GILGAMESH

Introduction             Dominance and subordination is synonymous to leader-follower scheme wherein the relationship is ideal to obtain the performance of one another’s societal functions in an effective and efficient manner.  The dominant imparts its decision-making and problem solving capabilities to uphold the welfare of people.  In return, subordinates serve the former and follow its conquest that precipitate to loyalty and respect.  The president who is widely respected by the citizenry, a husband who is loved and cared by his wife, and professors who are idolized by students are few of some dominance-subordination design in the society.             To determine such relationship, one must verify the cause and extent of its existence..  On top of these is the purpose and implications to social order.  By analyzing the characters, their actions and their aspirations from “The Epic of Gilgamesh”, resolutions to the phenomenon can be settled and questions will be answered. Pillars of Social Order                   Because Gilgamesh has a “one-third man, two-third God” identity that resulted to super-natural strength, courage and “beauty” (2), he was basically known as a hero, and ultimately a king of Uruk.  For his part, he should maintain his dominance and show his capability to rule on a regular basis to retain the status quo.  This is exemplified through his stand against Enkidu (14), challenge to demon-like Humbaba (40) and brawl against Bull of Heaven (50) that was all proclaimed victory across his name.  Every triumph was regarded a signal of competence and enduring dominance.  However, being a king who possesses the powers, ill-effects of abusing it (xix) was inevitable.  But the extent of the abuse did not outweigh the extent of dominance, and so, continuing the order.  Distant from the tendencies to abuse power, Gilgamesh has a number of virtues like self-discipline (scoring marriage from Ishtar) (50) and camaraderie (developed to a former enemy Enkindu) (14) which strengthened his right to rule.             The features of the main character in the epic are compatible to run a city which was regulated by deities.  The people are at peace that their kingdom will not be easily penetrated by warfare or profoundly cursed by gods.  They can rely to Gilgamesh to do the fighting to outsiders or negotiating to gods as the need arise.  They can focus more on household requirements like livelihood, raising their children and develop the local economy.  With this, social order was met.  Thinking of the reverse, when people are equal in power and homogenous in status without the guide of a ruler and an established kingdom, they are highly vulnerable to threats from the outside and the gods would curse without mercy.  Civilization could be slowly attained because people are limited in their aspirations of development knowing that instability and lack of direction could annihilate their efforts in an instant.             This drive to subordination as determinant of social order, however, was partially shaken by Enkindu who hated the abusive side of Gilgamesh that ignited a collision (14).  Even Enkindu was lost in the confrontation, the conflict emphasized that dominance should be directed strictly on good purpose alone.  This showed that even a human from the wild is bounded to guard the acts of the ruler to assure that a certain social order does not result to ill-effects like the abusive tendencies of the dominant.  It also exemplified that the dominant-subordinate system would tend to adjust when roles of one another go beyond the rationale behind the creation of the system and deprived the other of substantial power or freedom.  Being the goddess of love, Ishtar retaliated against the refused marriage (50) she initiated partly because it is a deviation from the norm opposite to her known status.  Also, the wife of Utanapishtim demonstrated this friction when she urged her husband and succeeded to reward the hardship of Gilgamesh (96) --- apart from the inherent subordination of women.                 The extent and implications of subordination was also enormous in the story.  The decision of the Council of Gods to impose a death verdict to Enkindu (58), who had less initiative and participation to the conquest relative to Gilgamesh, illustrated that subordination can justify sacrifice on the part of a subordinate, even its life, to sustain the relative crucial role of the king in the society.  On the other hand, loyal (Utanapishtim) and valuable (Gilgamesh) subordinates in relation to its dominant ruler (Gods) would reward the former by sparing its life and renewing its glory (like Shamash intervention (40) in favor of Gilgamesh against Humbaba) or even bestow eternal life (96) (like Utanapishtim and his wife).                       Further, the subordination of women to sexual needs of men in the epic evidenced that such could be also used to achieve an end aside from the peripheral goal of obtaining the system, as in the case of the trapper’s use of harlot (2) to expel Enkindu from the endowments of the wild.  In the stance of ferry-based servant, Urshanabi, subordination meant less security in terms of tenure particularly means of living (96). The epic is largely immersed to the dominance of partly-god stature of Gilgamesh.  However, his crown was regulated by the full-blooded gods specifically the Council of Gods.  He had lost bargaining capacity and tamed as a subordinate when his first-ever close friend, Enkindu, was on the verge of death (68) and he had nothing to do to prevent it.    His dominance was eclipsed by the gods who provided guidance and protection to him to continue his reign, and ultimately, the order in the kingdom. In every chapter of the epic, the dominance of gods over men and non-pure gods seemed to be the greatest impediment for Gilgamesh to optimally celebrate the fruits of his dominance over people.  However, the revealing fact of mortality and death seemed to be an overlapping factor behind his vulnerability.  He took much pain and sacrifice to seek the key to immortality.  In the process, he submitted himself to some extent of subordination to eternal life (82, 96).  Although he utilized his status and dominance through self-proclamation to Siduri and Urshanabi (82), the motive was aimed to immortality and his submission to it.  Due to the blazing desire to end personal subordination of a mortal to death, he underwent the test of Utanapishtim (96) without doubting of possible deception.  Frustrated, the failed quest confined him back to dominating stance again.  However, this move took away the consolation prize of achieving youth rejuvenation.  The suspicion in the effectiveness of the consolation ended him going home empty-handed.  Chapter 11 of the epic implied that such was an unwise thinking coming from an experienced warrior, celebrated hero and notable king.                                               .  Conclusion              The social order in the epic was achieved through establishing levels of hierarchy in the society.  Subordination, in the likes of Enkindu and his kind including the rest of the people, resulted to ordinary people’s submission of some of their practices under the rule, decision and scrutiny of Gilgamesh because of his domineering attributes.  On the other hand, his rule is neither absolute nor universal as deities are on top of the social system.  This dominance was enforced and permitted to happen, albeit of his partly god status, primarily because of immortality demarcation.  It limits the scope of dominance not only of Gilgamesh but also all mortals when speaking of their subordination.  Dominant and subordinate individuals alike have similar bottom-line, which is death.  This provides disincentive to the ruler to abuse his power aside from good cause and remind him that such wrong doing would not last for a long time because of limitation in life.  On the other hand, people would tend to respect the ruler’s decision and abide the kingdom’s development projects to maximize their existence in the world and help improve the status of civilization keeping in mind that time ticks away from every crime or rebellion they would ensue against a fair dominant and elite.  Social order is thus seen through the mutual understanding and accepted vulnerability of the actors in the society; giving rise to peace and ultimately, prosperity.                    Before ending, it is fitting to quote a character in the Asian movie “Hero” which stated, “All under heaven.”  According to the story, these three words transformed the  vicious imperial army to exercise non-violent and non-fatal way of conquering lands, and eventually, meeting the kingdom’s endeavor and achieving its ends.  Finally, being dominant, subordinate and mortal keeps everyone in social order and live each life to fullest enjoyment.  However, to install abusive and rebellious acts to power or solicited inferiority will lead to disorder and doom in a society.                Interesting News Credit:ivythesis.typepad.com

DOMINANCE, SUBORDINATION AND MORTALITY: REFLECTIONS FROM THE EPIC OF GILGAMESH

Introduction Dominance and subordination is synonymous to leader-follower scheme wherein the relationship is ideal t...