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Essay Sample Instructions on Social Construction of everyday life.

Essay Sample Instructions on Social Construction of everyday life.

Look for the answer here using the Search button. Essay Instructions on Explain the meaning of the 'Social construction of everyday...

Sample Essay: The effects of merger to competitive advantages of an organisation

TITLE: The effects of merger to competitive advantages of an organisation   Drivers of mergers and acquisitions in the financial services industry     The growth of GlaxoSmithKline through the process of merging and acquisition activities   TITLE: The effects of merger to competitive advantages of an organisation   Drivers of mergers and acquisitions in the financial services industry     The growth of GlaxoSmithKline through the process of merging and acquisition activities

Sample Essay: The effects of merger to competitive advantages of an organisation

TITLE: The effects of merger to competitive advantages of an organisation Drivers of mergers and acquisitions in the financial serv...

Free Thesis Statements on Luxury Brands in Malaysia

Luxury Brands in Malaysia     Thesis Statements 1.     Over the past 20 years in Malaysia, brands that were once traditionally targeting the wealthiest consumers have launched new product lines, new brands or product extensions to market their products to middle-class consumers. In fact some have called this trend the ‘democratization of luxury’. It means that more consumers can touch the luxury products.   2.     The literature on luxury consumption emphasizes the importance of leadership in quality to ensure the perception of luxury. And it is expected that luxury brands offer superior product qualities and performance compared with non-luxury brands. These characteristics may include, but not restricted to: technology, engineering, design, sophistication and craftsmanship. 3.     Luxury must be seen, by the consumer and by others and made to perfection, luxury items stand out and embody certain ideals. Luxury defines beauty; it is art applied to functional items. Luxury brands implicitly convey their own culture and way of life: hence, Saint Laurent is not Chanel. Meanwhile they offer more than mere objects: they provide references of good taste.

Free Thesis Statements on Luxury Brands in Malaysia

Luxury Brands in Malaysia Thesis Statements 1. Over the past 20 years in Malaysia, brands that were once traditi...

Destination Management:Macau

Introduction               From being a Portuguese colony from 1554 to 1974, Macau has emerged to be one of the famous destinations in Far East Asia. It was once called the “Venice of the Far East” and “Monte Carlo of the Far East” today. Located 60km west of Hong Kong and to north of South China Sea, with a total area of 25.8 square kilometers (, 2002), it became Macau Special Administrative Region, SAR, of China in 1999. Like Hong Kong, aside from having its own flag system, China’s socialist economic system is not practice in Macau despite being under China’s sovereignty.                             The territory of Macau includes the Peninsula of Macau and the islands of Taipa and Coloane which are connected by bridges and causeway. Densely urban, it has no arable land for farming and depends on the production of fish and shellfish. The city has population of about 465, 300, mostly living in the peninsula, about 95.7% are Chinese and 1.8% are Portuguese descent (). The culture of Macau is a combination of European and the rich Chinese culture from religion, cuisine, attractions and language as well as on its architecture, lifestyle and traditions which are evident on various museums and monuments across the city. Rooting on its history, Portuguese colonizers were attracted to Macau and made it as a staging port for transporting goods from Lisbon to Japan and as a trading post for China-Japan trade. From that time up to the early 1950s, the city relied heavily on trade but after the World War II, organized gambling, tourism, light manufacturing industry and the availability of cheap labor emerged followed by the construction of office buildings, hotels and casinos (, 1993).             The Portuguese would not be interested in the place if it has not been a significant source of wealth, may it be because of its strategic geographical location, the people or the opportunities in the country. The focus of this paper is basically what makes Macau a competitive destination. The paper also discusses the importance of socio-cultural sustainability in the competitiveness of Macau and determines how the city attracts tourism which is Macau’s primary source of wealth. Findings   Gambling: The Beginning of Tourism Macau is considered to be one of the hottest tourist destinations in Asia and tourism has been Macau’s leading economic sector. Tourism employs 30 percent of Macau’s total working population (, 2002). As noted above, Macau lacks of natural resources but has rich cultural and historical heritage and architectures aside from the unplanned tourism rooted from legalized gambling which became one of the tourism activities in Macau.             Gambling was the one which started tourism in Macau. Macau, as early as the 17th century, according to a Franciscan friar, (1991), was dominated by robbery, gambling, drunkenness, cheating and other vices. In 1934, the Portuguese government granted monopoly rights to all casino-style gambling and assigned a franchise contract to Tai Xing Co., the biggest gambling house in Macau that time (2003). In 1949, all forms of gambling were banned in China by the Chinese government, leaving Macau to be the only place in the Chinese region where gambling was permitted (, 2003).             The taking over of the franchise contract from Tai Xing Co.to a privately owned company named the Sociedad de Turismo de Diversoes de Macau, STDM, in 1962 (2003) started the contribution of the gambling industry to the economy of Macau. STDM introduced Western games to the Chinese-style casino and developed a modern and well-organized gaming industry (2003). STDM, invested in infrastructure development such as hotels and ferries to provide transportation and accommodation services to tourists from Hong Kong (, 2003).             Gambling, from then on, became the key industry in Macau. With the development of infrastructures in Macau, gambling and casinos in Macau attract many tourists and foreigners from different parts of the world, generating revenue for Macau with about 60% of Macau’s GDP in 2002 (2003).        Currently, the gaming industry in Macau can be compared to the industry in Las Vegas, coining Macau as the “Monte Carlo of the Far East”. Destination Competitiveness             Destination competitiveness can be defined as having a competitive advantage over alternative destinations open to potential visitors. It can also be the total attractiveness of a destination and the integrity of the experiences it delivers to visitors (, 2006). Competitiveness is associated with three major groups of thoughts: comparative advantage and price competitiveness perspective (1990); a strategy and management perspective; and a historical and cultural perspective (1989).             The bases for destination competitiveness are the core resources and attractors which include physiography and climate, culture and history, market ties, mix of activities, special events, entertainment and superstructures (1999). Supporting factors are also bases of sustainability which include infrastructure, accessibility of destination, hospitality and facilitating resources and enterprise (, 1999).             The core resources and the supporting factors can be enhanced and capitalized through destination management. This includes activities of destination management organizations, destination marketing management, destination policy, planning and development, human resource development and environmental management.               Moreover, according to (1993), to be competitive, a destination’s development of tourism must be sustainable, not just economically and ecologically but socially, culturally and politically as well. Destination Competitiveness of Macau             Tourist arrivals to Macau in 2002 topped over 11.5 million ( 2002) and continue to increase every year especially with the development in casinos and promotion of tourism through its culture.  Having tourism as the primary source of wealth, Macau should be able to maintain the high value of tourism in the city through destination competitiveness. Analyzing competitiveness of Macau as a destination, its main edge over other destination is its “East meets West” culture, making it a unique destination. Its attractors from the temples, cultural heritages, and buildings are combinations are combinations of Portuguese and Chinese cultures. Looking at historical and cultural perspective, Macau has really an edge over other destination especially in Asia. Attractions in Macau, Its Core Resources Macau Has been the Mecca of the casino industry in Asia Pacific Rim, with 10 casinos as well as horse and greyhound racing (1999; 1997). The casino business contributed more than one half of the Macau's GDP in 1997 (1998). The percentage declined to approximately 40% in 1999; however, gambling and tourism still provided about 60% of the government revenue in 1999 (Bowman, 1999). Majority of tourists visit Macau with a single purpose of gambling, mostly from Hong Kong (2000). Most visitors to Macau were Hong Kong day-trippers who partake in casino gambling activities (1997). Visitors from East Asian and Southeast Asian countries, including Hong Kong, have accounted for 95% - 96% of the total inbound travelers between 1995 and 1999. Arrivals from China have continued to increase, especially with a significant growth rate of 83% from 1998 to 1999 (, 2000). Taiwanese and Japanese accounted for between 10% and 15% of the total traveler composition during the past five-year period (2000). Macau is located near South China Sea and in the monsoon region, having a climate of mild and rainy in summer. The most comfortable period is from October to December. The winter season in the city covers the month of January and February while summer is from May to September. One of the latest attractions in Macau is the Fisherman’s Wharf, the first themed attraction in the city located at Macau’s outer harbor which can be compared and compete with the Disneyland in Hong Kong and Tokyo.             As Portuguese also brought Catholicism in Macau, a number of temples and churches serve as tourist spots in the city. The most famous of them is the Ruins of St. Paul which was built in 1602 and was burned in 1835 has remained its architecturally designed façade. Aside from Catholic churches, Buddhists temples can also be seen across Macau. The A-ma Temple is the most famous of them. Other attractions in Macau are the Macau Tower and Conventi0on Center which is the 10th highest freestanding tower in the world and 8th in Asia, taller than the Eiffel Tower of Paris. The tower offers panoramic views of the Macau, China, the Pearl River and some islands of Hong Kong; and the Monte Fort Corridor which features the Macao Heritage Tour exhibition (, 2006).             All the attractions in Macau, as noted above, are the core resources which are the bases of competitiveness. They serve Macau’s competitive advantage over the others because they reflect the culture and history of Macau. Tourists re interested in exploring and experiencing the culture of a destination. Cultural tourism is defined as the activity which enables people to explore or experience the different way of life of other people, reflecting social customs, religious traditions and the intellectual ideas of cultural heritage which may be unfamiliar (, 2003). Supporting Factors             Macau has begun developing tourist facilities. In 1995, Macau opened the Macau International Airport which serves as a vital link to the neighboring Hong Kong, Southern China, the Pacific Rim and other parts of the world (1999). The city is also considered as one of the modern, well-equipped cities in Asia and part of its modernization are reclamation land projects such as the Nam Van Lakes that has added 20 percent more land to the Macau Peninsula (1999). This reclaimed land has being developed into recreational, business and residential spaces. Transportation links has also been upgraded such as the improvement of the Ka Ho Port and the city’s water supply and treatment plants are now recognized as meeting world’s standards.             At present, Macau has over 100 hotels including the Holiday Inn, Hotel Lisboa, Mandarin Oriental Hotel and the Royal Macau hotel with entertainment and recreational facilities such as bars and restaurants serving authentic Chinese and Western Cuisine. Destination Management Organization According to Macau Government Tourist Office which serves as the Destination Management Organization, DMO, of Macau, the first tourism office in Macau was only under the Economic Department in 1957 (2003) whose functions were limited to providing communication and information services to tourists and did not function as marketing and advertising sector for tourism. In 1980s, the Portuguese government, realizing that they were beginning to lack political power over Macau due to de-colonization, felt the need to preserve the cultural heritage and influence over Macau thus the foundation of Macau Government Tourist Office, MGTO, in 1995 which plays important role in the tourism industry of Macau (2002).             MGTO has a vision of making Macau “an independent, multi-faceted, short-break destination and gateway”. Its role is to promote and advertise tourism in Macau and creates projects and events that will promote local performing arts, lifestyles, religious events and ceremonies as well as the variety of museums and historical buildings across Macau (2003). One strategy of the organization is to have links with countries all over the world by setting up 18 marketing or public relations offices in different countries including Mainland China, Hong Kong, Taiwan, China, Japan, South Korea, Malaysia, Philippines, Singapore, Thailand, India, Australia, New Zealand, United States, Belgium, Germany, Portugal, United Kingdom, and France (, 2006). Through these marketing offices, it can easily promote Macau as a tourist destination along with the events and tourism projects in Macau. MGTO provided direction to the tourism development, and structured the image of the destination and influenced tourists’ cultural experience (2003). Basically, MGTO formulates strategies and action plans and market tourism in Macau.             Under the MGTO are the Cultural Institute of Macau and the Cultural Heritage Department who worked closely on heritage building conservation for the purpose of “affirmation of identity” (2002). The cultural institute aims to maintain, preserve and renovate the local cultural, historical and architectural heritage and to develop regulations to ensure that it remains available for the public to enjoy. The promotion of research to help the community understand Macau’s culture and heritage better is another of its goals (, 2002).            As the DMO of Macau, MGTO leads and coordinate the tourism sectors in Macau. Socio-Cultural Sustainability              The preservation of social and cultural assets is very important for Macau. Its social and rich cultural assets are its core resource and its main advantage over other destinations. Also, because of tourism, Macau has realized the importance of preserving these assets not only for economic reasons but more importantly for the enhancement of the status of Macau and for the history the city. The Sino-Portuguese culture of Macau gives us the concept of ‘East meets West’ tourism industry. Macau has effectively developed the gaming and tourism industry and has preserved its uniqueness from other Chinese cities as well to other cities in Asia.             The Cultural Institute of Macau with a budget of over US$12million in 2002 has enacted a broad strategy for the publication, establishment and maintenance of libraries and archives, cultural and artistic events, arts and film festival to the running and maintenance of the Macau Conservatory, the Museum of Macau and various libraries (2006).             The Macau Government Tourist Office has its own website. The website is generally intended for promotions and for tourists. It features the different events and projects of the tourism industry, travel information and most especially the different must-sees in Macau.             The Cultural Heritage Department is the one more focus on the sustainability and preservation of cultural heritage of Macau. The department is responsible in classifying, restoring, renovating and upgrading Macau’s cultural heritage, including buildings and artifacts. It issues reports limiting building work in the protected area and drawing up plans to restore buildings that are in the state of decay (, 2006). It also publishes laws that protect the cultural heritage of Macau (see appendix A). Sustainable tourism can be effectively be implemented through an effective legislative framework that establishes standards that should be follow by different sectors.             As part of sustaining tourism in Macau, the liberalization of gambling took over in 2002 that attracted Las Vegas gaming consortia such as The Venetian and Wynn Resorts (2006). Macau has maintained its comparative advantage over other Asian countries in Asia where gambling is heavily restricted. No other city in Asia is vying to become the region’s gambling capital (2005). Macau’s stiffest competition comes from Las Vegas where rich Asians go for gambling. But this comparative advantage of Macau should have sustainability plan because Hong Kong and other neighboring countries like Korea and Singapore are planning to expand their gambling industries. Hong Kong has a plan to build casinos near Disneyland aiming to have new sources of tax revenue (2005).             Because of the tourism in Macau, other assets such infrastructures, airports and transportation facilities as well as hotels and entertainment infrastructures were developed in Macau and being sustained through the Macau Government Tourist Office and other organizations formed by the government. Macau has also maintained its comparative advantage over other Asian countries in Asia where gambling is heavily restricted. No other city in Asia is vying to become the region’s gambling capital (2005). Macau’s stiffest competition comes from Las Vegas where rich Asians go for gambling. But this comparative advantage of Macau should have sustainability plan because Hong Kong and other neighboring countries like Korea and Singapore are planning to expand their gambling industries. Hong Kong has a plan to build casinos near Disneyland aiming to have new sources of tax revenue (2005). Conclusion             Generally, tourism can be promoted through flaunting and promoting effectively the core resources of a destination. Behind its promotion should be a well planned activities backed up by policy that will make the industry sustainable not only economically but also socially and culturally.             Macau’s tourism and gambling industry is deeply rooted on its history making it a competitive destination not only in Asia but also in the world. Its government aim of preserving Macau’s rich cultural heritage led to tourism and apparently tourism helps in the sustainability of the culture and history of Macau making the industry plays key role in the economic development of Macau.             It can be concluded that because of the incorporation of the culture of Portuguese with the Chinese culture, people find the place attractive. Through proper destination management of Macau’s Destination Management Organization, the MGTO, Macau has been developed into a hot tourist destination.

Destination Management:Macau

Introduction From being a Portuguese colony from 1554 to 1974, Macau has emerged to be one of the famous destinations in F...

An Assessment of Sony Corporation’s Organizational Culture and Structure

Introduction             “It’s a Sony!”  Sony is one of today’s leading brand in electronics, from personal to home entertainment audio and video system, communications gadget, broadcasting and other professional electronic devices, personal computer, digital camera, to robots.  Sony Corporation is a Japanese electronics giant, and has now evolved into a multinational company.  This essay brings to light Sony Corporation’s organizational culture and structure.  Also, it is going to analyze the extent in which organizational culture and structure impede or contribute to the effectiveness of the organization.  The following paragraph shows a brief history of the work organization.    A Brief History of Sony             In 7 May 1946 at Nihonbashi, Tokyo, Masaru Ibuka and Akio Morita gave birth to Tokyo Tsushin Kogyo K.K. (Tokyo Telecommunications Engineering Corporation), otherwise known as Totsuko.  Four years after, the “Sony tape”, the first magnetic-coated and paper-based recording tape of Japan, was introduced in the market.  Then in 1955, Totsuko made a decision to change the logo of its products, by labeling them as Sony.  In January three years after, the company shifted its name from Totsuko to Sony Corporation; and by the end of the year, Sony was registered in the Tokyo Stock Exchange.  The year 1960 marked the beginnings of Sony Corporation’s expansion, in the United States of America, to Hong Kong, to China, and to the different countries across the globe.  Different electronic products were introduced in the market.  Until now, Sony is one of the leading electronics brand.    Organizational Culture and Structure: The Sony Way             The working definitions of organizational culture in this essay are taken from the lectures at hand.  According to Morgan (1986), it refers to the “…pattern of development reflected in a society’s system of knowledge, ideology, values, laws, and day-to-day ritual”.   Organizational culture, as said by Schein (1985), is related with the “observed behavioral regularities, norms, values, philosophies or policies, the “rules of the game”, and the “feeling or climate” obtained by the individual as a member of the organization (p.6,9).  In essence, the culture within a certain organization is produced by the members themselves that comprise the organization.  They are driven by their organizational goals, which affect the life of the organization.  In this essay, the data on the organizational culture has been obtained through secondary sources from different print and electronic published materials.              What Mr. Ibuka has envisioned for the company then was “to create a stable work environment where engineers who had a deep and profound appreciation for technology could realize their societal mission and work to their heart’s content.”  In order to stimulate his employees personally, he thought of making them “embrace a firm cooperative spirit and unleash their technological capacities without any reserve” (Sony History).  Such aspiration of the founder therefore is what he wanted to see in the organization that he was then about to create.                 Incorporation objectives include the following:  1) to establish an ideal factory that stresses a spirit of freedom and open-mindedness, and where engineers with sincere motivation can exercise their technological skills to the highest level; 2) to reconstruct Japan and to elevate the nation’s culture through dynamic technological and manufacturing activities; 3) to promptly apply highly advanced technologies which were developed in various sectors during the war to common households; 4) to rapidly commercialize superior technological findings in universities and research institutions that are worthy of application in common households; 5) to bring radio communications and similar devices into common households and to promote the use of home electric appliances; 6) to actively participate in the reconstruction of war-damaged communications network by providing needed technology; 7) to produce high-quality radios and to provide radio services that are appropriate for the coming new era; and 8) to promote the education of science among the general public (Sony History).              It is interesting to note the underlying ideologies behind these objectives that Sony Corporation has set.  The national culture is evident in the way these objectives are created, aside from the fact that this work organization was born during the aftermath of the World War II.  Mr. Ibuka has pictured that his company will serve as his contribution for national development, and that technology is the key to their growth.  This is in line with the national advancement that the Japanese government was aiming at then.              How reliable is the very first incorporation objective?  In an interview with Mr. Yoshihide Nakamura, the current deputy president of Sony’s Core Technology and Network Company, when asked to describe the existing culture within Sony, his testimony says, “…But Sony’s culture is a mix of very Japanese thinking and not very Japanese thinking.  In a sense we are very free.  We are not forced to do anything as long as we are doing a good job.  You really have freedom in Sony.  If you’re innovative, you are given new opportunities.  Some people who may not really be suited for anything in other companies can still survive in Sony.  They will be given an opportunity to try to realize their dream. … (Beamish 2000)”               These are Sony Corporation’s management policies.  The first policy states, “we shall eliminate any unfair profit-seeking practices, constantly emphasize activities of real substance and seek expansion not only for the sake of size.”  Second, “we shall maintain our business operations small, advance technologically and grow in areas where large enterprises cannot enter due to their size.”  Third, “we shall be as selective as possible in our products and will even welcome technological challenges.  We shall focus on highly sophisticated technical products that have great usefulness in society, regardless of the quantity involved.  Moreover, we shall avoid any formal demarcation between electronics and mechanics, and shall create our unique products uniting the two fields, with a determination that other companies overtake.”  Fourth, “we shall fully utilize our firm’s unique characteristics, which are well known and relied upon among acquaintances in both business and technical worlds, and we shall develop production and sales channels and acquire supplies through mutual cooperation.”  Fifth, “we shall guide and foster sub-contracting factories in ways that will help them become independent, and we shall strive to expand and strengthen mutual cooperation with such factories.”  Sixth, “we shall carefully select employees, and our firm shall be comprised of minimal number of employees.  We shall avoid to have formal positions for the mere sake of having them, and shall place emphasis on a person’s ability, performance and character, so that each individual can fully exercise his or her abilities and skills.”  Lastly, “we shall distribute the company’s surplus earnings to all employees in an appropriate manner, and we shall assist them in a practical manner to secure a stable life.  In return, all employees shall exert their utmost effort into their job” (Sony History).                 Many distinct features lie underneath these management policies by Sony Corporation.  First is the use of the word “we”, which implies the organization’s commitment to work as a team.  This feature is distinctly Japanese, or Asian or Eastern, as opposed to the West’s individual-based work being the norm.  It has also been found out that during the beginnings of the company, its pioneers were really hardworking that they work even until after the work hours or until midnight.  Among the Japanese managers, working for long hours, i.e. 12-14 hour workdays adding in “semiobligatory evenings out with their work team”, is said to be the norm (Earley 1997, p. 180).              Secondly, minimalism or miniaturism is distinctly Japanese, as evidenced in their material culture.  Thirdly, there is a stress on innovation.  Innovation is a significant idea for the Japanese.  According to Goto and Odagiri (1997), technology has been deemed as the driving force at the back of the Japanese manufacturing firms’ victory, and the Japanese economy at the same time.  As of the moment, what prompted research pertaining to Japan’s innovations system is its function to Japan’s speedy economic growth and modernization (p.1).      In Sony’s eyes, the key to success is by possessing the attitude of being innovative.  According to Mr. Nakamura, “…Winners win and losers lose, so it has become quite obvious in many industries in Japan that anybody who is creative and innovative can really make money and anyone who has maintained the status quo and is not really creative is losing ground and even going bankrupt” (Beamish 2000).                Four buzzwords are expected for the entire companies in the Sony Group to resonate.  Unique, being so guarantees Sony’s always being innovative.  Quality, is what describes its products.  Speed, is to refer to the adaptability of Sony to the market environment.  Cost, points to the significance of competitive pricing once the three are established (Sony History).  These are the essential components of Sony Corporation’s organizational culture today.  It has responded to the current demands, which are necessary in order to thrive in the global market.              In April 1999, Sony Corporation has reorganized its structure.  The reason?  According to Mr. Nakamura, considering the dawn of the digital network era of the 21st century, the company deemed it necessary to adapt a new and realign its organizational structure.  Sony is indeed a giant now, but as much as possible the company wanted to maintain the spirit of being “a small venture company”.  In doing so, President Nobuyuki Idei, who became president in April 1995, created two slogans — “Regeneration” and “Digital Dream Kids” (Beamish 2000).  Says President Nobuyuki, “It is a chance to collaborate with team spirit – not as individuals, but as a team…To ensure that Sony remains an excellent company over its next fifty years, I have set forth ‘regeneration’ as a new management theme.  This is a concept that preserves the original founding spirit by renewing ourselves and aiming for even greater heights… Living in the digital age is very exciting for people of all ages.  Young and old alike are truly mesmerized by digital technology.  These digital dream kids, are our future customers.  And at all levels of Sony, we must ourselves become dream kids to continue creating new products that will meet our future customers’ expectations (Sony History).”                Sony deconstructed itself into four divisional companies.  These are Home Networking Company, Personal and Information Technology Network Company, Core Technology and Network Company, and Sony Computer Entertainment (Beamish 2000).  The following figure is obtained from Sony Corporation’s Website.              In terms of hiring its employees, according to Mr. Nakamura, Sony wants to have good individuals of heterogeneity (Beamish 2000).  The management policy refers to the hiring as only to carefully select.  In reality, it hires not only or merely individuals who come from the engineering field, but those who have a good eye for the electronic products.  Note that its current CEO today is even of an American nationality, Howard Stringer.  An employee is said to acquire a “certain magical feeling”.  According to Mr. Nakamura, to work for Sony means “a feeling of pride and security” to the local populace (Beamish 2000).              The procurement or purchasing activities of Sony are said to be grounded on two major principles.  The first one deals with the customers, or global customers to date.  They are to meet the expectation of the customers being, that Sony products and services tender a high level of value.  Likewise, customers expect that Sony is a good corporate citizen by way of its operations.  The second one deals with the relationship with the company’s suppliers.  Since the raw materials for the production of their products come from various suppliers across the globe, procurement activities therefore require “smooth relationships” that are founded on “trust and cooperation”.  Sony puts a premium on keeping a good partnership with its suppliers.  It is in this manner that Sony believes it is able to deliver its products as well as services best (Sony History).              The organization under study is found to be placing a premium on maintaining a good relationship with its suppliers.  This resounds with the concept of “keiretsu”.  Simply put, it implies collaboration among firms with other firms of a different industry by way of “intercorporate stockholding and personnel transfer” (Lebra 1992, p. 139-140).  This leads to a powerful business bloc.  Clearly indeed that Sony Corporation considers the entire key players, from employees to consumers to suppliers, in their actions and decisions.  According to Sony Executive Keiji Nakazawa, all Japanese companies arrive at decisions quickly, but before arriving at a certain decision; everything has to be completely taken into consideration in order to produce first a detailed business plan (Kageyama 2005).    Sony Corporation’s Efficiency             Sony Corporation stands on a very strong base, which is rooted from its organizational culture.  This essay believes that the organization is truly strong in terms of its widely held goals, values, policies, and principles.  All of which are clear, as detailed in this essay.  And, it is strongly held by its members, especially its founders.  This in turn, defines the organization’s success story that keeps on burning in every employee’s heart.  Employees are encouraged to be participative enough and to work as a team.  They are free to open their ideas.  It is in this state that the organization is able to “regenerate”, thereby contributing to its efficiency.              Sony’s minimalist perspective, combined with innovation, have a bearing for the effectivity of Sony for its products and their performance.  For instance, when Sony launched its Walkman to the market, consumers have been very receptive to the idea of a personalized audio gadget.  Add the fact that Sony has been in an advantage position for being the first to introduce such kind of product.  According to Covin & Miles (1999), the risk behind Sony’s way of introducing innovative products in the markets is reasonably minimal, because small only a few resources are needed (p. 47).  Add the fact that the products are asked to be developed with quality and uniqueness, Sony Corporation is able to manage better its performance.  This is also in line with the “digital dream kid” that is said by President Nobuyuki.               Interestingly, the organization employs a good decision-making process.  There is a tendency to accumulate various responses or views from the employees because of their team-based nature of working.  The executives are better equipped with the information needed to come up with a decision because of this, and the fact that decisions are realized according to its projected effect to the key actors in the market environment.              Furthermore, Sony Corporation is in a position of advantage upon restructuring itself.  As reflected in Table 1, it has employed a structure that is independent yet interactive with the other branches of the organization.  Recall that one of its principles too is to maintain the company small yet strong.  As Lebra (1992) puts it, crosscultural interactions fill in the Japanese manufacturers’ organizational culture (p. 156).  It has decentralized, yet it better facilitates the needs of the company to survive in the 21st century.              Sony Corporation’s 2 major principles in its procurement activities likewise contribute to its efficiency.  As what has been discussed, according to Harvard University Professor, “firms should add value to the product that they get from their suppliers before they pass it on to their customers, otherwise they have no justification for being in business”.  By being careful in the purchase of its raw materials as well as in maintaining a good relationship with its suppliers, the organization is able to create and maintain unique and quality products at the same time for the benefit of its consumers across the globe.              The organization has learned a lot from its earliest failure — the electric rice cooker.  Mr. Ibuka has dwelt on the idea of creating a device that is used on a daily basis.  But, it has turned out to be a failure because of lack of further research and the wrong rice.  He has worked on this by incorporating perseverance to innovate products back to back with looking for the right kind of rice.    Conclusion             Organizational culture and structure forms the backbone of an organization, like Sony Corporation.  It has been proven that organizational goals, such as profit goals, is dependent on the kind of culture and structure that exist within the organization.  That change is the only constant thing in the world is a line often heard, but this teaches organizations to adapt to the existing environment in order to survive.  This is the principle behind Sony Corporation’s innovation.  Diversity and decentralization matter to the organization.  Needless to say, organizational culture defines the efficiency of the organization, especially in the attainment of its goals.

An Assessment of Sony Corporation’s Organizational Culture and Structure

Introduction “It’s a Sony!” Sony is one of today’s leading brand in electronics, from personal to home entertainment audio a...

Intelligence

Academic Intelligence Characteristics <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> Problems are formulated by other people</li> </ul> In academic intelligence, there are preset problems created by other people in testing or proving such intelligence.  This has been done to evaluate the level of academic intelligence that a person has with relation to the answers.  <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> Arguments and point of views are clearly defined</li> </ul> Specific ideas and thoughts are based on facts and what has being known.  Academic intelligence thus set a standard on a specific problem or discussion. <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> Move toward all information needed for the solution</li> </ul> As a factual matter, it always has a corresponding solution to the problem.  Academic intelligence has also predetermined information for such solution. <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> There has only one right and approved answer</li> </ul> There could be no other considerations on answers other than the perceived solution.  This is very true to literature and what has already been known.  There would only be one exact answer acceptable.  <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> It does not depend on ordinary experience</li> </ul> Academic intelligence feeds itself on recognized and acknowledged matters.  It rejects and excludes matters from experiences.    Everyday Intelligence Characteristics <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> Requires problem recognition and formulation</li> </ul> Problems should initially be documented and created basing on what is being encountered.  It will be the basis for reoccurrence of a particular experience. <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> Problems to be solved are inadequately defined</li> </ul> Since experiences acquired in everyday intelligence vary, problems to be solved seem to be insufficiently definite. <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> Necessitate the need for gathering information</li> </ul> It calls for the practical output and realistic endeavor in obtaining information.  <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> There would be a lot of acceptable answers to a problem</li> </ul> It would be like a case to case basis.  A specified issue could have many acceptable answers and solutions.  <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> It is dependent on the past and everyday experiences</li> </ul> Everyday intelligence will develop along with its reliance to what has been experienced and what has being experience as of the moment.  <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> It needs personal effort of participation and contribution</li> </ul> As practical as it is, everyday intelligence requires personal involvement and participation in achieving answers and solution to a defined subject.    Discussion: The two types of intelligence characterized and classified in the above statements are apparently in the contrary.  Most of the characteristics are to some extent opposite to the other.  While it has been perceived that analytical intelligence is synonymous to academic intelligence, however, argues the there is a big difference between them.  There are other contrasting ideas on this matter. People often say that success in life and career is based on good IQ, and that they can only achieve their goals in life with a high test score or high IQ.  Conversely,  in her own experience, IQ and high test scores do not determine how well an individual will succeed in life.    In relation to Sternberg’s Theory of Intelligence             Robert J. Sternberg developed the Triarchic Theory of Human Intelligence that includes three sub-theories: Analytical, Creative, and Practical.  The first one, Analytical facet is considered by Sternberg to be the reflection of how an individual relates to the internal world.  This Analytical Intelligence (Academic skills), Sternberg believes, is based on the joint operations of metacomponents and performance components and knowledge acquisition components of intelligence.  This statement from Sternberg agrees from the above characteristics of Academic Intelligence that in the knowledge acquisition component, learning is based on memorizing things in our learning capacity.              With Sternberg’s third sub-theory, Practical Intelligence, it is the contextual aspect of intelligence that reflects how the individual relates to the external world.  This sub-theory is apparently what is called Everyday Intelligence that involves the person’s ability to grasp, understand and deal with everyday tasks.  As characterized above, Everyday intelligence is gained through adaptation to, shaping of, and selection of real-world environments relevant to one’s life.

Intelligence

Academic Intelligence Characteristics Problems are formulated by other people In academic intelligence, ther...

Professionalism and Commercialism of Legal Practice

Professionalism and Commercialism of Legal Practice               Profession is defined as an occupation in which a professed knowledge on some subject, field or science is applied; a vocation or career, especially one that involves prolonged training and a formal qualification. A professional is defined as a person belonging to, or proper to a profession, relating to, connected with, or befitting a profession or calling; preliminary or necessary to the practice of a profession engaged in a profession, especially one requiring  special skill or training. Lawyers were first as professionals in the mid 13th century. This development of law as a body or discipline of coherent learning, the emergence of universities  teaching law, that is, Roman law, in Western Europe, the formalized training and examination of law students, the formation of a body of qualified practitioners and the emergence of courts with complex procedures requiring expert knowledge. The observance of ethical guideline and enforcement of ethical principles was, and remains, the essence of a profession. Such ethical principles are the manifested structure of the minimum required service to the community. The lawyer’s duty to the court include: o   A duty of full disclosure of the relevant law o   A duty of candor not to mislead the Court as to fact, nor to knowingly permit a client to do so o   A duty to prepare the case properly and to know the relevant law o   A duty to refuse to permit the commencement or continuance of baseless proceedings or proceedings brought for an ulterior purpose, such as malice, or to exploit the advantage of Court delay o   A duty to exercise care, by testing any instructions, before making allegations of misconduct against anyone o   A duty to assist improper conduct, whether illegal to dishonest or other wise improper The practice of both civil and criminal litigation is replete with rules and expectations of behavior of lawyers which run directly contrary to the apparent immediate interests of the client – the obligations of discovery, the obligations of disclosure, the obligations to isolate and co-operate to address only substantive issues in dispute to assist the court to further the just, quick and cheap resolution of conflict. These duties arise from the need of society to make the best use of scarce public resources and to make them available to all in society. Litigation is generally expensive, time consuming and stressful. The profession has a duty to assist in minimizing these features and in the efficient operation of the judicial system. The courts are becoming increasingly aggressive and assertive in their demands for efficient and co-operative conduct of litigation. These broader duties to the public and the administration of justice operate hand in glove with duties of the lawyer of good faith and fidelity of the highest order: the fiduciary in equity. These duties include the duty of honesty, of full disclosure,13 of not placing oneself in a position of conflict of duty with duty to another or with personal interest (other than the fee properly bargained for). It is the fiduciary duty and the recognition of its relevance to everyday aspects of legal practice in both organization of the lawyer’s firm and the conduct of the retainer that gives the foundation for important aspects of the expectations, and potential enforcement, of behavior, at least to the extent of the relationship of loyalty and service to the client. A free civil society has a basal social need for skilled, honest, articulate lawyers who recognize that their advice must be fearless and based in learning and skill. That recognition must also be that their place is to assist in the vindication and protection of the rights of their clients under the rule of law by the administration of justice to which administration, ultimately, they owe their paramount duty. This is all familiar to you, I know. But to express it thus highlights, I think, what has always brought many young people to the study and the practice of law. They recognize that, as well as the opportunity to earn a living at a reasonable level, they will become part of an essential functioning institution of society of great importance. This recognition helps instill in the profession, in each new generation, the required idealism and sense of service necessary for the natural, organic regeneration of the ideal of service and of the intuitive adherence to the ethics and principles of the profession which are essential to the administration of justice and the healthy functioning of a free society.

Professionalism and Commercialism of Legal Practice

Professionalism and Commercialism of Legal Practice Profession is defined as an occupation in which a professed knowle...

Cadbury

Cadbury Cadbury is one of the world’s largest businesses that is engaged in a chocolate business and positioned itself in the market as one of the company that has a great market share for almost all of the countries. Moreover, the company also spread in the emerging markets most especially in the competitive markets where the company will find another domain. The popular products of the company includes many global, regional and local all-time favorites such as Cadbury Dairy Milk, Flake, Crème Egg, and Green & Black’s in chocolate; Trident, Dentyne ad many other popular brands that  are available in the markets. PESTLE Analysis Political – The Company’s strong advantage is the seniority in business. With that the company can able to manage any adjustment needed in every country. The seniority of the management enables the other foreign country also welcomes the company’s existence because of its competence in the market. Economic – There is no doubt that the Cadbury is making a big contribution in the economies of the foreign country as well as in their own country. The high level or rate of sweet-lovers, the company placed a label as the best choice of the market. Another contradicting factor is the economic downturn that affects all confectionery companies. Social – The impact of the business in the society is really great because of it became sweeteners after every meal. Therefore, many individuals can enjoy the happiness it brings inside the house. In some instances, the other people turned down the idea of eating chocolate because of some serious health problems. In terms of valuing the people, Cadbury recognizes the rights of the workforce and valued the ideas they might contribute for their progress. Technology – From the traditional crafting of chocolates, the company also recognized the importance of technology. From the production, Cadbury had incorporated into many types of machinery that make their production be a cost-efficient procedure. Legal – The ideas of creating a specified taste to be available in the markets. The competitors and the other company making the same nature of business are unique. In terms of the merging and acquisition business, the company recognized the legal aspect that is the basis of the right flow of the business.  Environment – The Company recognizes the certain impacts that they might bring in the environment. There are available strategies and continuous inspection came from the local officials to insure that the resource, as well as the environment is not exploited. Porter’s Five Forces Analysis Supplier Power – The Cadbury has many contracted suppliers that can support their on-going operations. Although there is an existing competition, the raw materials such as nuts or special ingredients are sufficient enough to satisfy their production. The good relationship of the company in their suppliers is considered as an advantage. Barriers to Entry – Since the company is already popular and widely known, Cadbury can earn the trust of the countries. The only hindrance that might affect the production of the Cadbury is to find a good location and gather the requirements for the smooth entry and the foreign policy that might affect the operation. Power of Buyer – The demands is not that high because of the existing health conscious. The price subjectivity of the products is not a question for the people but the increasing number of competitors that offers the same type of products at a lower cost might be the cause of the customer loyalty alteration. Rivalries – Many businesses are competing against the Cadbury and planning to take over the supremacy the company kept for years. The difference of choice depends on the taste ad preferences of the customers. And in the past years, companies like the in the other industries are continuously developing their products or innovating the ideas making it more hard to compete. Threats for Substitutes – There are only a minimum rate for threats which came from the other competitors. The reason behind this is the brand strategy already created by the company. Through their high level of equity, the brand name is transformed into three different categories that make it more effective in the market. It allows the corporate brand name to be combined in supporting the product identification.  Corporate Strategy The company’s board of shareholder values and believes that it is best to achieve the strong performance through the growth of opportunities and maintaining their strong position in the market. In addition, the brilliant minds of the corporate sector are guided by their plans and using the importance of their brand strategy that involved specific targets and continues to focus on it. They addressed in forward looking plans that tries to diminish any uncertainties and challenges involved and exchanged it with strategies based on the assumptions existing in the present markets. This idea will help the company operate for the future and achieve long-term reign.

Cadbury

Cadbury Cadbury is one of the world’s largest businesses that is engaged in a chocolate business and positioned itself in the market as...

Sample Methodology Chapter: Statistical Formulas

The responses to questions will be analyzed by determining their corresponding frequency, percentage and weighted mean. The following statistical formulas will be used: 1.        Percentage – to determine the magnitude of the responses to the questionnaire.            n% = -------- x 100      ;           n – number of responses            N                                 N – total number of respondents 2.       Weighted Mean            f1x1 + f2x2  + f3x3 + f4x4  + f5x5x= ---------------------------------------------  ;                        xtwhere:            f – weight given to each response                        x – number of responses                        xt – total number of responses Ethical Considerations            The study will involve human participation and some company data will be used. Therefore, the researcher must bare in mind the ethical considerations that must be prioritized. The researcher values consent and respects confidentiality. The researcher will ensure that that she does not violate the privacy of the respondents and the confidentiality of company data. Securing the permission of the participants will be of utmost importance. In order to ensure that the respondents and participants are well-informed about the study the researcher sent out a written letter explaining the details of the research, its objectives, purpose and procedure. The reasons why the respondents were chosen to participate in the study were also carefully explained. The researcher also aimed to create rapport and build trust between her and the respondents in order to ensure that the respondents will fully cooperate.  ReferencesDzurec, M E & Abraham, I L 1993, “The nature of inquiry: Linking qualitative and quantitative research”, Advances in Nursing Science, vol. 16, no. 1, pp. 73-79.Hansen, E C 2006, Successful qualitative health research, Allen & Unwin, Crows Nest, NSW.Joppe, M 2000, The research process.Lincoln, Y S & Guba, E H 2000, Paradigmatic controversies, contradictions, and emerging confluences, in N K Denzin & Y S Lincoln (eds.), Handbook of qualitative research, 2nd ed, Sage, Thousand Oaks, CA. Mathison, S 1988, “Why triangulate?”, Educational Researcher, vol. 17, no. 2, pp. 13-17. Patton, M Q 2002, Qualitative evaluation and research methods, Sage, Thousand Oaks, CA.

Sample Methodology Chapter: Statistical Formulas

The responses to questions will be analyzed by determining their corresponding frequency, percentage and weighted mean. The following statis...

Argumentative Essay on The Harlem Renaissance, Then and Now

It is widely believed that racism remains a major international problem at the dawn of the twenty-first century. The term is used in some countries and in some circles to describe hostility and discrimination directed against a group for virtually any reason. Racism survives even in the carefully delineated sense that has governed the study of its history. The Holocaust and decolonization may have permanently discredited what can be called as overtly racist regimes, but this good news should not be inflated into a belief that racism itself is dead or even dying (Fredrickson 2002). Group inequalities associated with what are taken to be indelible marks of inferior or unworthy ancestry can exist without having the full apparatus of the modern state to sustain them. The legacy of the past racism directed at blacks in the United States is more like a bacillus that people have failed to destroy, a live germ that not only continues to make some people ill but retains the capacity to generate new strains of a disease for which people have no certain cure. If racism is not dead, it is less intense and intellectually respectable than it was a century or even a half-century ago (Fredrickson 2002).   But human beings continue to mistreat other human beings on the basis of their ethnic identities. Although it takes much more than rational persuasion to overcome racism, the fact that its foundations are subject to empirical falsification does make it more fragile than the incontrovertible and unquestioning faith demanded by sectarian or fundamentalist religion. Along with the dissemination of the truth about human physical differences, the struggle against racism also requires that stigmatized groups have enforceable civil rights, political empowerment in proportion to their numbers, and equal opportunity in education and employment (Babbitt & Campbell 1999). In debates about racism within the United States, some take the position that black people cannot be racist and that only white people can be racist. Others hold a very different view. They say that racism is not confined to one group, which members of any ethnic or racial group can be racist against members of any other group, and that racism on the part of blacks is no better or worse than racism on the part of whites. All racism is equal, according to this second view. These two views are sometimes thought to correlate with particular members of racial groups. So, it is said, blacks tend to hold the view that only whites can be racist, whereas whites hold the view that all racism is equal. Both the historical legacy effect and the social disadvantage effect might well be somewhat different than the usual cases of dominant-group racism if the perpetrator is a member of a vulnerable group and the content of the racist message is less reminiscent of dominant group racism perhaps drawing on a racist content more specific to the ethnic culture of the vulnerable group perpetrator than to U.S. culture (Babbitt & Campbell 1999).    The content might then be less evocative of the particular tradition of historical oppression and of the particular racist ideology and imagery that are reflective and justificatory of current relations of advantage and disadvantage. If so, the historical legacy effect and the social disadvantage effect would likely be less powerful (Sue 2003). Racism has been the problem for the society since time immemorial. It has created human conflicts and it caused world wars. Measures have been used by society to counter such problems but it continues to exist in society and in every culture in the world. Racism involves not only the outcast of people not having the same color as the general public, it involves setting aside people with a different culture, tradition or birth place. Racism happens in private and public agencies, entertainment institutions and even in the media. Humans have a natural instinct of concern that another person not belonging to their race may surpass their achievements and steal their group from them. When they feel that the person is better than them, they set them aside. Humans also have the tendency to outcast any person not having the same race as them because they have fears that the other person may have better look than them. The poem We Return Fighting by W.E.B. Dubois talked about the goal for those oppressed to succeed in the color war brought by racists. It tells how they were forced into fighting and what will be the end result of the war.  The poem did not offer solutions to contemporary problems because it created a wider gap among races.  The visual art Topsy from the novel Uncle Tom's Cabin shows a black person and other black individuals enjoying themselves by one person dancing and the others watching or playing the musical instruments. The visual art did not offer solutions to contemporary problems because it created stereotypes against black people. In current times racial discrimination has been reduced in the US and most parts of the world. There are still some people who discriminate but the focus is not only on the color but on the nationality, sex or religion.   References Babbitt, SE & Campbell, S (eds.) 1999, Racism and philosophy, Cornell University Press, Ithaca, NY.   Fredrickson, GM 2002, Racism: a short history, Princeton University Press, Princeton, NJ.   Sue, D 2003, Overcoming our racism: The journey to liberation, Jossey-Bass, San Francisco.

Argumentative Essay on The Harlem Renaissance, Then and Now

It is widely believed that racism remains a major international problem at the dawn of the twenty-first century. The term is used in some...