Consider the bases for motivation for terrorism. Discuss with Essay

Consider the bases for motivation for terrorism. Discuss with reference to a range of illustrative groups and action to counter violent political radicalisation - Essay Example responding are leading to a re-evaluation of what is needed to alter the affiliations with these specific groups and the agendas that they are working to fulfill. The more that is understood and analyzed about the groups, as well as the counter – actions that are taken, the more likely that the correct responses can be taken to change the rebellion against political and social arenas. The definition of terrorism is one that has grown in current years. The explosion of terrorism as a cultural affiliation began after the World Trade Centers in 2001, which caused destruction to the United States buildings and created a strong cultural and political response from America. The particular attacks led to the new terrorism, and have led to a rise in the amount of terrorist groups that are spotted around the world, especially since the 1980s. There are several definitions and identity concepts that are affiliated with this. Terrorists are known to consist of either a fanatical religious group or one that holds a political agenda. Fanaticism, rather than political interest, is usually at the base of motivation for terrorism. However, non – traditional terrorism, which consists of political agendas that are intertwined with religion, as well as the responses from groups, is prevalent. The rules for groups have led into more destruction and chaos that is created as we ll as the belief that self – destruction is honorable when being a part of war and terrorism (Morgan, 7, 2004). There are several types of terrorism that are a part of different focus groups around the world. Each has specific agendas and initiatives that are related to politics and society, as well as the need to achieve specific goals in relation to philosophies held by the groups. The new terrorism, which has developed as a part of the 20th century, has created a different understanding and analysis of terrorist groups and their agendas. The main focus of new terrorism is one that is not

Intellectual and Cognitive Development Essay Example for Free

Intellectual and Cognitive Development Essay Intellectual and Cognitive Development Explain the sequence and rate of development Age Range 0-3 Months Babies at this age are learning a lot about their parents they are beginning to recognise the sound of their voices, especially Mums voice and smell, they may stop crying when Mums voice is heard. 3-6 Months Objects and toys become very interesting to babies at this time. Toys are explored with fingers and mouth. They are very alert. 6-9 Months Around this time babies will cry when their primary carer leaves the room but then around 8 or 9 moths learn that people and objects do not disappear but continue to exist even when they are out of sight. 1-2 Years At this time in their life they recognise routines throughout the day, babies may get excited when they see a familiar face or toy or when a bib is put on for feeding. They enjoy toys that they put things in to containers and out again, they may pull off hats and socks repeatedly. They also respond well to brothers and sisters. 2-4 Years Children begin to know what they like and play with the same games over and over again. They like pretend play games like drinking from an empty cup or dressing up in clothes of their heros. 4-7 Years This is the age they gain load of confidence and co-ordination. They start school and learn to read, write and count they also do simple maths. -12 Years By this age children are well co-ordinated, the way children think and reason is reflected in their play, they are much more organised and focused. 12-16 Years Children of this age have learnt how to solve problems and have an understanding of reasoning. 16-19 Years Decisions have to be made at this tae of ones life, if to stay in education or to find a job. If leaving your familiar environment you have to embrace new settings, rules and people.

Chinese And Americans Negotiations Style

Chinese And Americans Negotiations Style China has been becoming a key player in the world stage since last two decades for her rapid development of economy ¼Ã…’military force and so on. More and more countries regard China as an emerging market for her huge potential market and big amount of potential target customers; therefore, many countries want to operate business in China. According to the survey, America is one of the biggest business partners of China; it continues to maintain Chinas second largest trading partner, bilateral trade amounted to 102.34 billion U.S. dollars, an increase of 11.4%. Among them, Chinas exports to the U.S. $ 74,300,000,000, an increase of 6.9%,more than a quarter of accelerating 1.5 percentage points over the same period accounted for 17.5% of the total value of Chinese exports; imported 28.04 billion U.S. dollars from the United States, an increase of 25.6%, trade surplus of 46.26 billion U.S. Dollars. As trade increases, more and more American companies have chosen to develop the Chinese market. While the problem also appears, it is difficult to negotiate with the Chinese. With the 5,000 years Chinese traditional culture, many multinational firms realized that China has her own negotiation style. This issue was mentioned by Lucian Pye (1992, p.74, cited by Tian, 2007), the Chinese may be less developed in technology and industrial organization than we, but for centuries they have known few peers in the subtle art of negotiating . When measured against the effort and skill the Chinese bring to the bargaining table, American executives fall short. From the above background, we can see that if the foreign business people want to do business in China, learning Chinese negotiation style is very important. With inadequate knowledge and skills of Chinese negotiation style, it will be difficult for Americans to succeed in striking a desirable deal with Chinese partners and in developing business in China. For this aim, this essay will do a systematically analysis on how to negotiation with Chinese, particularly for the Americans. This essay aims for set out how to understand Chinese negotiation style and find out the differences of negotiation styles between Chinese and Americans, to provide useful information on how to achieve a win-win object. In this essay, the main body will be the analysis of Chinese negotiation style. Section one will introduce some fundamental information of negotiation; in section two, the Chinese culture roots will be illustrated; in section three, the comparison of negotiation style between Chinese and Americans will be indicated; in section four, the conclusion will be given which is even though there are many differences among negotiation styles, the common rules still existed among these countries. Negotiation Based on Tian (2007), there are two parts contribute to negotiation process, which are common interests and conflicting interests. However, many scholars hold divergent views from different perspectives. From the social exchange theory, it defines negotiation as a process, which focus on problem-solving communication for both parties aims for a win-win agreement (McCall and Warrington, 1984; Graham, 1986, cited by Tian, 2007). Which means it focuses on how to maximize the benefits accruing to all parties. Therefore, it can be seen there is a positive relationship between two parties without hurting each other, the conflicts will also be addressed in a way that benefits all. Specifically, social exchange theory insists on a cooperative strategy of negotiation. This implies that both parties need to collaborate with each other and unify the interests of all aim for achieve mutual benefits. The cooperative strategy is illustrated as principled negotiation. As a principled negotiation, it focuses on: separate the human from the problem; focus on benefits rather than positions; options for mutual benefits; insist on objective criteria and no tricks and posturing. In all, the negotiation parties can gain from negotiation in a decent and fair manner. (Tian, 2007). Another theory is the game theory. This theory emphasizes on a win or lose agreement. It considers negotiation as a process that both parties communicate with each other in a competitive manner. (Raiffa, 1982; Siebe, 1991, cited by Tian, 2007). It defines negotiation as each party wants to maximize its own benefits at the cost of the other side. During negotiation all the parties can fight with one another in order to maximize their own interests. Hence, we can see that game theory is based on a competitive strategy. The third theory is called cross-cultural theory. This theory focuses on a specific type of negotiation, which is the different culture background. It indicates that different cultures may lead to different negotiation styles. Based on Tian (2007), game theory and social exchange theory have few implications on negotiation process, while the most influential factor is negotiators from different culture backgrounds need to have a basic understanding of each others cultural environments and negotiation styles; this will very helpful on the success of negotiation. In this essay, we will focus on the cross-cultural negotiation style to analysis the Chinese and Americans negotiation. Cultural roots of the Chinese negotiation style Lots of scholars argued that Chinese culture can be divided into two aspects; one is traditional Chinese culture, the other one is contemporary Chinese political culture (Tian, 2007; Fang and Ghauri). Traditional Chinese culture Confucianism is one of the most influential factors on Chinese negotiation style. There are six basic Confucian values. Firstly it emphasizes on moral cultivation. It regards trust and sincerity as the most important qualities. Secondly, it thinks highly of interpersonal relationships. Guanxi is a major mechanism in the Chinese social psychology. Thirdly, Confucianism pays attention on family and group orientation. The fourth factor is the respect of the age and hierarchy. Being a Chinese who needs to show respect to the aged people; for hierarchy, people should does his duty to contribute to social harmony and stability. The fifth factor is harmony first. Confucianism highlighted the need aim for harmony in the whole society by moral conduct in all kinds of relationships. The last factor is face, Confucianism educated the people they all should have a sense of shame in their minds. Face is a fundamental moral mechanism on Chinese way of life. (Fang and Ghauri). Sun Tzus stratagems: which known as Ji or Chinese stratagems, has a huge impact on Chinese strategic business behaviour. Sun Tzus provides Chinese with various kinds of solutions when facing different situations; how to gain psychological and material advantage to achieve ones purpose. Chinese negotiator is often Sun-Tzu-like strategist, seldom wages a physical business war but rather might be keen on a psychological wrestling of wit to create a favourable situation to manipulate his/her counterpart into doing business his/her way. (Fang and Ghauri; Chas.W, 1999). The most popular part of Sun Tzus stratagems is the Thirty-six ancient Chinese stratagems. Agrarian mentalities: China has a large agrarian population fir over 4,000 years. Even during the Cultural Revolution during 1966-1976, millions of students in urban areas were sent to the countryside by Mao Zedong to let them re-educated by the peasants. Even though most of the students went back to the city they still passed their re-educated values gained from countryside to their off springs; which is completely different with western countries. Based on many scholars research, (Tian, 2007; Graham and Lam; Pye, 1992), thrift and endurance are the most outstanding characteristics of the agrarian mindset when Chinese negotiating. So the agrarian mentalities continue to have a big influence on the way of thinking of the Chinese. Political Culture Mao Zedongs bureaucratic heritage and Deng Xiaopings pragmatism are the most important political cultures in China. Mao Zedongs bureaucratic heritage: this political culture based on orthodox Marxist-Leninist ideology with three main features. Firstly, the leader of the party has the biggest power on political and personnel. Secondly, fragmented and stratified bureaucratic agencies. Different ministries, province governments, government departments and agencies bargain and compete with each other over allocation of limited resources. Bureaucrats typically have good skills of bargaining within the system. Thirdly, the art of survival in the bureaucracy was responsibility avoided. The reason for this is how the unique bureaucratic system works. In China, power means everything especially in political, therefore, everyone tried very hard to avoid mistakes so they can stay at the office as usual. Some of them do everything based on orthodox Marxist-Leninist doctrines, some shifting responsibilities onto the others. Deng Xiaopings pragmatism: Deng is the leader of China economy reform which begun with market-oriented economy reform. During the reform period, Deng had to overcome the political barriers left from the previous period. Therefore, Deng promoted a pragmatist ways of thinking within the Party leadership, which has fundamental changed the political beliefs, attitudes, values and feelings of Chinese society at larger ever since. Dengs theory emphasized on practice rather than theory means. Moreover, Deng also promoted that white or black, it is a good cat as long as it catches nice, in his view, as long as China can achieve economic development and modernization, no matter what kinds of the measures are, the measures should be taken. From the above analysis, we can say that China not only has her own traditional culture, but also has her complicated political culture. All of the factors have big impact on Chinese negotiation style. The differences between Chinese negotiation and Americans negotiation Politics influence ¼Ã… ¡Lots of scholars pointed that, China always has a huge negotiation team but with little power on decision-making. (Adair, et al, 2001; Ghauri and Fang). To be specific, this power refers to the negotiation team power. The key reason to this phenomenon is in China, it is hardly to separate business from politics. In the Chinese Communist culture, they think politics is all-pervasive while on the contrast, Americans believe that business and politics should be separated (Pye, 1992). Ghauri and Fang also pointed that, if you want to do business in China, you should pay enough attention to the Chinese government because the government is the biggest boss and Chinese enterprises are just their factories. Chinese economic structure is more centralized while Americans is more open and free. They also indicated foreign firms should be sensitive to the guiding principles of Chinas social and economic development set forth by the Chinese Communist Party and the Chines e government, and also, should make a careful study of the Chinese governments priorities and implementation policies. In the contrast, Americans regard business is business and politics is politics, which are totally different aspects in the negotiation process. Legal Influence: The Chinese consider the interpersonal relationship is more important than legal contract, which is totally different from Americans. As Pye (1992) mentioned, Chinese culture traditionally shuns legal considerations and instead stresses ethical and moralist principles, whereas Americans are thought to be highly legalistic. So historically, Chinese and western cultures has quite different views about the importance of legal process. The Chinese seem to be bound by their tradition non-legalistic practices. Tian (2007) also indicated that, the Chinese negotiators do not pay much attention to legal agreement as western people do. They focus more on interpersonal trust, friendship and guanxi. Some American businessmen argued that they learned that among Chinese it was a traditional way to seal agreements with only the oral commitment, a nod of the head, or a handshake (Pye, 1992). This Chinese negotiation style is closely related to the Confucianism that required people t o appreciate interpersonal relationships rather than laws and legal regulations; and also, it is a reflection of emphasizes on the harmony. In the contrast, Americans consider legal contract is much more persuasive than personal relationship. As Pye (1992) indicated that the majority of American negotiators are lawyers, which means that the Americans consider the contract is the most important part of negotiation. Holistic Thinking: Graham and Lam pointed that; the Chinese always consider the question from a whole picture; however, the Americans think sequentially and individualistically. Chinese negotiators always start negotiations on the general principles first and leave details to the later stages (Tian, 2007). Also, Pye (1992) pointed the Chinese seek agreement on generalities, dwelling on overall considerations, and avoiding specific details as much as possible, leaving, as they like to say concrete arrangements to later negotiations. But the Americans are more in favour of solve problems one by one. Why the Chinese like use this negotiation style? The reason can be considered consistent with Maos bureaucratic heritage; the party leaders always set the general principles and the followers had to agree upon before any details can be discussed. According to Pye (1992) and Tian (2007), some western businessmen argued this as a negotiating ploy. They argued that Chinese negotiators can take advantages of the signed general principles at the later stage of negotiations. This ploy is quite obvious when it comes to the specific details. Assume that both parties were arguing about details while at this moment, Chinese negotiators can attack the other side for not complying with the general principles signed earlier. Therefore this can be called one of the thirty-six stratagems-shut the door to catch the thief. Nevertheless, even the western businessmen consider this as a ploy it still has its advantages. Pye (1992) said that Chinese can quickly turn an agreement on principles into an agreement on goals and then insist that all discussion on concrete arrangement must foster those agree-upon goals. This measure is useful during negotiation process approved by a American: by making each agreement between us move from a more general to a more technical level, the Chinese can constantly argue that what they were insisting upon in operating procedures was logically consistent w ith all that had been agreed to before.they sure taxed out patience and always put us on the defensiveà ¢Ã¢â€š ¬Ã‚ ¦ Information exchange (emotional aspect): the Americans pay more attention on the information exchange during negotiation process; they can accept the discussion as main method to solve the problems, even the discussion is very intensive. In contrast, the Chinese are focusing whether the counter party gives their face or not. In Chinese business culture, ones reputation and social standing rest on saving face. Assume that foreign businessmen cause the Chinese embarrassment or lose face, even unintentionally; it can be disastrous for negotiation process. Moreover, Tian (2007), Ghauri and Fang, found that face is extremely important for Chinese. They argued that if someone gives enough face to the Chinese negotiators, they will behave as a Confucian gentlemen otherwise they will return you back or set block in the negotiation process. Therefore, from this perspective we can see that compared with the Americans, the Chinese are thinking highly of face. Time issue: Americans in favour of fast meeting when negotiation, while the Chinese need much more time to build the trust with counter party before negotiation. The reason is influenced by Confucianism; Chinese only do business with someone they can trust; while trust building is a time-consuming issue. As one Chinese negotiator said they [western firms] want to come and sign the contract quickly and do not know that [if] we do not understand each otherà ¢Ã¢â€š ¬Ã‚ ¦there is no business relationship first, we have to know and trust each other, and then we sign the contract!(Ghauri and Fang). Patience: Compared with the Chinese, Americans are more impatient. As long as an initial agreement has been reached, the American negotiators become more than ever impatient for the consummation of a deal, for they tend to assume that the step from general agreement to detailed substantive negotiations should be a short one (Adair et al, 2001). In many cases, the impatience of the Americans is fuelled by the fact that it is not convenient, or economical, to keep their entire negotiating team in China doing nothing (Pye, 1992). For the Chinese, however, this may be the time for substantial delay. The officials who have been talking with the Americans may not have the authority to go further and must wait for the further instructions. The Chinese are also short of expert talent and thus lower officials may have to await the clearing of bottlenecks in their own hierarchies. Also, Chinese cadres often seem genuinely to feel that once there has been an agreement in principle, congratulati ons are in order, and therefore, they are in no hurry to get into the potentially troublesome haggling over details. Negotiation team: the Chinese negotiation team tends to be a large one but indecisive compared with Americans. According to Tian (2007), a western businessman pointed that it is common that lots of people from carious government departments and commissions (such like planning, economic and foreign trade commissions and the like) get involved in the negotiation team. Apart from government officials, some representatives from various departments of the Chinese company are often also invited to participate in the negotiating team, aims for avoid possible non-collaboration in the long term. The feature of the Chinese negotiation style is related to Maos bureaucratic heritage. Economic planning has been playing a key role even after reform since 1978; consequently, fragmented bureaucratic institutions have to maintain control over specific resource, which is even true at the enterprise level. As a Chinese negotiator admitted when it comes to negotiation of a lager project in which various departments are involved, if you do not ask each of these departments to come, they will probably make complaints and wont support your work very much in the futureà ¢Ã¢â€š ¬Ã‚ ¦therefore, in order to coordinate our work, we asked every department to send one representative to form our negotiating team (Fang, 1999, p.208, cited by Tian, 2007). Nothing is ever final: Americans hold the view that once the contract being signed, then all the parties should show up the expected behaviour in a fixed time; aims for perform the contract in time. The Chinese seem to have less feeling for the drama of agreement and little expectation that any formalized contract will end the process of negotiations. Lots of western negotiators argued that the Chinese brought up proposals for revising what had been agreed upon, right on the heels of signing a contract. Thus although they are reportedly scrupulous in adhering to agreements, they have no inhibitions in proposing changes. What is more, the Chinese officials do not seem troubled by the thought of suddenly terminating contracts; or in other words, the Chinese do not stick to the contracts as Americans do. As mentioned above, the Americans are more legalistic, but the Chinese think the sudden change or termination of the contract do not have influence on the relationship between the weste rners while this is completely different compared with the Americans. In Americans view, once the agreement being signed, the negotiation process is over while the Chinese always tend to continue the process with continuously new questions (Pye, 1992). Chinese stratagems: The Chinese more likely to use stratagems during the negotiation process, while the Americans always being honest and humorous. Lots of scholars pointed that the Chinese in favour of using stratagems (Ji) during negotiation, which is too hard for them to identify (Tian, 2007; Fang, 2006; Miles, 2003). For example, when Ericson entered China during pre-negotiation stage, the Chinese changed negotiators suddenly, was being regarded as steal the beams and change the pillars, as mentioned above, the Chinese only doing business with the people they can trust with, without solid trust it is hardly for them to be truly honest, therefore they will use stratagems. As one negotiator admitted that they used the stratagems unconsciously but the stratagems occupied more than 10% in the negotiation process. Using stratagems, for the Chinese, is deeply influenced by the traditional Chinese culture. Risk-taking: Americans are the risk-takers compared with the Chinese. They are often prepared to put forward new and innovative ideas, suggestions. This is often done without prior approval from headquarters and represents the risk the head of delegation is prepared to take, in order to reach consensus. This trait is widely recognized and highly respected by other delegations. Compared with the Americans, the Chinese negotiators are more conservative during negotiation, without any back guarantee or the higher direction from the upper level, the Chinese negotiators tend to be very careful, speak and act cautiously (Adler et al, 1992). Price-sensitive: the Chinese are sensitive to price. Lots of foreigner negotiators said that the Chinese often keep asking for lower price during the whole negotiation process. This difference compared with Americans discussed in almost all the influential studies on Chinese negotiation styles. Such like Tian (2007), Pye (1992). This sensitivity closely related to the Chinese agrarian mentalities, which emphasized thrift. It also related to Dengs pragmatism, based on the backward reality of China, which is, the resource is very limited that the Chinese have to pay attention to the cost issue. Moreover, the Chinese would think that we have provided you with a huge market with huge potential profits; you need to give us favour back. The similarities between Chinese negotiation and Americans negotiation Protectionism: some scholars argue that the Chinese always being protective to the local industries, especially for the national key industries, such like IT, telecommunication industry. It is probably the common phenomenon in every country. Lately Huawei, the Chinese telecommunication enterprise wanted entered America but rejected by the national security department for the reason that the telecommunication is a key industry and it also consistent with the national security (Xu, 2011). From this we can see that, no matter China or America, both of them pay special attention to the key industries. Pragmatic: The Americans tend to be very practical, pragmatic ones. They do not interest in high-flown rhetoric or speeches in the negotiation process. As the Chinese, they are very practical people as well. They have the clear purpose when negotiation, which is obtain the favour and reach the win-win result. Conclusion In this essay we mainly analyzed the differences and the similarities of the negotiation style between Chinese and Americans. It is hardly to give a definite conclusion which is better than the other one. But for China, there are four points for them to amend compared with the Americans in the negotiation process in the future. Firstly, the Chinese should learn from the Americans they prefer the legal contract rather than the personal relationships. Since nowadays, China is getting more involved in the world business, facing various kinds of counter negotiation parties, different cultures around the world, the business need to base on the legal contract. It should be seen as a secure for the business. With the rapid development of economic and culture, legal, is becoming a main method to protect the rights and interests between the people, the Chinese should recognize this. Secondly, the huge but indecisive negotiation team should be improved. Due to the unique culture of China burea ucracy, the Chinese negotiation team always bigger than its actual needed. This is a waste of human resource; also, each department of the government should be separate from each other, each performs its own functions, if so, the efficiency of negotiation will be enhanced better. But to achieve this target, it will take a long time and the joint efforts of all departments. Thirdly, the Chinese always behave nothing is ever final even the contract signed already. This is a performance of bad faith; it is harmful for the Chinese to continue doing business with the foreigner partners. In other words, the root cause of this phenomenon is the indifference of Chinese legal concept. For the Americans, they should learn from the Chinese being patient when negotiating, it is easy to make loss due to the decision made when lost impatience.

Optimal Sexual and Reproductive Health and Happiness :: Biology Essays Research Papers

Like most wives, sometimes I drive my husband crazy. And even though he's a good sport about it, one of the most consistent ways in which I do so relates to one of my most pronounced idiosyncratic behaviors. For example, we will arrive appropriately early on a Saturday night at a theater to see a movie that will undoubtedly be sold out. And after picking the perfect seats, (one for him that gives him room to stretch out his long legs, and one that affords me the ability to have room to see around anyone who sits in from of me who will inevitably be much taller than I) and then I'll get up and move. What, you may be wondering, would cause me to behave this badly? Well, it is really a matter self-protection. It's because of all the people who have been socially conditioned to interfere with nature and act upon the belief that they must be disinfected, deodorized and then re-fragranced. While this may be a headache for my husband, for me it could be a migraine. Many migraine sufferers report that strong smells can trigger a migraine (1); and in my case, perfumes are among the worst offenders. Of course, people are not setting out to make life uncomfortable for those, like me, with hypersensitivities to chemical odors. But discomfort or even extreme pain is often the consequence of people's over utilization of substances that remove their natural fragrances and their replacement of them with chemical substitutes. However, it is my contention that it may also be detrimental to the health and happiness of those who engage in such practices. Americans, in particular, have been taught that human body odors and secretions are offensive. And consequently they wage a daily battle against those that their own bodies produce and hope that others will do the same. However, those dreaded smells and secretions play an important role in many human behaviors, most notably those related to sexuality and reproduction and the health of those systems. But some of the time, much to my husband's relief, I actually can tolerate the chemically scented world in which we live better than at other times. The intensity of my sensitivities wax and wane in accordance with my menstrual cycle. This is because a woman's ability to smell varies over the course of her cycle and at the time of ovulation is believed to increase over 1,000 fold from that of the time of menstruation (2).

A Tale of Four Learners Summary Essay

Bernice McCarthys’ essay, â€Å"A Tale of Four Learners,† is about her classifications of the different types of learners based on the system she created, THE 4MAT. The four types of learners are: Type 1 learners, Type 2 learners, Type 3 learners, and Type 4 learners. The names of the people she uses in the essay are Lisa, Marcus, Jimmy, and Leah. Linda was a highly imaginative student who favored feelings and reflecting. She was a Type 1 learner, who struggled with math but was great at writing poetry, until a college professor connected her poetry to statistics. Type 1 learners prefer to learn by talking, listening, and watching then responding. Type 1 learners work well in groups or teams, but dislike confusion and conflict. They experience difficulty in long explanations, and memorizing large amounts of information. Marcus was the analytic student who favored reflecting and thinking. Marcus was a Type 2 learner who found school as an absolute joy. Type 2 learners prefer to learn through lectures and objective explanations, and unlike Type 1 learners, Type 2 learners prefer to work alone. They are highly organized and experience difficulty learning in noisy, high-activity environments, and as well in talking about their feelings. Jimmy was a common-sense learner who favored thinking and doing. As a Type 3 Learner Jimmy was a great problem solver and was drawn to how things work. Type 3 learners prefer to learn through step-by-step procedures and experimentation. They experience difficulty when reading is the primary means of learning, and they too have difficulty expressing their feelings. Leah was a dynamic learner who favored creating and acting. Leah, as a Type 4 learner sustains learning by trial and error. They prefer learning through self-discovery, creative solutions to problems, and working independently. Type 4 learners experience difficulty with unquestionable routines, visual complexity, and time management. In conclusion, all the different types of learners have their own way of making learning easier for their own well-being. They all have their own struggles, and should not be frowned upon because of that but should be encouraged so they can grow.

Bad Teachers Essay

There are many types of teachers that each student encounters in their high school careers. Four different types include: the â€Å"blow-off† teacher, the hard teacher, the funny teacher and the best friend teacher. These diverse â€Å"species† of teachers make high school interesting, demanding and enjoyable. Each type provides you with a different aspect of what the true high school experience should feel like. The â€Å"blow-off† teacher is the teacher that everyone wants. He or she is usually classified as the one that does not assign difficult assignments or challenging tests. These teachers usually hate being at school just as much as the students do. Instead of cramming in a quick lesson on half-days or shortened days, they would rather give a study hall or nap break. These teachers are usually favorites but also do not prepare you for your next educational step unlike the harder teachers would. The hard teacher is the teacher that everyone does not want. The moment when the student sees his or her new schedule and sees their name, they automatically know that it is going to be a miserable year unless they can switch out. Then, they exhaust their efforts only to find that everyone else switched out before them and he or she is stuck in that class. During the year, they are despondent, up to your eyeballs in papers and projects. But, at the end of the year, they are very thankful that the difficult and demanding teacher prepared you correctly for the new challenge that the next  academic year may bring. The funny teacher is also one that everyone wants. His or her humor makes the class, even if it is hard, enjoyable. The student often looks forward to their class and is in a much better mood than for other classes. The teacher can retain the students’ attention through comedy and wit and the point of the lesson is regularly understood better. The teacher is usually a favorite and even though the material that needs to be learned is difficult, students love going to that class and listening to the teacher’s jokes. The best friend teacher is the teacher that is the most relatable. He or she is usually very young and often takes about inappropriate things with his or her students. Students feel as if the teacher is a peer and not an elder. This results in favoring certain students that the teacher has a special relationship with. This also results in students wanting the specific teacher because of that reason, not because of the desire to learn and expand their knowledge. The pushover teacher is also a student favorite. These teachers usually let their classes rule over them and push them over. Items that are affected by the student’s decisions can range from due dates to tests and assignments. These teachers are usually too afraid to stand up to their students and therefore give in to begging from the students to change due dates and tests. The good teacher is the one that you love for actually teaching you. He or she is an excellent teacher that assigns fair assignments and tests. They  are very helpful in ways of explaining situations or different ways of solving a problem. The students love to attend his or her class because they know that they will learn something that is beneficial to their education. These teachers are usually loved and respected by students because of their excellent way of teaching. In conclusion, during any student’s high school career, they will most likely experience any one of the main â€Å"species† of teachers: the â€Å"blow-off† teacher, the hard teacher, the funny teacher, the best friend teacher, the pushover teacher and the good teacher. Each teacher assists the student in completing high school and making the difficult transition into the busy and complex life of college.

Yuchengco Researchpaper Essays

Yuchengco Researchpaper Essays Yuchengco Researchpaper Essay Yuchengco Researchpaper Essay AY Foundation The Alfonso Yuchengco Foundation, Inc (AY Foundation) serves as the heart of YGC. It manifests the Groups conviction that social responsibility is a corporations lifeblood, essential to its survival and success. Established in 1970, this non-profit, service-oriented organization has dedicated itself to the uplift of the Filipino spirit. Using contributions from YGCs member companies, the AY Foundation has various social development programs focusing particularly in the education, health and nutrition sector. Now entering its fifth decade of service, the Foundation continues its commitment to contribute to the improvement of the quality of life of the Filipino –especially the poor and disadvantaged. Yuchengco Museum The Yuchengco Museum, located at RCBC Plaza in Makati City, is one of Manilas newest art museums and cultural assets. The museum opened its doors to the public in September 2005, and was created especially by Alfonso Yuchengco to house his art collection and be a venue for artistic and cultural exhibitions. The establishment of the museum was a natural extension of Yuchengcos distinguished career as an influential Filipino-Chinese businessman, diplomat, collector, philanthropist, art patron, and education advocate. With its range of original exhibitions and engaging programs, the museum fosters a great public appreciation of the finest in Filipino and Filipino-Chinese creativity. The museums offerings focus on three different themes: Sino-Filipino Expressions that highlight the visual arts ; Bridging Cultures, which showcases the rich and diverse cultural expressions from the Philippines, the region, and the world; and Design as Art Art as Design showing contemporary design excellence. As a member of Yuchengco Group of Companies (YGC), the Yuchengco Museum is also a platform for the museums corporate social responsibility. The museum also highlights the Yuchengco family and the YGC as patrons of arts and culture, positioning them not just as business leaders, but as vanguards of cultural heritage. RCBC YGCs flagship company for the banking industry is the Rizal Commercial Banking Corporation (RCBC). It is ranked as among the top 5 private domestic commercial banks. Incorporated in 1960, RCBC- then known as Rizal Development Bank- was the first development bank to be established in the province of Rizal. Two years later, it received the approval of the Central Bank to operate as a commercial bank. Since then, RCBC has become a leading name in the banking industry. RCBCs claim to excellence rests on the manner that it redefined Philippine banking services. The first to adopt the concept of integrated banking, RCBC went beyond traditional banking by offering clients investment and insurance services. Being at the forefront of industry innovations, RCBC continues to serve its clients with the highest standards of professionalism. House of Investments House of Investments, Inc. (HI) is a unique component of YGC. Servings as its investment arm, HI is the first enterprise of its kind in the Philippines. Ever since its first operations in the early 60s, HI has continuously sought new areas and diverse opportunities for investment and deployment of resources. House of Investments, or HI, a respected leader in project development activities and joint ventures with internationally established companies, ontrols and manages a major list of companies in education and information technology, construction and infrastructure, consumer finance, and other services such as memorial parks, strategic sourcing and trading. Through HI, YGC branches out, entering new industries, interacting with a wide range of players and absorbing fresh ideas. No wonder HI has the reputation of being the leader in project development as well as an active Philippine partner of some of the worlds most respected companies. RCBC Capital Corp. RCBC Capital Corporation is a subsidiary of RCBC. It offers a complete range of investment banking and financial consultancy services. It specializes in the underwriting of equity, quasi-equity and debt securities, loan syndication, and financial advisory services. RCBC Capital has successfully acted as Issue Manager, Lead Manager or Co-Lead Manager for numerous fund raising activities of both Government and privately-owned companies in the Philippines. In the local government bond market, RCBC Capital is the most active player from the private sector having underwritten majority of the local government bonds issued in the country. To assist clients in raising funds either through debt, quasi-equity or equity issuance, RCBC Capital acts as an intermediary in the sale and distribution of new securities to the public and via private placement or arranges a syndicate of banks willing to fund the client. In the process, RCBC Capital advises companies on the appropriate security to issue, timing, pricing and other terms, as well as assists in preparing the required documentation. RCBC Capital also provides financial advisory services with regard to the overall financial condition and strategy of a company. RCBC Capital also engages in the trading of stocks through its wholly-owned subsidiary, RCBC Securities, Inc. , a stock brokerage and a trading participant in the Philippine Stock Exchange. With an established network of equity investors, it can sell shares on a primary or secondary basis. RCBC Forex Brokers Corp. RCBC Forex Brokers Corporation was established as a subsidiary of RCBC in August 1998. It is engaged in dealing and brokering major world currencies in various foreign exchange contracts with local and international clients. As a broker, it also brings together sellers and buyers of foreign exchange, offering them very competitive rates through its offices in RCBC and RCBC Savings Bank Business Centers nationwide. RCBC Forex Brokers Corp. is part of RCBC Financial Markets Group. RCBC Savings Bank RCBC Savings Bank is a wholly owned subsidiary of one of the countrys top universal banks, Rizal Commercial Banking Corporation (RCBC). RCBC Savings Bank was incorporated in January 1996 to serve as the consumer and retail banking arm of RCBC. RCBC Securities, Inc. RCBC Telemoney Europe Bankard Bankard, Inc. is a pioneer in the credit card industry with 25 years of experience in card issuing and acquiring tucked under its belt. Celebrating its silver anniversary in the year 2007, the company entered another milestone in its existence on the same year with the re-branding of its cards from Bankard to RCBC Bankard the culmination of Bankards coming together with banking industry stalwart Rizal Commercial Banking Corporation (RCBC) that began in the year 2000 and concluded last December 2006 with the sale of the entire Bankard business and all of its assets to RCBC. YGC Corporate Services Inc. First Malayan Leasing and Finance Corp. First Malayan Leasing and Finance Corporation (Malayan Leasing) is a pioneer in the leasing and financing industry in the Philippines as the company started its operations in 1957. Malayan Leasing is a non-bank financial institution with a quasi-banking license granted by the Bangko Sentral ng Pilipinas. It serves the requirements of corporate, c ommercial and consumer markets through its innovative loans, leases and investment products. Grepalife Asset Management Corp. Grepalife Established in 1954, GREPALIFE Financial, Inc. (formerly The Great Pacific Life Assurance Corporation or simply Grepalife) is the first life insurance company to be put up after the Second World War and the 12th insurance firm to do business in the Philippines. Since then it would develop a corporate life of its own and would evolve into a solid pillar of the Yuchengco Group of Companies. It is one of the 10 largest life insurance companies in the Philippines today. With a growing number of policyholders, GREPALIFE Financial has become a life partner of many Filipinos. With over 200,000 policies in force, the company remains committed to its mission of promoting the great life among Filipino individuals and families. It is recognized as a leader in group insurance, protecting more than 4,000 groups and organizations. Through its competitive salary savings program, GREPALIFE Financial takes pride in holding significant niches among the countrys public school teachers and military personnel. Through creativity, innovation and wise leadership, GREPALIFE Financial has grown to be a trusted name among the countrys life insurers. Grepalife Asset Management Corporation is established primarily to manage, promote, provide and render management and technical advice and services to mutual fund companies. It is a wholly owned subsidiary of (shouldnt this be GREPALIFE Financial, Inc. ) Great Pacific Life Assurance Corporation, the life insurance arm of the YGC Malayan Insurance The Malayan Group of Insurance Companies has dominated the non-life insurance industry for over 30 years now. As the forerunner of the flagship institutions of the Yuchengco Group, it is the oldest of all the YGC members, and currently ranks as the biggest non-life insurance group in the Philippines. The Malayan Group places a premium on serving the interest of its clients. It continuously improves and innovates in order to provide a more efficient and better service. It is known for its wide coverage range of insurance risks including fire, marine and cargo, motorcar, miscellaneous casualty, personal accident and surety. As the Malayan Group enters its ninth decade of service, it will continue to exhibit the same brand of leadership and excellence respected by its policymakers and colleagues in the industry. Mapua Institute of Technology The Mapua Information Technology Center (MITc), a spin-off of MapuaTechs School of IT is envisioned to become the leader in non-university type education, offering two-year Diploma Programs to eventually an Associate Degree ladderized to the Bachelors Degree (4-year) I. T. courses of MIT. MITc invests on its students IT education to equip them with unparalleled skills and experience that will enable them to win in the global IT marketplace. With its academic reputation and the vast network of the YGC Group of Companies, MITc aims to provide top quality education to supply top corporations with skilled, high value IT professionals. Executive and Developer Programs are also available for professionals and corporations for their continuing education program (short courses). Different entity yet one aim – to give the best Education there is, stamped with Mapua excellence. OUR MISSION MITc produces highly-competitive and well-rounded individuals equipped with relevant, up-to-date, research-based technical and communication proficiencies in the fields of Information Technology, Management and Network technology in response to the demands of business and society globally. OUR VISION MITc will be the pioneer center that offers the best quality 2-year education that nurtures students to become ready for employment. MITc will be known not only in diploma courses recognized globally but also in other related technologies. Mapua Information Technology Center The Mapua Institute of Technology (MIT), is an 80-year old technology-focused school located in Intramuros, the heart of Manila. With 15,000 students in college level, it is the biggest engineering school in the Philippines, accounting for about 8% of engineering graduates every year. The Institute also runs a pre-engineering high school with about 1,800 students. The Institutes name derives from its foun der, Don Tomas Mapua, an architecture graduate of Cornell University. The Institute was fully owned by the Mapua family until 1999 when it was acquired 100% by the Yuchengco Group of Companies (YGC) through a company now known as iPeople, Inc. Ambassador Alfonso T. Yuchengco chairs the Mapua Board of Trustees, while Alfonso S. Yuchengco, III is the Vice-Chairman. The Institute prides itself with the quality of its architecture and engineering programs, which has been demonstrated time and again in the long history of topnotch performance of its graduates in the government-administered professional licensure examinations. Under the new YGC management, the quality of instruction is being enhanced and new dimensions are being added to the Institutes mission. Aside from excellence in teaching, the Institute now aims to develop its research, as well as its consultancy and community extension capabilities. The Institute will be at the front-lines of problem solving for the benefit of the Filipinos and humankind, while keeping in mind that the core of its strength lies and shall continue to lie in its engineering nd architecture educational programs, programs that are well-balanced by the 2-year general education curriculum in the arts, humanities and social sciences. In recognition of the growing need for IT professionals locally and worldwide, the Institute is establishing more IT programs through regular degree programs and 2-year associate degree programs as well as short-term programs for specific and special competencies. The School of IT and the Center for Continuing Education and Special Competencie s handle these programs. To put its consultancy services on a solid organizational footing, the Institute established a wholly-owned subsidiary, the Mapua TechServ, Inc. To handle research it shall similarly organize the Mapua TechSearch, Inc. Malayan Colleges Laguna Malayan Colleges Laguna (MCL) is a wholly owned subsidiary of Mapua Institute of Technology. Driven by passion for knowledge, it is established to extend the quality of education Mapua has been known for. Along with the other subsidiaries like the Mapua I. T. Center and the Malayan High School of Science, MCL shall respond to the challenges of globalization in order to produce graduates who shall be at par with their foreign counterparts. The campus is located in Cabuyao, Laguna, where several science and industrial parks are situated. With this excellent location, students are prepared in the actual, technology-driven industries through on-the-job trainings and apprenticeships even during their mid-academic years. With its excellent facilities, technologically advanced and IT integrated curricula, MCL is envisioned to be a center of excellence for science and technology education in Southern Luzon. Malayan High School of Science Landev RCBC Realty Corp. iPeople Inc. iPeople Inc is a subsidiary of the House of Invesments, Inc. It aims to explore new strategic business areas in education and information technology. iPeople provides information retrieval. Using its sister company the Mapua Institute of Technology, as a base and starting point for building other IT businesses, iPeople is assured of high quality IT and engineering background needed to succeed. Pan Pacific Computer Center, Inc. Pan Pacific Computer Center, Inc. is an Information Technology (IT) solutions and services provider for more than 41 years now. PPCC has technical expertise in Helpdesk Support Services, Technical Support Services, Network Management, Security Services, Systems Administration, Business Process Documentation Services, Project Management and Document Management Solutions and Services. PPCC also offers network storage solutions in partnership with EMC Philippines. Currently, PPCC provides consolidated IT services to the entire Yuchengco Group of Companies (YGC) as well as to other reputable accounts from various industries. Pan Pacific Computer Center, Inc. (PPCC) is an ISO 9001:2008 certified information technology company. People eServe Corp. People eServe Corporation is a wholly owned subsidiary of iPeople, Inc. and a member of the Yuchengco Group of Companies (YGC). Incorporated last July 17, 2001 as an IT company under iPeople, Inc. it ventured into reselling and hardware maintenance on July 1, 2002. Philippine Integrated Advertising Agency, Inc. Hi-Eisai Pharmaceutical, Inc. Grepalife Medical and Diagnostic Center Grepalife Medical and Diagnostic Center provides quality health care services. It features the latest medical, dental, optical, and laboratory facilities including treadmill, ultrasound, and other modern diagnostic equipment. With qualified multi -specialists and pro-active clinic personnel, clients are assured to have quick and quality medical attention immediately. The center offers pre-employment and annual physical examinations accepted by numerous embassies and multi-national companies. It also has a pharmacy where common and prescribed medicines are readily available. EEI Corporation EEI Corporation takes pride in being one of the largest construction companies in the country, primarily engaged in construction, trading and in providing allied products and services in the Philippines and selected overseas markets. We are committed to: providing quality and cost-effective products and services to our customers; extending meaningful employment and a better quality of life to our employees; delivering reasonable returns to our shareholders; and serving the welfare of the community at large. Honda Cars Kalookan Honda Cars Quezon City Isuzu Manila Honda Cars Manila Honda Cars Marikina Pan Malayan Express Inc. Manila Memorial Park Cemetery, Inc. La Funeraria Paz Sucat, Inc. Malayan Plaza Mission and Vision the YGC Vision We are a customer–focused group of companies. We provide integrated, world-class products and services, delivering superior value through out the lives of our customers. We are a dynamic and professional organization, continuously improving our competitive capabilities and fully responsive to the national interest and the needs of our stakeholders. We work as a synergistic team and build mutually rewarding partnerships to sustain our growth. We stand behind our commitment: Integrity and Service Excellence, aimed at enhancing the quality of life of our people. The Blue Hexagon Service Quality Code We believe that customers are our reason for being. We listen to them and understand them. We offer them the best products and services. We believe that to achieve this, we need to continuously improve ourselves. We have to be more sensitive to their needs and wants. We believe that teamwork will deliver this commitment. We value and help each other and the communities we serve. We are YGC. This is our future. This is our battlecry: YGC=Excellence. Corporate values The Yuchengco Group of Companies adheres to a set of values which inspire all the member companies in their aim to be leaders in their respective fields. Service Excellence Everyone in the YGC companies know that their business is all about service excellence. Service excellence translates into acting with client’s needs in mind. Through the different service provided by the various companies of YGC, the high standard performance is demonstrated and maintained for the past 70 years. Professionalism Discipline coupled with dedication to one’s work results in the highest levels of professionalism which puts a premium on a job well done. YGC makes no compromises in its quest to discover new innovations to improve the lives of their clients. They are models of professional commitment, transparency, and openness to improvement demanded by the values of YGC. Forward Thinking It is important to look ahead into the future, preparing for whatever lies ahead. YGC believes that businesses must be forward thinking, decisive, creating strategies to meet tomorrow’s challenges. For many years now, YGC has pioneered in integral financial services – meeting client’s needs from cradle to tomb. Through the advance thinking of the YGC, loyal customers enjoy and avail the full range of the Group’s variety of services at their convenience. Accountability YGC believes that people working together instead of against each other makes everyone a winner. Everyone, including large conglomerates, must be accountable for the welfare of their neighbors. YGC recognizes people who made social accountability a way of life, not only among their ranks but also in the general populace. Sense of Urgency YGC knows that clients want their needs to be given full attention and top priority. All its companies believe in the timely accomplishment of tasks and treats every customer’s case with a sense of urgency. Teamwork It takes teamwork to make things work at YGC. Teambuilding is taken very seriously. Officers and staff are expertly-trained so that all efforts are harmonious and unified. For teamwork is truly the strength of synergy. Synergy is the strength of YGC. All the group’s personnel are dedicated to working for the advancement of YGC, customer welfare and the common good. Leadership The success of YGC is mainly attributed to its leader, Don Alfonso Yuchengco. When Don Enrique Yuchengco died in 1953, he left Don Alfonso all the businesses and its management. Using what he learned from his father, he is able to make the companies flourish even during difficult times. One of the keys to Don Alfonso’s early success in business is his ability to make friends and interact productively with business colleagues. The valuable contacts and opportunities he developed through his social network helped his companies expand rapidly. Associates like to point out that his openness to setting up joint ventures, especially with foreign partners, has been one of his most important assets. Don Alfonso’s career has spanned many eras starting from the Philippine Commonwealth, through the Second World War, the years of economic expansion in the 1950s and 1960s as well as the difficult years of martial law in the 1970s and 1980s. Throughout his career as a businessman and a diplomat, he consistenly espoused social discipline and national pride. His belief that both are necessary ingredients for progress and development has served his companies and the nation well. Corporate Social Responsibility Given the YGC’s character and civic-mindedness, Don Alfonso Yuchengco felt the need to turn over some of the profits from the many thriving companies to a well-planned system of philanthropy. In 1970, the YGC established the AY Foundation, Inc. to handle most of his charitable donations and to monitor long-term civic projects. The chosen beneficiaries represent a broad range of activities but they are all related to issues that hold personal significance for Alfonso Yuchengco. Their generous donations have directed largely toward helping the disadvantaged children enjoy the vital necessities of life, enhancing educational opportunities, supporting the arts and protecting the environment. Latest CSR news 31-May-2011 Yuchengco Group awards winners of environment project competition The various Human Resources and Marketing heads of the Yuchengco Group of Companies (YGC) recently awarded the nine finalists of its YGC Corporate Social Responsibility (CSR)-Environment Ideation Contest. The competition encouraged all employees from more than 60 member companies of the conglomerate to submit proposals for environmental care and sustainability, to be adopted as a component activity of its YGC Earth Care Program. The nine finalists – six (6) third place entries, two (2) second placers, and one (1) overall winner – bested over 700 ideas submitted by individual employees and team members. The winning proposal, from the Management Services Group of Malayan Insurance, is entitled â€Å"Sandaang Puno sa Sandaang Bayan Para sa Sandaang Taon ng YGC† to commemorate the Centennial Anniversary of the conglomerate. It is set to be implemented by the YGC Councils as its main Green Marketing Initiative under the title of YGC Product for A Tree. 31-May-2011 Environmental sustainability tackled in YGC Earth Care seminar Following through on its environmental pledges made during the the commemoration of Earth Hour last March 2011, the Yuchengco Group of Companies (YGC) recently gathered the Human Resources and General Services Department heads of its various member companies to a two-day environment seminar held at the RCBC Plaza in Makati City. Dubbed as the YGC Earth Care seminar, the activity is part of the umbrella campaign called the YGC Earth Care Program, which is envisioned to enable the conglomerate to create an Earth-friendly sustainable business environment. Presiding over the seminar was the WWF-Philippines Vice Chairman and CEO Jose Ma. Lorenzo â€Å"Lory† Tan, whose presentation revealed the complex issues and implications surrounding global warming and climate change. He stressed the need for more decision makers to start implementing appropriate responses to help address these cataclysmic changes affecting the environment. As it commemorates its centennial anniversary this year, the YGC is focusing its business sustainability strategies toward caring for nature, conserving resources, and utilizing alternative sources of energy. The YGCs commitment made during Earth Hour calls on all the heads of its various companies to target a 10-percent reduction in emissions by 2012 through simple measures now made mandatory for all its employees, like switching off unnecessary lights and other appliances, conserving water and paper products, and many other acts. The YGC estimates that a full-year commitment to this 10-percent carbon footprint reduction means savings of up to P50 million for the entire conglomerate – demonstrating how simple forms of savings will go a long way to make a hugely positive difference. CORPORATE SOCIAL RESPONSIBILITY In 1970, Ambassador Alfonso T. Yuchengco established the AY Foundation, Inc. as the social development arm of the Yuchengco Group of Companies. Its main thrusts are in education, national discipline and community service, as well as public health and welfare. PROGRAMS: Scholarship Programs Since 1970, more than 7,200 educational grants have been awarded by AYF to street children, indigent students belonging to cultural minority groups as well as deserving but financially needy dependents of YGC employees. National Discipline The National Discipline Awards aim to give recognition to graduating high school students who consistently exemplify the virtue of discipline in school and in the community. Medical and Surgical Mission The AYF provides poor Filipinos in far-flung communities with access to quality medical services. More than 6,000 major and minor surgical procedures benefiting indigent patients in remote communities have been performed for free. In addition, 55,000 poor Filipinos were provided with free medical and dental consultations and medicines. Blessed Teresa of Calcutta Awards Inspired by 1979 Nobel Peace Prize winner, Mother Teresa of Calcutta, the AYF in partnership with the Manila Jaycees established the Blessed Teresa of Calcutta Award in 1983. The award is given to outstanding individuals who have dedicated their lives in the service of the poorest of the poor. CYCLE (Championing the Youth for Community LEadership) Program A leadership training and values formation program that instills a keen sense of social responsibility among the National Discipline Awardees through volunteer work in depressed communities. Since 2001, over 200 students were given a chance to go through this three-level leadership program.

Police Performance Term Paper

Police Performance Term Paper Police Performance Term Paper Police Performance Term PaperIf you need to write police performance term paper, you will find this article useful. Firstly, there is a good sample term paper on police performance. You may use this sample to write your own term paper, to get ideas for writing, or to focus your research topic. Secondly, you may also try our custom term paper help and get original term paper on police performance written from scratch! Our term paper writers are experienced and educated; they can write an impressive term paper for you! When you buy a term paper at our site, you get original term paper with no plagiarism! Term papers and report we write are of high academic quality and earn the best grades for our clients!Police Performance Term Paper SamplePerhaps the most pronounced myth surrounding the Angels and their operations is that of a subway system that is crime-ridden, dangerous, and out of control. Declaring their own version of the right of popular sovereignty in the interest of selfpr eservation, the Guardian Angels, like virtually every active citizen action organization before them, have organized to take action to protect themselves and others. However, this crime problem, which gives the organization its legitimacy, does not appear to exist. While their critics have been quick to attack the Angels for exaggerating crime problems for their own benefit, clearly the responsibility for this myth should be more broadly shared. Not only the Angels, but the media and many of New York's public officials should be included as well. The result of this myth is important not only to the transit police and the health of the New York City transit system, but to the Guardian Angels as they attempt to maintain their growth and organizational evolution. A second, related issue involves the image of fearful New Yorkers frustrated by poor police coverage and performance, willing to embrace almost any alternative. Although the results of this research do show that nearly one-hal f of all passengers interviewed rate the job the transit police are doing at protecting riders as either not too good or not good at all, the most commonly mentioned criterion in this evaluation was not danger but expected result. Those respondents who thought the police would recover property stolen from them were more likely to rate police performance more favorably. Those who thought items stolen would not be recovered saw the police in a more negative light. Concerning the availability of police on the subways, over 86 percent of passengers reported that when riding on the system they usually, or at least sometimes, saw officers on patrol. From these results, it is certainly difficult to substantiate the existence of a widespread belief in the breakdown of either law or order on the subways. Despite the lack of major dissatisfactions with the police, the overwhelming majority of passengers interviewed reported that they approved of the Guardian Angels. Many of these riders' appr oval was not without reservations, however. These passengers often advised that they approved of the concept of citizens helping each other and, while they knew little about the Angels'methods, they were assuming that the organization deserved their support. While this is clearly a positive finding for the Angels, it is not an unqualified endorsement for them or similar citizen-action groups. To the extent that these organizations deviate from this general concept of citizen help, it is likely that their levels of public support will diminish.

If accounting policies only determine how past transactions are Essay - 1

If accounting policies only determine how past transactions are recorded and reflected in financial reports, how can the choice - Essay Example Discussion In 1977, the Financial Accounting Standards Board proposed to change the accounting methods used in the oil industry from full costing (FC) to successful efforts (SE). The FSAB through the Exposure Draft received great opposition from oil companies because the change in accounting method could adversely reduce the market share price and earnings at the same time. From an analysis carried out, 64% of the oil companies will have their earnings decreasing by 5% or more and 74% of the companies surveyed could have a 5% or more decrease in the market share price if they changed the accounting method from full costing to successful efforts (Zeff, 1979). On average, it was established that the industry’s market share price and earnings decreased by 4.5% in three days after the release of the Exposure Draft (Lev, 1979). The financial accounting standards board put forward two method used to account for oil and gas exploration cost. These include the full costing method and the successful efforts method. The two methods differ in the way they treat exploration costs (Myers, 1979). Successful Efforts method Under this method, the costs are incurred in unsuccessful exploration are charged as current expenses and therefore not carried forward as assets. Under the SE method, costs are capitalized by collection if the costs directly end up in the development of proved reserves. Costs not resulting in proved reserves are expensed as are incurred or as a determination of verified reserves is made. Simply, within a cost group, wells that are explored and found dry are expensed and wells that are successfully explored and developed are capitalized (Lev, 1979). Full Costing Method The FC method, on the other hand, treats all costs that oil companies incurred in exploration oil and gas reserves as assets subject to a limitation that the total amount carried forward does not exceed the approximated value of the reserves, anywhere the well is located either within the country or across any continent (Lev, 1979). Under the full cost method, all charges of discovering and evolving wells are capitalized regardless of the fact that they are proven or not. After which, depletion is done using the units of production technique where the all the proven oil and gas reserves are taken into consideration (Myers, 1979). Fundamentally, all of the costs of developing gas and oil reserves, both successful and unsuccessful are depleted as output units which are recovered from the successful wells (Myers, 1979). This method is permitted by the Securities Exchange Commission but not favored by the FASB and is proposed as an inducement for the investigation of further oil and gas assets since charges related to failed exploration can be expensed over time rather than as incurred (Myers, 1979). The Securities Exchange Commission was in charge of regulating the oil industry as per the Energy Policy and Conservation Act of 1975. Shortly before this act, FASB had expressed interest of setting accounting standard to be used in the oil industry. For this reason, SEC relied on FASB for setting accounting standard for the oil industry. FASB then came up with the Exposure Draft the proposed to change the accounting method used in the industry (Lev, 1979). According to FASB, the full costing method was inappropriate as it did not reflect uniformity in the oil indust

Changing organizations is as messy as it is exhilarating, as Essay - 1

Changing organizations is as messy as it is exhilarating, as frustrating as it is satisfying, as muddling-through and creative a process as it is a rational one - Essay Example It is complex in its paradigm and encompasses myriad issues which directly or indirectly impact organizational performance. Palmer et al., (2009) argue that changing organization is ‘as messy as it is exhilarating, as frustrating as it is satisfying and as creative a process as it is a rational one’ which actually sums up the challenges of meeting them successfully. The paper would be analysing the statement from myriad perspectives and would look at the change per se because they bring with them the paradoxes that are confusing but pose challenge for the managerial leadership to identify new opportunities in them (McMillan, 2008; Osborne & Brown, 2005). Indeed, they are exhilarating experience for the leadership as they would like it to change into facilitators of success. Thus, businesses make efforts to identify drivers of change to anticipate them and exploit them for not only competitive advantage but also for survival. Changes become important factors that serve as motivation for management to introduce new ways to improve and improvise performance. Organizations need to change mainly because of pressures from external and internal factors that significantly impact organizational performance and credibility (Morgan, 2006). The major drivers of change are described as below: Scholars have defined globalization as ‘the diffusion of goods, services, capital, technology, and people (workers) across national borders’ (Sirgy et al., 2004: 253). The movement of people across geographical borders has been important paradigm that has redefined social structure and considerably influenced business dynamics in terms of inter-dependency of resources. People have become key elements of business necessitating understanding of human psychology in a multicultural society. Diversity has become a reality and business needs to utilize their competencies for improved outcome. At the same time, globalization has considerably expanded the scope of business with

How convincing is Marxs critique of capitalism Essay

How convincing is Marxs critique of capitalism - Essay Example The debate between these two intellectual groups is as interesting as it is engaging. In this paper, I tried to highlight the insights of Marx’s criticism of capitalism and also tried to reflect some counter criticisms of Marx’s arguments. My interest is however the political grounds of Marx attack on capitalism. Thus I started by exploring the foundational concepts that Marx (state and class) based all his arguments, the dynamics of class relations in this state (alienation, exploitation and imperialism) before finally connecting these concepts with the democracy argument. The concepts of class and state are at the heart of Marx’s criticism of capitalism. Marx used the two concepts to explain the fabrics of the capitalist society. Marx threw light on classification of the society he studied. He wrote: â€Å"Our epoch, the epoch of the bourgeoisie, possesses, however, this distinctive feature; it has simplified the class antagonisms. Society as a whole is more and more splitting up into two great hostile camps, into two great classes directly facing each other: bourgeoisie and proletariat†. Marx identified two distinct classes, the bourgeoisie and proletariat, sharply differentiated by their position in the mode of production. The bourgeoisie is the capital owner (owner of property and means of production) while the proletariat is a class of those who work for capital owners and their labour is controlled by same. On the state, Milliband deduced, from Marx’s works, two views of the state. The first, he called primary view of the state, is rooted â€Å"in the famous aphorism of the Communist Manifesto: The executive of the modern state is but a committee for managing the common affair of the whole bourgeoisie† and political power is â€Å"merely the organized power of one class for oppressing another.† The secondary view, according

CRM (Customer Relationship Management) for the 21st Century Essay

CRM (Customer Relationship Management) for the 21st Century - Essay Example Because of the availability of the digital delivery channels and the opt-out options available to the customers, there has been a shift in the complexity of the customers and their needs (Alterian, 2009). The customer has to be at the centre of the marketing process. Customers have to be engaged at every step of the life cycle. This is facilitated by the data that is available online and off line. Today the banking services are virtually available to the customers 24x7 and if responses do not happen in real time, there is every chance of losing the customer. As per a report in Business Wire (2008) companies and brands with engaged customers outperformed those with disengaged customers. This has been measured through standard financial metrics of gross margin, earnings per share growth, and return on equity. An outcome of the web2.0 technology, customers can be engaged in different ways. Since web2.0 has no walled gardens, information can flow freely in and our of the web services (James, 2007). Having engaged and loyal customers is important to banks especially during this time when customers are concerned about their financial position (Bielski, 2008). Through customer engagement it would be possible to get the customers attached emotionally to the brand. This can be possible through an interactive website and with added features such as customers’ blog where members exchange views and opinions on products, features and benefits. The web2.0 space has led to the evolution of three distinct areas – user-generated content sites, social media applications and true online communities (Young, 2007). User-generated content is reflection of the expansion of media production through new technologies like digital video, blogging, podcasting, mobile phone photography and wikis. However, for the purpose of a bank, blogging

Violence In American Popular Culture Research Paper - 1

Violence In American Popular Culture - Research Paper Example Like many federal acts, PREA (Prison Rape Elimination Act) is more incumbent upon the shareholders to enforce than it is for government watch groups to enforce. In this way, the ultimate responsibility falls upon the leadership of the individual prison as a means of ensuring the prison rape is reported, minimized, and sought to be eliminated. As a function of performing this study, the authors noted that one of the shortcomings that prior research had failed to address was the role that prison wardens played in the reduction of incidence of prison rape; as such the need for the study itself to be undertaken was necessitated (Moster et al 67)). Unfortunately, the study found that there was little difference between the incidence and reporting levels of prison rape both pre and post PREA. This lack of change with regards to the level of prison rape that was measured and reported upon was surmised by the researchers to be fundamentally linked to the funding levels that prisons received. As a function of the limited sources of funding, prisons and prison wardens by extension have traditionally sought out other more important issues to be tackled. However, the issue of prison rape, as the authors argue, is perhaps the most important issue besides rehabilitation that any given prison or prison system can or should deal with. Due to the fact that prison rape is not only psychologically traumatic but the fact that it spreads diseases such as hepatitis, HIV, and a litany of others, the health and institution integrity of the system as a whole is put in jeopardy by such an oversight (Moster et al 69) With regards to the key information that has been studied thus far this semester with relation to the above topic, it is the belief of this author that the relationship that the ultimate shareholder, the prison warden, bears with relation to this issue is the one that most closely

How Are Program Libraries Concatenated Assignment - 1

How Are Program Libraries Concatenated - Assignment Example Concatenation allows the data sets to be processed in a sequence automatically (Ebbers et al., 2011). Â  - NEW designate that a new data set will be developed. The job has a unique access to the data set while it is running. Additionally, the data set should not exist on the same volume containing the new data, set or be in the system or user catalog (Ebbers et al., 2012). Â  - SHR shows that a data set is already existing and that various concurrent jobs are able to share access and at the same time run. Mainly, all concurrent jobs should specify SHR (Ebbers et al., 2012). Â  DISP=NEW shows that a file is new and does not exist in the system. DISP=OLD is used to show that a file will be overwritten, and hence the old data will disappear and replaced with new data. DISP=MOD implies that a new data is to be added at the end of a file (Ebbers et al., 2012). Â  An indexed VSAM file is used when the data sets are held in control areas (CA) and control intervals (CI). The indexed VSAM file is used when the records are ordered according to a collating sequence of an embedded prime key field. Also, it is used where the order of the records is fixed or where the records are commanded by their relative key. In addition, VSAM files are used to insert new records into a suitable place in a file as well as the records that follow, which are moved to a new location. The VSAM file is used when there is no need for reorganization (Singh, 2011). Â  The advantage of using a VSAM file is that various datasets are accessed efficiently and quickly because of its organization. Another advantage is that records are inserted in an effective way. The disadvantage of VSAM file usage is that the records are deleted from the disk physically rather than being removed logically (Somnath, 2010). Â  - IEBGENER is a utility that copies one sequential data set to another.

CRM (Customer Relationship Management) for the 21st Century Essay

CRM (Customer Relationship Management) for the 21st Century - Essay Example Because of the availability of the digital delivery channels and the opt-out options available to the customers, there has been a shift in the complexity of the customers and their needs (Alterian, 2009). The customer has to be at the centre of the marketing process. Customers have to be engaged at every step of the life cycle. This is facilitated by the data that is available online and off line. Today the banking services are virtually available to the customers 24x7 and if responses do not happen in real time, there is every chance of losing the customer. As per a report in Business Wire (2008) companies and brands with engaged customers outperformed those with disengaged customers. This has been measured through standard financial metrics of gross margin, earnings per share growth, and return on equity. An outcome of the web2.0 technology, customers can be engaged in different ways. Since web2.0 has no walled gardens, information can flow freely in and our of the web services (James, 2007). Having engaged and loyal customers is important to banks especially during this time when customers are concerned about their financial position (Bielski, 2008). Through customer engagement it would be possible to get the customers attached emotionally to the brand. This can be possible through an interactive website and with added features such as customers’ blog where members exchange views and opinions on products, features and benefits. The web2.0 space has led to the evolution of three distinct areas – user-generated content sites, social media applications and true online communities (Young, 2007). User-generated content is reflection of the expansion of media production through new technologies like digital video, blogging, podcasting, mobile phone photography and wikis. However, for the purpose of a bank, blogging

How Are Program Libraries Concatenated Assignment - 1

How Are Program Libraries Concatenated - Assignment Example Concatenation allows the data sets to be processed in a sequence automatically (Ebbers et al., 2011). Â  - NEW designate that a new data set will be developed. The job has a unique access to the data set while it is running. Additionally, the data set should not exist on the same volume containing the new data, set or be in the system or user catalog (Ebbers et al., 2012). Â  - SHR shows that a data set is already existing and that various concurrent jobs are able to share access and at the same time run. Mainly, all concurrent jobs should specify SHR (Ebbers et al., 2012). Â  DISP=NEW shows that a file is new and does not exist in the system. DISP=OLD is used to show that a file will be overwritten, and hence the old data will disappear and replaced with new data. DISP=MOD implies that a new data is to be added at the end of a file (Ebbers et al., 2012). Â  An indexed VSAM file is used when the data sets are held in control areas (CA) and control intervals (CI). The indexed VSAM file is used when the records are ordered according to a collating sequence of an embedded prime key field. Also, it is used where the order of the records is fixed or where the records are commanded by their relative key. In addition, VSAM files are used to insert new records into a suitable place in a file as well as the records that follow, which are moved to a new location. The VSAM file is used when there is no need for reorganization (Singh, 2011). Â  The advantage of using a VSAM file is that various datasets are accessed efficiently and quickly because of its organization. Another advantage is that records are inserted in an effective way. The disadvantage of VSAM file usage is that the records are deleted from the disk physically rather than being removed logically (Somnath, 2010). Â  - IEBGENER is a utility that copies one sequential data set to another.

Criminal Justice Administration in New Jersey Essay Example for Free

Criminal Justice Administration in New Jersey Essay Spending is an important aspect of criminal justice administration in any jurisdiction. In many instances, budgeting in public administration is a crossroads between policy issues and politics which makes prioritizing very essential. According to New Jersey Policy Perspective (2003), the spending in the state’s criminal justice system especially the correctional facilities has increased tremendously in the last few decades. This has been as a result of the rapid increase in the number of incarcerated offenders in the state correctional facilities where the number has tripled since early 1980s. Consequently, spending in the correctional facilities in the state of New Jersey has been the fastest growing compared to other departments in the states and was estimated that the figure in the 2005 fiscal year would surpass the amount spent by all states in 1975. Moreover, since late 1990s, the correctional facilities in New Jersey have been operating at over capacity and are rated the sixth most crowded facilities in the country. However, this increased spending due to increased incarceration has taken place as the rate of crime in the country is on a downward trend. The correctional facilities in New Jersey consists of fourteen state facilities, nine of which houses male offenders, one reserved for female offenders, three for juveniles while the one is designated as a reception and intake center. It is also the responsibility of the same department to manage offenders who have completed their sentence but are considered dangerous to the society (NJPP, 2003). As the number of offenders housed in New Jersey states correctional facilities from under capacity in the early 1980s to over 135 percent in 2003, the spending in the correctional department increased proportionally. The large number of convicts incarcerated translated into a need for more staff to manage the systems. For example, the number of employees in the correctional facilities and related jobs were about 13,685. This number of employees was only second to the Department of Human Services. However, the parole officers were needed due to the increased number of individuals under parole in the states surpassed the number of prison officers required in the correctional facilities. The number of offenders under parole rose from under ten thousand to over thirteen thousand between 1983 and 2003 (NJPP, 2003). As the number of individuals under incarceration and parole has increased over the years, the need for more budgetary allocation to the state correctional department has been inevitable. According to the New Jersey Policy Perspective report, the money allocated to the correctional programs in the states rose by about 555 percent in twenty years hitting 1. 1 billion dollars in 2003 up from 203 dollars in 1983. There are many factors including changes in the law that are considered responsible for the increased number of inmates in the states correctional facilities and consequently increased spending. Some of them include changes in the law and statutes within the state’s jurisdiction such as the criminal code and drug laws enforcement statutes (NJPP, 2003). In conclusion, the increased spending in the New Jersey correctional facilities is inevitable. Just as in other states and federal correctional institutions that have been overwhelmed by the increased number of incarcerated offenders or individuals under paroles in the last three decades, the New Jersey facilities have been equally affected by the trends. The increased need for more prison and parole staff, training and caring for offenders in the states facilities has skyrocketed spending in the New Jersey correctional department.

The Launch Of The Renault Logan Marketing Essay

The Launch Of The Renault Logan Marketing Essay Introduction The launch of the Renault Logan and the subsequent events is a happening which deserves recognition from strategists all around the world. The Logan was launched to appeal to the developing nations. Renault then launched a variation of the car for the Western European. This was immensely successful in both the regions and has been a key driver in the success of the company. The Logan, a low cost car manufactured by the French auto giant Renault SA, was intended to be its world car and was developed at the Romanian subsidiary, Dacia. Meant to be sold in the emerging markets of the world, it managed to achieve success even in developed nations like France, Spain Germany. This lead Renault SA to introduce a Logan variant especially for these markets. We discuss the factors that made Renault to get into the low cost car segment. It also examines the approach of Renault to give to the developing world a car with a pre-designated sale price, various cost reduction methods. It goes on to discuss the launch of the Logan in Western Europe where the company launched a variant based on the early success of the company. We broadly look at the following issues while discussing the launch strategy: To examine the strategic reasons behind a major auto companys decision to manufacture a low cost car for developing markets. To understand the reasons behind the success of the Logan, not only in developing nations but also in the developed nations markets. To examine the strategy employed by the company while entering new markets History of Renault 1898-1918 The Renault Corporation was founded in 1899 as Socià ©tà © Renault Frà ¨res by Louis Renault and his two brothers Marcel and Frerand in Boulogne. The founder was extremely fond of cars, the most important invention in the field of transportation in that century. He invented the first direct hold gearbox while he was working on a new design for his car. He succeeded to sell the gearbox to one of his fathers friends who was really impressed by the product. After patenting the product, he set up the company with his brothers and 2 friends. He was in charge of production and development and his brothers managed the administration stuff. Renault factories started mass production in 1905 and started following Taylorisms, a method of Scientific Management to increase economic efficiency in labour intensive industries, in 1913. The first cars were bought only by the very rich people because of the price which was around ten years worth of a normal workers salary. The company thus promptly decided to diversify by getting into the production of taxis and trucks. At the same time, the brothers understood the importance of advertising and began to field Renault cars in automobile races. The First World War presented a way for the company to become the first private manufacturer in France and it became well-known due to the participation in the war effort with production of various products ranging from munitions, military planes to tanks like the FT17. 1919-1945 After the war, the company diversified into the agricultural and industrial sectors. But the competition in the automobile sector became harder because of cheaper cars being available on the market. At this time, Renault met some financial problems in a period that was hard for the social and economic environment in France. During the 1920s, the company tried to overcome these difficulties. In 1920, the first Renault concessionaire appeared. A modernization process was launched in 1929 with the installation of the first assembly line in the Billancourt factory (in the West of Paris). Moreover, the demand for cars became very large especially for small automobiles designed for private individuals. Renault did limit its frontiers to the French market but enter foreign ones like the United Kingdom and its colonies. It was also a period which saw a lot of technical improvements in Renault cars. During the Second World War and the German occupation of France, Renault produced trucks for the Germans but stopped the civil small automobiles because of the War. Louis Renault was arrested for collaboration at the end of the war and the provisional French government decided to nationalize the company in January 1945 which became the Rà ©gie Nationale des Usines Renault (the National State Control of Renault Factories). 1945-1975 With the reconstruction time after the world conflict, the company modernized its installations, built and bought new production sites. The French economy at the time was really prosperous and amongst the fastest growing at the time. Renault tried its hand at internationalization and succeeded to a degree but failed to enter the lucrative US market. Cars during this period really became indispensable for private use and thus big successes arrived with popular cars for everybody: the 4CV, and then the Dauphine, the Renault 4, the Renault 5, etc. The first premium model was born with the Renault 16 and other Renault sports cars continued to meet a lot of success in cars races in which Renault invested a lot of money. 1975-1992 The growth stage for the company went on until the beginning of the 1980s. Many new models were launched and the premium products in particular- the Renault 25 and the Espace appeared and became big ticket selling items for the company. At the same time, the Renault brand grew strongly not in a small part due to the excellent performances in the Formula 1 world- the automobile racing championships. Nevertheless, Renault encountered big losses in the 70s and the economic crises during the 1970s accentuated the problems. A drastic policy for reducing all the costs and refocusing on the core competencies was started and started paying dividends as seen in 1987 when Renault made profits again. 1992-2005 The 1990s presented new opportunities for Renault. First, an alliance with Volvo was planned but it fell through. However, the real change came with the privatization of the company in the year 1996. 3 years later, in 1999, the company signed a merger deal with Japanese car maker Nissan a deal which through cross holding saw Renault getting 44.5% ownership of Nissan and Nissan getting 15% of Renault. Formula 1 during the period saw Renault become title challengers through Fernando Alonso. This again contributed to the brand equity for Renault. The Innovations and went on with models like the Megane and the Laguna which contributed the maximum to the sales of Renault during this time. In the 2000s, the Renault-Nissan alliance has become stronger and the companies have found synergies which can only help in the alliance. The group internationalization is a big objective now and this can be seen the buyouts of Samsung Motors and Dacia. They brought over 99% of the Romanian company and this subsidiary of Renault was the one that actually brought the Logan to the market. Renaults context The New Global Strategy Renaults necessity to capture the emerging markets stems from the fact that markets in the developed nations are not growing fast enough to cater to the growth requirement of an international car company. For this very reason, the global strategy of Renault was renewed, and it was decided that the optimal one would be to strengthen their position in their natural market, meaning the European one and to enter new market with a high potential of development, meaning emerging markets. In the year 2004, Renault-Nissan was the fourth largest manufacturer in the car industry. The objective defined in the new strategy formulated in 2004 was to become the third largest company by 2010 and to achieve an increase of 30% on the number of car sold (meaning an increase of 900 000 cars). This objective meant to sell 6.5 millions of cars in 2010 instead of 5.6 in 2004, hence capture 10% of the global market. The purpose of this plan was to take Renault into the car industrys global group. They also wanted to restore the operating margin which has been deteriorating since early 2005. An international strategy needed a global vision of the market, hence defining what was common to consumers all over the world. This was Renaults strategic context that led to the launching of the Logan. The Need to enter Emerging Nations Developing a car for developing markets has become a quest within the automobile in recent years. It all began with Fiat nearly doing it with the Palio; Launching a car in this segment- modern yet affordable- in lower-income regions is an essential tool available in the hands of automotive companies for expanding the car industry on the whole. In the absence of these models, the streets of the emerging markets are full of obsolete western designs which are still in local production, or used imported cars from developed markets that have been dumped there. The dumped cars are old and invariably never adhere to environmental standards, thus making the low-cost modern cars an even better value proposition for not only environment lovers but also for people who are sensitized to the issue. These cars match up to all the environment standards set around the world thus appealing to the people living in the developing or emerging nations. Old designs can still be seen in many countries and the factories setup over 30 years back are still making the car they were initially setup to build, albeit with some minor adjustments. An example of this is the Maruti 800 in India which has been in production from 1982. Another example of the same is the 40 year-old car, the Zhiguli, a car by Russian giant AvtoVAZ. The examples given above are not really about car makers from developed nations dumping old generation products in emerging markets. This can be seen from the example of the Nissan which still makes the Tsuru, a budget-priced version of the 1980s Sentra, in Mexico. Another of Brazils top sellers, the Fiat Uno, has also been in production since at the local factory back in 1976. All these models share the same basic economic model the production line is bought and paid for; the RD costs of the models were amortised long ago. Theyre made in simple plants with low-cost labour and using local suppliers, to tolerances that would not be acceptable in the developed world. Theyre easy to maintain and spares are readily available. In a nutshell, theyre cheap. And mostly rather nasty. The trick is to replace them with something thats equally cheap but cheap and cheerful instead of cheap and nasty. Cheerful in that its safe and clean. But thats fiendishly difficult to achieve. Fiats Project 178 of 1996 was the first concerted attempt to create such a car. Fiat has substantial interests in a number of emerging markets, principally Latin America and Central Europe, but also in North Africa, South Africa, Turkey and India. Project 178 spawned a number of vehicles off a new platform Palio hatch, Siena sedan, Palio Weekend wagon and Strada pick-up. And Fiat talked the project up, predicting sales globally of close to a million units a year. In reality, it hasnt come close. So far about 3.5m units have been built including more than 2m in Brazil. But over the 10-year lifespan of the project, thats only 350,000 a year. Part of the problem was a failure to set up a meaningful alliance in China Fiat has a low-key operation with Nanjing Automobile, established in 1999, and only sells about 30,000 cars a year there. But more importantly, the Project 178 cars werent cheap enough to take over from the entry-level clunkers they were intended to replace. In Brazil, the Uno Mille soldiers on as Fiats cheapest model, with Palio positioned as something of an upmarket alternative. Brazil is an oddity among emerging markets too in that its consumers like hatchbacks. In most emerging markets, the traditional booted sedan is the carriage of choice, largely because small cars tend to carry more people on an average journey than in the west, so a separate, larger luggage compartment is preferable. The sedan version of the Palio, the Siena, is too large to be an entry model in Central Europe or India, and in these markets it is sold as a mid-range model. In India, as in Brazil, the Uno props up the range. Fiat seems to accept this its Siena/Palio replacement, codenamed D200, is due to be unveiled next month. And itll be larger than the Siena, closer in size to a Toyota Corolla, according to reports. Renault has come much closer to the holy grail with the Logan. Like Fiat, Renault has a reasonably large emerging markets footprint, which became much more appealing once it had acquired its former Communist-era partner, Romanias Dacia, which had survived the post-Ceausescu turmoil by cranking out ancient Renault 12s in a crumbling plant. Logan was created along a brief to build a car that would sell for less than EUR5,000. It involved raiding the parts bin mainly Clio, though the suspension is from the Modus and producing a simple four-door sedan to be built in Romania and other emerging markets. While the EUR5,000 target turned out to be theoretically possible, such a vehicle has never existed as the specification would have been too basic even for Romanian tastes. Logan prices start around EUR7,000, and the project has undoubtedly been a success, with more than 250,000 sold in the first 18 months of production. As well as Romania, Logan is also manufactured in Russia, where 25,000 vehicles were produced from April 2005 to May 2006, as well as Morocco and Colombia. Production will soon start at a major plant in Iran, where 250,000 units a year are targeted, followed by India in partnership with Mahindra Mahindra and Brazil in 2007. A wagon version was premiered at the Paris Show in September, and panel van and pick-up derivatives will also be built. Logan has outperformed Palio because its a bit smaller, a bit cheaper and the production is better spread. There are potentially genuine economies of scale thanks to annual volumes at full production of around 800,000 units a year. It would be an even greater success if Renault could get it into China but talks about building it in partnership with Dongfeng-Nissan stalled last year and have remained unresolved. The idea of the Logan The initial idea of the Logan came from the former CEO Louis Schwetzer, who imagined, during a trip to Moscow in 1997, an economic saloon car (Berline) for the Russian market. The Logan was one car from car manufacturers which was not a sub product of a car already in existence in the developing world. Thus the car could be designed from scratch and thus could add to its probability of success in these markets. This gave developers more flexibility right from the design phase to the actual manufacturing phase. This flexibility and ability to create the product just for the emerging nations gave Renault a big competitive advantage over competitors. They could thus follow a low cost strategy right from the very start. The  low cost strategy There are two parts in Renaults low cost strategy to ensure that the product launch is successful; firstly it lays emphasis on a specific organizational and production strategy to match the low prices thus incorporating extreme efficiency in the organization and secondly on achieving the right product positioning which is supposed to fulfil consumers needs in both developed as well as emerging countries. 1. Low cost Strategy To answer the needs of a mass market, the price of the car needs to be such that the car is accessible to everyone. The production costs will then have to be lower than for a normal car under the criterion set by Renault. But at no stage should our product not fulfil the consumers expectations, in particular concerning the safety of the car. Certain factors in cars are hygiene factors and they are a necessity no matter what the cost. This also has to be taken into account while making the final decision. As the Logan was not a product derived from some other product, the whole production process was to be adapted to the main idea underlying the concept of the car; it had to be extremely lean and efficient. We had to control the costs and thus make production less expensive and yet meet high level of expectations regarding the reliability, strength and performance of the product. Reducing the costs was a strategic phase of the project, and with this low cost approach, Renault could put on the market a car that was sold with a sub 5000 Euro price tag in emerging countries. The company also standardized its processes in all the plants across the world in order to ensure lowest possible costs. The company has taken the best practices from various companies around the world. They have incorporated concepts like Six Sigma, Total Quality Management, Just in Time, etc based on the success at other firms around the world. The company is known for its logistics and follows the following principles for the same. This has been especially in practice ever since the launch of the Logan as the volumes for the company have really picked up as a result. 15,000 trucks and 26 trains are used to ship parts and cars are transported daily in around 400 wagons, 10 ships and 1,200 trucks. The transport budget totals around à ¢Ã¢â‚¬Å¡Ã‚ ¬ 470 million for supply and another à ¢Ã¢â‚¬Å¡Ã‚ ¬ 725 million for vehicle distribution. 7 large function families    Logistics at Renault is divided into 7 main families covering all logistics activity, from design to project to series life apart from spare parts and accessories. They include Production Supply and Management Logistics Quality Shipment and Transport Industrial Planning and Programming Supply Chain Architecture Physical Flow Engineering Process Engineering The low cost method Renault could apply a low cost model for the production of a new car, as it had all the core competencies for it. He used the method  design to cost for the Logan, already used with the Twingo in 1992. With this method all the processes are defined regarding the feasibility of a technique and the savings it would lead to. It is a centralized method, one manager was appointed to check all the process, instead of having each business unit participating to the project. This manager had a broad decision power, and it saved time and resources. The material was chosen as per the availability of the material all over the world, as the productions sites were supposed to cater to the nearest possible consumers markets. The contractors were also chosen depending on the location of the production site. The number of components was reduced from 4000 on an average for a car to about 1400 for the Logan. Another important cost reduction was the reduction of the promotional budget (mainly in developed countries). 150 Euros is spent for one Logan, whereas the average cost of promotion is 400 Euros for one car. All these competencies are not easily imitable by Renaults competitors. 2. The Original Positioning Traditionally, consumers need for a car were analyse as opposite between developed and emerging countries. For the emerging markets, the development of a middle class is the appearance of a new market for the car industry as more and more people can afford one. Until the Logan, the consumers from this new middle class could only afford a second hand car. With the Logan, Renault is offering a new car at the same price than a second hand one, with the possibility to personalize your car with a broad choice of options. The second advantage of the Logan is the guarantee of safety as it is constructed by a well-known car constructor. Another argument for the emerging markets is the fact that it is a foreign brand. Indeed, for emerging markets consumers, it can be better for your social status to have a foreign brand car. In developing countries, the launching of the Logan was a success even if it was not meant to be launched at first in developing countries. For example in Germany, the consumers were attracted to the idea of having a popular car. In those markets, the price argument was extremely important but all the attraction of the Logan came from the fact that it could be personalized has any other car. With the Logan, Renault was able to sell a low cost car to consumers by make them forget it was a low cost car. Even if the price is the common factor in both markets, the motivations surrounding the price are different. The possibility to buy a new car is mainly linked to the social status for emerging countries consumers whereas what attracts developed countries consumers is the rationality of buying a safe new car at a low cost. Marketing strategy The originality of Renaults positioning is to have made one product and to adapt the marketing strategy to the specificity of each market. The price is the first difference between markets. A Logan is sold in France 1500 Euros more than in Romania. This difference can be explained on a strategic point of view; because Renault didnt want that the Logan became the only car sold in France by Renault. If the price had been too low, the Logan would have competed with others Renaults products. (In French it is called the cannibalism effectà ¢Ã¢â€š ¬Ã‚ ¦ not sure if the translation exists; it is a concept in marketing) Apart from that specificity of the French market, the price is changing depending on the countries mainly because it is possible for a client to invest in options and then pay more. Sales Owing to its marketing strategy adapted to each local market, Renault intends to satisfy a maximum of different expectations and obtain an optimisation of its sales. The low cost positioning of the Logan is original because it links a low price product to a diverse offer in order to meet different consumers expectations. Emerging countries markets and their specificities In that context, an offer adapted to the revenue of the emergents countries consumers was suppose to be Renaults way to enter those markets with high growth potential. The specificities of emerging countries car market are that it is today underdeveloped, meaning that its potential growth is very high. The importance of having a product adapted to these markets for Renault was also the only way to be able to compete with the future competition coming from India and China. Launching the Logan The first production centre for the Logan was based in Romania. The car was initially sold in 16 countries Romania, Croatia, Slovakia, Hungary, Czech Rep, Serbia, Montenegro, Macedonia,  Turkey, Syria, Lebanon, Baltes countries, Moldavia, Poland). Launched the 9th of June 2005 in France, it was also sold in Germany and Spain. The decision to launch the Logan in Western Europe was a forced decision as a parallel market appeared. It was the only way for Renault to avoid competition with its others cars in Western Europe. Renault in Western Europe Renault originally did not have plans to launch Logan in Western Europe. However, the company started importing a more expensive version of the car in 2006 which was priced at à ¢Ã¢â‚¬Å¡Ã‚ ¬ 7000. The car was a success in Western Europe contrary to the beliefs of the company. This showed the predilection of the buyers for a low cost no frills car. The car is sold under the name of Dacia Logan in the western European region. The car manufactured mainly for the developing nations in Eastern Europe was not intended to be launched in the developed markets of Western Europe. Dacia was assigned the task of developing a car which is low cost and suits the need of developing market and the success in Western Europe did come as a surprise for Renault. By 2007, over 15% of the total sales of Logan was coming from France and Germany. For people in Western Europe the looks are not that good. The Logan MCV shares the same dowdy lines as its siblings. You also dont get many features. To keep costs down, Dacia minimized the frill factor to such a low that they were almost non-existent. Nevertheless, the Logan MCV handled city streets with ease. The steering is direct. The suspension is firm but still comfortable. To deal with the often-unpaved roads of its target markets, the Logans suspension is slightly higher than other comparably sized vehicles. Like many European cars, the Logan comes with small and efficient engine options. Despite the small engine the car performed well under traffic. The major reason for the success should be attributed to the price. Compared to the others cars in the segment the price that Logan was charging were unbelievably cheap. Others cars in the segment were priced at around à ¢Ã¢â‚¬Å¡Ã‚ ¬ 13000. The appetite for low cost cars in Western Europe is a tantalizing development and it could serve as a major point to sell more cars in the markets which are believed by most to be saturated. The low cost cars have a potential to be bought by families who want more than one car. This could also fulfill the requirement of students and the working class early into their career. The scope is wide and prospects wider. Failure of Logan in India Renault launched its low cost car Logan in India in April, 2007. The car had been hugely successful worldwide. The low cost car was conceived primarily for developing markets, but due to its huge success in Eastern Europe, Renault chose to launch it in Western Europe as well, where it turned out to be successful. Renault entered India via a joint venture with Indian automaker Mahindra Mahindra, which provide market insights and distribution reach, while the engines were to be sourced from France. During the launch, the company had projected sales of 30,000 units a year, or 2500 units per month. The actual sales in October 2009 were around 500 cars per month. The joint venture was supposed to deliver synergy and allow Renault the platform to grow its brand in India. Each partner was expected to deliver a resource which the JV could exploit. While Mahindra provided marketing and distribution, Renault brought to the table technology. However, the JV failed to deliver for the following reasons: The price point for Logan was a major problem. The petrol range starts at Rs 4.43 lakh going up to Rs 5.32 lakh and the diesel variant is priced at Rs 6.68 lakh. The competitors of Logan in the low cost segment, like Maruti Swift Dzire and Tata Indigo CS, had much more aggressive price tags, and cars like like Ford Ikon and Hyundai Accent that were available in a price bracket close to the Renault model put pressure on demand for Logan. The reason for Logan having to price higher than its other low cost competitors was the fact that 50% of Logans parts and the engine itself were sourced from France, which is higher than any other manufacturer. As a result costs went up The issue here that prevented synergy was the lack of trust between Renault and Mahindra. Renault refused to part with its technology in an attempt to retain power in the JV and it to keep open its option of having an independent future in India. Another problem that the JV faced was the rising Euro. Due to the fluctuations in currencies, the costs of the company kept going up, and it could not move to a more aggressive price point. Moreover, being just over 4 meters long, Logan was in an excise bracket higher than other low cost cars. To top it all, Renault felt that the current volumes were not large enough to justify localized supply. This showed lack of commitment towards the JV. After the JV with MM, Renault initiated talks with Bajaj for its small car and also started contacting other auto manufacturers. This strategy of having multiple partners in the same category, especially when these partners maybe competitors, is not a smart one. Due to this apparent lack of commitment from Renault, the Logan was relegated to the backstage in Mahindra outlets with no dealer push coming forth for the car. The company MM and its dealers preferred to push the Scorpio more, for obvious reasons. Therefore, the Logan entered the market with limited dealer push in spite of having one of the strongest distribution networks in India. There was very little by way of branding done for the Logan. After the initial launch campaign, there was precious little brand building. The JV tried to drive growth by discount ads, provided primarily by local dealers. As a result Logan never became a strong brand in India. This lack of customer pull, coupled with the lack of retailer push mentioned above ensured that the brand Logan never really took off in India. Moreover, news about the rocky relationship between the partners kept consumers away from the car due to uncertainty about service in the future. Lessons from the failure We can derive many lessons from the unexpected failure of the Logan in the Indian market. It teaches us how to derive value from a resource like a JV. Both partners must be committed to the joint venture for it to succeed. Renault was in talks with other manufacturers, as a result Mahindra did not take the JV seriously. This led to low retailer push, bad press and low investment in marketing activities. In its attempt to grow too quickly Renault actually jeopardized its existing brand. The partners have to share a degree of trust. The JV sourced about 50% of the parts and the engine from France. This would not have been the case if Renault could have trusted MM with its technology. Even though that would have given greater power to MM, it would have ensured a successful take-off for the Logan. Renault could have built its power in the JV by gradually developing its own distribution network over a period of a few years. However, in its rush to grow quickly it jeopardized a very good product. Renault could also have signaled its commitment and trust by building manufacturing facilities in India, but refrained from doing so.