The Story of Qiu Ju Essay Example | Topics and Well Written Essays - 750 words

The Story of Qiu Ju - Essay Example In reaction, the chief beat Qinglai up and kicked him in the groin, thus causing the injuries. At first, Qiu Ju seeks an apology from the village chief for beating up her husband, reasoning that the act was not right. The chief refuses to give an apology because he believes that if he does, he will lose face. Qiu Ju, adamant that justice should be given to her husband, brings her case to their village public service bureau or PBS. The village PBS orders the chief to pay Qinlang 200 yuan to reimburse the medical expenses as well as wages lost to Qinlang while he is recovering from his injuries. The chief shells out the money as ordered, but he refuses to make the apologies Qiu Ju requires. Qiu Ju becomes unhappy by the chief's refusal and brings the case to the district PBS. The district PBS issues the same decision, but the chief, while willing to pay the money, remains adamant about not giving the apology. Qiu Ju then brings the matter to the city PBS, then sues the village chief but loses the case. Still unfazed, Qiu Ju afterwards makes an appeal to the intermediary bureau. In the meantime, beset by the gossip being whispered in their community, Qinlang himself asks Qiu Ju to stop pursuing the matter and to just let it go. While awaiting the result of the trial, Qiu Ju goes into labor and her condition becomes delicate. She receives assistance from the village chief himself in bringing her to the hospital, and this somehow heals the rift between herself and the chief. However, at the celebration of her newborn son's turning a month old, the chief is arrested by the police, and Qiu Ju fails to stop them. Basically, the film talks about the roundabout pursuit of justice in Maoist China. It is set in rural China, probably during the late 1970s or early 1980s, as hinted by the references to the one-child policy instituted in that country in 1979 (Wikipedia, 2002b). Actual locations were used in filming the movie, and these locations depict mostly the poverty and squalor Chinese citizens, especially in the countryside, were subjected to during that time. The fact that the story is also set in the winter season only emphasizes how difficult living conditions were then. China at that time was still reeling from the effects of the Cultural Revolution (Wikipedia, 2002a). Economy is beginning to recover, at least from the viewpoint of the city folk, where buildings are well-planned and the roadways are paved. Such is not the same in the countryside, however, and it is grueling to watch Qiu Ju travel on foot, by cart and by hitchhiking down the long and winding dirt roads with her swollen belly and with only her sister-in-law for a companion. These journeys to and from her village took a toll on her, eventually making her pregnancy and childbirth complicated and nearly costing Qiu Ju her life. These inaccessible roads, however, did not seem to hinder officials from the public service bureau from coming to Qiu Ju's village to investigate her case. Entire families comprising of parents, grandparents and children live in two-room houses along with their pets, and perhaps livestock, bringing into question issues on health and hygiene. People from the countr yside are distinguishable by their clothes: as depicted in the movie, they only

Ethics in the Workplace Essay Example for Free

Ethics in the Workplace Essay In 1995 Douglas Durand went to work for Tap Pharmaceuticals as vice- president of sales. Several months after starting at Tap Pharmaceuticals, Durand was in disbelief to find out that the company was bribing urologists to purchase the new Lupron drug for prostate cancer. Durand found the culture at Tap Pharmaceuticals to be in misalignment. In order for Durand to protect his good name, he began to document all his findings over a 6 year period and submitting the information to federal prosecutors. The documentation that Durand submitted to the federal prosecutors was so overwhelming that it caused Tap Pharmaceuticals to plead guilty to conspiring with doctors and cheating the government. As result of the guilty plead, Tap Pharmaceuticals paid a staggering $875 million dollar fine, which Durand received 14% of the settlement for his efforts to remedy the situation. The symptoms found in the Tap Pharmaceuticals case are primarily driven by numbers and monetary rewards. The more the top sales reps could sale or distribute the bigger the monetary reward. Durand tried to institute a more structured environment to help remedy some of the illegal practices he encountered. Many of the sales reps at Tap Pharmaceuticals did not accurately track the samples of Lupron given out to doctors. Durand offered a year salary to sales reps to help the company keep accurate records of distribution of the drugs offered. It worked until upper management shut down the bonus program, furthermore; the reps settled back into their old ways. Symptoms of dishonesty, unethical behavior, inadequate record keeping, crooked doctors, and a complete disregard for laws and regulations set forth by the government are derived from the root cause of poor upper management found at Tap Pharmaceuticals. The root cause and unresolved issues that Durand encountered at Tap Pharmaceuticals are a direct result of the monetary driven culture created by then president Yasu Hasegawa and senior management. Durand found that when he tried to implement new policies or practices that Hasegawa and the sales reps were not interested, or he was undermined by senior management. Tap pharmaceuticals primary sales niche was to bribe and payoff the people who prescribed the drugs offered by purchasing televisions, vacations, and  office equipment. The unethical practices are a direct result of a lack of unethical leadership and ethical standards and practices not being in place. Tap Pharmaceuticals did not have a hose counsel to help keep practices ethical and meet government requirements because it was thought to be a sales-prevention department. Durand eventually found himself excluded from marketing and sales meetings and told that he just did not understand the culture. The lack of ethical leadership in the company is the root of the problem found at Tap Pharmaceuticals and left all the issues that Durand found unresolved. Analyze and evaluate alternatives. Decide on the most valid alternative, and make recommendations. When thinking of alternatives, people think of other options that may apply in order to have a different outcome than the current outcome. When Durand was offered the position as Vice President of Sales with Tap Pharmaceuticals, he had no idea what he was getting involved with. All he saw was a potential for a promotion in an industry where he had already served his time and made a name for himself. Durand has a couple alternatives in this ethical situation. He could have kept his mouth shut and adhered to Tap Pharmaceuticals policies and procedures and unethical practices. The outcome to this alternative could have proven to be very poor for Durand. If Durand continued to allow Tap Pharmaceuticals to conduct business in the sales department as they always had in the past, eventually, the federal government would have caught on to the unethical practices and levied fines against Tap Pharmaceuticals and Mr. Durand. He could have even been prosecuted for the practices he witnessed at Tap Pharmaceuticals. When employees are directed to blatantly break the law in order to keep sales up and to give out medicine samples without charging for them, there is a huge ethical problem. Tap Pharmaceuticals instructed the doctors to charge Medicare for the samples even though they never paid for them in the first place. It seemed as if Tap Pharmaceuticals planned to break every law of the trade in order to make the most money in the least amount of time. This alternative would not work for Mr. Durand. He had a steady head on his  shoulders and would not stand for the unethical practices he had witnessed. But what would he do about the problem? This question would later come into play when Mr. Durand was faced with a tough decision. A second alternative Mr. Durand had was to leave Tap Pharmaceuticals with a resignation. But a resignation would land him and his family out on the streets. He did not want to jeopardize his familys lifestyle and affect the way his children would grow up. After all, Mr. Durand did leave a well paying job with a huge medical pharmaceutical company. This alternative would be even worse than staying with Tap Pharmaceuticals and pretending nothing wrong was going on. He had to support his family and to Mr. Durand this was the most important issue to handle. If Mr. Durand resigned from Tap Pharmaceuticals, he would have to start all over again and work his way back up the corporate ladder as he did 20 years before with Merck Co. Mr. Durand had very few options or avenues to take in his ethical dilemma. He was virtually stuck between a rock and a hard place. He truly made the perfect decision when he decided to file suit against Tap Pharmaceuticals. This was the best possible option he could have used. First, Tap Pharmaceuticals was breaking the law and if they continued to practice unethical business, they could have hurt someone or continued to defraud the United States government and Medicare. Since Mr. Durand was familiar with the practices of the pharmaceutical industry, he had no other choice but to blow the whistle on Tap Pharmaceuticals. TAP Pharmaceuticals, a physician, and 7 employees of TAP Pharmaceuticals were charged and indicted for bribing physicians with kickbacks to use the drug Lupron. The federal grand jury also found them guilty of Medicare fraud, and violation of the Prescription Drug Marketing Act. PSA-Rising (2001) states,The seven individuals charged in the indictment unsealed today are:Alan Mackenzie age 49, of 27068 Wellington Court, Barrington, Illinois, andformerly Vice President of Sales for TAP, Janice Swirski, age 40, of 6 BellinghamDrive, Chestnut Hill, Massachusetts, and formerly a National Account Manager with TAP,Henry Van Mourick, age 43, of 23 Golfwood Court, Roseville, California, andcurrently a District Manager employed by TAP,  Donna Tom, age 37, of 141 East 56thStreet, New York, New York, and formerly a District Manager employed by TAP,Kimberlee Chase, age 35, of 108 Dedham Street, Dover, Massachusetts, and formerly aDistrict Manager employed by TAP, David Guido, age 30, of 131 New London Road,Colchester, Connecticut, and currently a Hospital Account Executive employed by TAP, DR. John Romano, age 48, of 110 Long Pond Road, Plymouth, Massachusetts, an urologistwith a practice in Plymouth, Massachusetts. Four other physicians were indicted before the above indictment. TAP Pharmaceuticals bribed urologists to use the drug Lupron by giving them big screen televisions, golf vacations, and free sample of Lupron. The sales representatives also gave the physicians free samples of Lupron and told the physicians to bill Medicare for full price. Durand tried to change different aspects of how Tap Pharmaceuticals was run, but all to no avail. Whenever he implemented a new structural change, the employees would try it for a short while and return to the way they had done things in the past. Accurate bookkeeping was a logical idea to put into action. This would tell exactly how much each rep gave out to doctors and pharmacies as samples for them to try out. The old way never showed how much they were paid for each sample given because there was no way to know how many had been given out. Whenever new ideas are put into effect, it still takes people to uphold these new rules and regulations. When Yasu Hasegawa failed to show any sort of business ethics, why would any of his employees? A good leader will lead by example. When people follow someone he/she want to emulate his/her actions, not just his/her words. By having a person with little moral fiber lead the company, it allowed some that might have been on the fence about the situation to fall to the same side. Durands cultural change effort failed because senior management and older sales reps refused to change the company for the better. They had been doing things their way for too long and the payoff incentive was too great. The shady business practices were much easier than trying to keep records of exactly how many samples were given out and who all had been bought. When  the president of the company would not even change his ways on how he dealt with his business, how could his employees be expected to change as well? In a business that deals with healthcare, the most important aspect should always be the patients. Since nobody truly cared about them and all the employees concerns were with lining their own pockets, the business ended up being sued for quite a large amount of money. The only way for Durands changes to succeed, would be if there were a total overhaul of management. The company would need to basically start over in order to weed out all the bad eggs. That would take a great deal of time, not to mention a great deal of money. Even though Durand became a whistle-blower on Tap Pharmaceuticals and the company was fined, there are sure to be employees who were guilty but not indicted. In TAP Pharmaceuticals there was an attitude of a misalignment of culture. The profit driven only environment provided no ethical leadership. Upper management including the CEO, who set the tone of weak unethical leadership, held no interest in change. TAP had no formal cultural system. The bottom line was the only factor and how profits were obtained was of little concern. When Durand attempted to make positive changes to the system through a Reward System, upper management put a stop to it even tough it was working and labeled him a trouble maker. TAP was not interested in positive ethical change. The gifts to urologists and doctors TAP pharmaceuticals participated in set an unethical culture. ConclusionIn the end Tap received one of the largest fines in the pharmaceutical industry and the job of rebuilding its image and reorganizing its business practices. Seven of its senior management team received heavy financial and judicial penalties for their part in the Lupron scandal. Douglas Durand in the end had to start over in a new less lucrative position, furthermore; he did receive a large settlement from the federal government under the Whistle-Blowers Act and currently retired and living in Florida. References: Barrett, A. (2002, June 24). A Whistle-Blower Rocks an Industry. Business Week. RetrievedJune 19, 2007, from http://www.fairness.com/resources/relation?relation_id=9650Nelson, K., Trevino, L. (2004). Managing business ethics: Straight talk about how to do itright (3rd ed.) . New York: Wiley. PSA Rising (October 3, 2001). TAP Pharmaceuticals Products Inc. and Seven Others ChargedWith Health Care Crimes; Company Agrees to Pay $875 Million to Settle Charges. RetrievedJune 22, 2007 from http://www.psa-rising.com/wiredbird/tap102001.php

IKEAs Entry Into South America

IKEAs Entry Into South America Executive Summary Ikea seeks to continue expanding its retail presence around the world through worldwide franchising of the Ikea concept. We propose an immediate expansion of Ikea into South America, specifically a storefront in Brazil. Using a balanced scorecard approach we address the primary issues in such an expansion. We also believe Brazil is a logical candidate for longer term expansion on the manufacturing (sourcing) side of Ikea and provide supporting analysis for such expansion. Although we have limited access to actual Financials, we believe the initial investment required to be about $20 million. Sales estimates exceed $70million per year. Since costs should also be typical of other sites around the world, expected earnings after tax are 8% of sales. In addition to the need for access to capital, a well-located site for retail activity must be secured. This site would be at the edge of Rio de Janeiro or Sao Paulo near highway access. Marketing Strategy: All marketing is based on the IKEA business idea: We shall offer a wide range of home furnishing items of good design and function, at prices so low, that the majority of people can afford to buy them Although Brazilian customers are used to negotiating on price, we feel a fixed price retail store will do well since the prices are low, and the shopping experience is primarily self-service. Most of the over 6000 products will continue to be produced in Asia and Europe. All products will continue to come through Ikeas distribution channel. Since the majority of furniture comes in a flat package, the distribution method has been proven to be cost effective. The possible need for regional distribution center is a risk factor that would increase investment required. The regulatory environment in Brazil allows foreign investment and the repatriation of profits. With respect to people, Ikea has a strong culture. Ikea is a value driven company that values hard work. About 400 Employees will be hired for the first Ikea Brazil store. Training is available through Ikea University, which is uses traveling instructors and on line training materials. Overall Brazil looks like an attractive entry point into the South American furniture market. Background Founded in the late 1940s by Ingvar Kamprad created the concept of IKEA, a furniture company that provided quality fashionable furniture at prices everyone can afford. Although its business model at the time was much different then the mega stores today, this fundamental approach to furniture has remained the same. Despite its very risk-adverse nature, IKEA became the first furniture company to expand internationally. High bulk to value, high transportation costs, and susceptibility to damage are all issues IKEA was able to overcome with its innovative approach of selling furniture collapsed flat boxes. This approach not only lowered its shipping and inventory costs, but also creatively transferred the labor-intensive assembly costs to the customer. IKEAs innovate approach to adding the consumer to the value chain in effort to keep prices low and quality high has won it very loyal fans everywhere it has reached. Packed to the brim, its stores attract customers from great distances who load up their cars to furnish entire rooms or homes in a single trip. Constantly introducing new innovative new products, its model rooms in its stores and catalogs have provided a creative way introduce its new products to complement its existing product line. The model rooms and catalogs teach the customers how to piece together an entire room from the furniture to the dà ©cor with all IKEA products. Fashionable and trendy it encourages customers to live the IKEA life. Financials Background: Ikea is a privately owned company with an extraordinarily opaque organization. Financial statements are not publicly available. The Ikea Group is ultimately owned by the Stitching Ingka Foundation, a charitable trust based in the Netherlands. The Ikea Group manufactures and sells products. Franchise stores are a part of the IKEA group, as shown in figure 1. However, Inter Ikea Systems, a separate company, owns Ikeas intellectual property. Franchises: Inter IKEA Systems B.V. constantly seeks market expansion, and grants new franchises to markets/territories according to a detailed expansion plan (Company Web Site). Ikea has identified location as a primary success factor, since store sales volume is so dependent on location. Franchises are granted only to organizations and/or individuals that can secure a strong market position and market penetration in the given territory [and have] the financial strength and potential as well as have identified well located sites for the retail activity. Investment required: Based on recent examples, such as the Ikea store opened in Israel in 2003, typical investment is ~ $15M with a leased store. It is estimated that another $5M would be required for the building and infrastructure improvements. It is also estimated that a new distribution center may be required for the region. If this is required, it is likely multiple stores will be needed to justify such an investment. Revenue: With 190 stores, sales top 12.2B Euro. This means on average each store generates 67M euro ($78M/store). To validate this assumption, it should be noted that Germany accounts for 1/5th of turnover with a proportionate 33 stores. Costs: The Ikea store concept requires relatively little human resources, so costs are a function of other overhead such as lease, warehousing, utilities, taxes and advertising. It can be noted that manufacturing is primarily Poland and Asia, as Ikea grows in size, it should consider Brazil as third major manufacturing center for local and worldwide use. Earnings: After tax earnings for the IKEA group were shared in the 1997 book, The History of Ikea. Figures in the book show Ikea posted a profit of $905 million or 8% of sales. Other sources have estimated after tax profits as high as 18%. This indicates the stores are equally profitable, but must be verified before moving forward. Profits and royalties can be repatriated from Brazil. While not all of IKEA stores were profitable, most were. In order to go forward with this project we would want to verify the success factors and make sure our pro-forma financial statements were similar to other successful stores. Planned Store information Size 24,000 to 32,000 square meters Products 6,000 to 10,000 Room Settings 45 to 50 Parking Spaces 800 to 2000 Customer Loading Spaces 20 to 50 Cash Lanes 16 to 30 Restaurant Seating 400 to 700 Co-Workers 380 to 500 Land 24 to 30 Acres Production Brazil has abundance of high quality wood and low labor prices. This is an important reason for IKEA-Brazil to produce the furniture in Brazil and distribute locally. Brazilian taste for furniture indicates that they appreciate wider moldings that the standard American moldings. This along with a few more customizations might be essential to market IKEA products in the Brazilian market. In the late 90s there has been an increase in quantity (+2.5%) and a simultaneous increase in exports (+11%), which show the increasing competitiveness of the Brazilian industry on international markets. Factors at the root of this process are most certainly the use of ever more advanced technology acquired thanks to huge investments in capital goods (in 1996 US$ 220 million was invested in machinery, mainly from Italy, Germany and the United States) which has increased the productive capacity of sector companies, and the effects of the process of opening up to international trade which intensify the significant comparative advantages of Brazil compared to other exporting countries: excellent quality raw materials at low costs and flexible labor. Delivery Latin Americas most important trade show happens at Brazil and this is the most sought after trade show. Brazil stands as the main sourcing country for furniture for the whole of Latin America. Brazil is the largest country in South America and shares its border with a lot of countries. Since the South-east of Brazil is the economic center of Brazil, cities Rio de Janeiro and Sà £o Paulo are favorable places to establish IKEA stores. Land transportation is becoming more effective in that about 85% of Brazils people and products are transported by road. Brazilian highways are of modern design and link all the state capitals by paved roads. Problems still arise in the rural and remote areas as water floods the roads making them impassable for days. Sometimes road construction after the floods is delayed inhibiting travel even more. IKEA-Brazil can offer high quality products at low prices with the efficient methods of distribution and close relationships with manufacturers. This will ensure that even during problematic situations like flooding, the majority of the sales are not affected due to transportation issues. The same principle used everywhere else where the need for distribution is cut out by offering flat-packaged items that are warehoused in the stores and picked up by the customers on site, will be the key. The customer is spared shipping, storage and assembly costs resulting in dramatically lower product prices. Issues with the labor workforce Labor is cheap in Brazil compared to Europe and America. But with this cheap workforce and swinging economy of the country comes a multitude of issues that are worth investigating. Half of the labor force in Brazil is employed in the informal sector. Even though the government employs minimum wage, this is hardly followed and the wages are compensated often with respect to the fluctuations in the economy. In Brazil, 50 percent of the workforce is outside formal collective bargaining structures. Thus the labor laws in Brazil might make it expensive to employ workforce. Quality Goals International companies are already sourcing out of Brazil for the past many years. Crossmart Brazil has nearly three decades of experience sourcing product for European catalogs out of 40 Brazilian plants. Crossmart relies on seven inspectors who constantly visit plants to check moisture content, finishes and overall quality. It is estimated that the company currently does $20 million a year in French mail orders alone. In the southeastern production centers of Brazil, we find products with a good qualitative level thanks to the use of modern production processes and suitable machinery. The effects of technological innovation and design created by some important trade fairs in these regions are also worth mentioning. With this kind of a history, the IKEA plant in Brazil should be able to achieve the quality standards that they have been able to measure up to internationally. Their products are not over-engineered to give a greater finish than the customer requires. Nevertheless quality is taken very seriously and the whole supply chain participates. The Ikea definition of quality is that the product must first be available in the store and secondly it must match up to the customers expectations: it must be complete, free from defects and easy to assemble. Returns to stores are analyzed and each product is carefully monitored. Legal and Regulatory It is important to note that Brazil is very friendly to foreign investors – domestic investors and foreign investors are treated equally. The largest restriction is that you must obtain a permanent visa in order to invest in Brazil as a foreigner – however, earnings may be repatriated after waiting for foreign currency to become available. The Ministry of Labor must approve this visa application. The minimum investment required is $200,000 (US) or the equivalent. The National Immigration Council can make exceptions if the new venture will create at least ten new jobs, or is of social interest. Once the visa is granted it will be valid for two years. At the conclusion of the initial two-year period the Ministry of Labor will perform an evaluation of the business to determine the feasibility of the venture before granting a definite extension. Internal Standards Foreign investors are encouraged to initiate discussions with state development agencies within the country. These agencies are available for government incentive programs. In addition to contacting local agencies it is important to note that a wide range of credit and financing options are available to investors through both foreign and domestic banks operating in Brazil. Finally, foreign investors are expected to import the funds for all major fixed capital requirements. Cultural and Environmental Conditions Personal contact is more important in business than other forms of communications (i.e. telephone or mail). This is largely because the working relationships in Brazil are built on trust. The most common form of doing business in Brazil is through incorporated subsidiaries; branches are very difficult to operate. Joint ventures do not require a local Brazilian partner, however, it is still encouraged. It is essential to establish a network of connections with the public sector in Brazil. The culture in Brazil relies heavily on favors and ‘who you know. These connections are important, but it is important to remember that these connections can, and will, change. Lastly, be prepared to negotiate on prices! Do not expect sales to occur quickly, and keep your best price till last. People IKEA has a company philosophy to create a better life for its customers, as well as its co-workers. This has significantly influenced the companys workplace environment. IKEA received the Family Champion award and is recognized as a great place to work here in America. IKEA empowers their coworkers and respects their personal lives. This has had a tremendous influence on job productivity, growth and development, which ultimately benefits the customer. The IKEA workplace includes many benefits and family friendly initiatives to support co-workers needs. In 2002, IKEA saw a 26% decrease in sales staff turnover. In addition, women represent more than 48% in management positions and are 47% of the companys top earners. This provides a proper fit for both IKEA and the Brazilian workforce. Brazil is a nation in which the richest 20 percent of the people receive 64 percent of the national income. It is a nation in which 40 percent of the people live on the equivalent of $2 US a day and over 20 percent live on the equivalent of $1 US a day. In May 2003 unemployment was up to 12.8%-it highest level in 14 months. For those that did work, the average wages in May 2003 fell to $290 US, 15% lower than a year earlier. However, the Brazilian workforce is renewing. The job market is very attractive to the ages of 25 to 39 years old. Brazilian women are making up a larger portion of the workforce. In 1970, only 18.5 percent of Brazilian women worked outside the home. This has since rose to 51 percent of the Brazilian workforce. The number of High School graduates has also risen from 35 percent in 1994 to 43 percent currently. A.T. Kearneys 2004 Top 12 Ranking for Offshore Location attractiveness includes Brazil: India China Malaysia Czech Republic Singapore Philippines Brazil Canada Chile Poland Hungary New Zealand The A.T. Kearney Offshore Location Attractiveness Index analyzed the top 25 off-shoring destinations against 39 measurements in three major categories: cost, people skills and availability, and business environment. The study team assigned weights reflecting the drivers of off-shoring decisions based on A.T. Kearney research and engagement experience. Because cost advantages have been the primary impetus behind off shoring, financial factors constitute 40 percent of the total index weight. People skills and availability and business environment each received a 30 percent weighting. Cost advantages and a large workforce Brazils strong points. IKEA has responded to national needs and cultural sensitivity issues. This has been a challenge for IKEA, but IKEA is meeting these challenges by finding a balance between country level autonomy and centralized intervention. To maintain service, quality and logistic standards, franchisees are audited for performance. The headquarters provides extensive training and operational support to the workers of all kind. The new organization has become flatter and is delegating more responsibility to subsidiaries. In addition, IKEA is committed to social policies to both employees and customers. IWAY provisions include health and safety standards, employee conditions such as access to rest areas and toilets, working hours and a minimum wage. IWAY is enforced worldwide but the criterion varies according to local culture and employment legislation. This is an additional benefit for the Brazilian workforce, where there has been some disparity in working conditions for minorities and women. IKEA has developed a mentoring program for learning and personal development of both the mentee and mentor with the expectation that by helping people to be partners they will become better employees. The evolution for the program is for IKEAs mentees to become IKEAs future mentors and Partners for Growth to become self-sustaining and seamless with the culture. IKEAs program is innovative, not only because it is grounded in the values of IKEAs culture, but also because it focuses on personal learning and development. It will help to secure its future as they expand, by creating a diverse group of leaders. Partners for Growth is now entering its second phase and is creating a culture where mentoring is available to all managers at IKEA. IKEA has launched Partners for Growth throughout the organization. Partners for Growth facilitates individual learning, promotes personal and professional growth and development, and has four strategic goals: Develop Leaders from top to bottom Support career development across the board Develop and support diversity through IKEA organization Strengthen IKEA culture References: Welcome to the Smart State, Queensland Australia http://www.sd.qld.gov.au Welcome to the Brazilian-American Chamber of Commerce http://www.brazilchamber.org Foreign Investments in Brazil http://www.cni.org.br/produtos/com_ext/src/doing05.pdf Isreal Investment News, Third Quarter 2001 http://www.moit.gov.il/root/Hidden/ipc/InvestNews17.htm The Diamondback Online, June 26, 2003 http://www.inform.umd.edu/News/Diamondback/archives/2003/06/26/news6.html Human Environment and Design, International Retailing http://www.hed.msu.edu/internationalretailing/company/IKEA/ Improving Supply Chain Management in the UK Furniture Industry, Case Study – Ikea Trading Area Poland http://www.pyetait.com/furniture-supplychain/docs/Case-Study-IKEA.doc Ikeas our vision http://www.ikea.com/content/about/vision/ Burt, Tim (1998). Ikea rated among Swedens top three businesses, Financial Times (London), Front Page- Companies Markets, pp. 23. The miracle of Amulet, Guardian Unlimited http://www.guardian.co.uk/g2/story/0,3604,1240462,00.html Brazil and Its History http://mdmd.essortment.com/brazilhistory_rmfq.htm Furniture Today, Brazil showing Good growth, March 22, 2004 http://www.furnituretoday.com/article/CA419023.html?display=Special+Report â€Å"Mentoring Relationships: Using Partner Preparation tools.† Mentor, Vol. 6, No 4.

Economic Integration of the Baltic Sea Region and the Passenger Traffic Issues :: Europe Airlines Economics Economy Essays

Economic Integration of the Baltic Sea Region and the Passenger Traffic Issues Table of Contents: I. Introduction 2 II. Goals of Economic Integration 2 III. VASAB 2010 3 IV. Ãâ€"resund vs. Helsinki - Tallinn Link 4 V. Aviation Development in Scandinavia 7 VI. Conclusion 10 VII. Works Cited 11 I. Introduction Economic integration is not an easy task. This is clearly evident by its nature, and even more so a problem in the Baltic region where there have been so many political changes in recent history. We have seen the formation of three newly re-independent states, Estonia, Latvia, and Lithuania. East and West Germany have been reunited to form a new nation. The communist governments of the former Soviet Bloc have been replaced by democracy. These changes have made economic integration not only more difficult, but also to some degree more necessary.

Personal Development Plan to evaluate strategic skills

In this instance survey I like to put to death a personal audit from my ain activity and how it is acquiring related to my personal and professional life relevantly. Furthermore to analyse my ain accomplishments, I have designed a questionnaire to happen the strength, failing, chances and menaces. There are different methods of larning manners in which I have opted honey and mumford, which contains militant, reflector, theoretician and pragmatist. Theorist manner is the one which is best for me and to develop my ain accomplishments for better calling. In the patterned advance program I have tabulated a personal development chart and how the professional accomplishments are helpful for leading demands. To develop our leading skills we are need to be self motivated and effectual communicating accomplishment is required.2.1 Personal audit to measure the strategic accomplishmentsPersonal auditA is an of import measure when you are developing a calling alteration. If we are acute about bettering callings, so we need to build a elaborate perceptive of our strengths and endowments. If we are seeable on this, so it is easy can measure calling dreams with your accomplishments and strength physically. When we improve the personal accomplishments, at the same time our professional accomplishments are acquiring developed when we work in an organisation. And more over that leads us to better our cognition and to accomplish a strategic end.2.1.1 Personal SWOT analysisSWOT analysis has been loosely used as a analytical and project-planning tool. And this analysis helps us to concentrate on cardinal issues of importance to the undertaking in manus. Furthermore the SWOT procedure can besides be used in a personal position. When used in this way it can demo us how to take full advantage of students ‘ endowment and abilities. It can assist to expose new larning chances and eliminate perceived menaces in the acquisition environment.StrengthsSelf assurance and ego motive are my lone strength and due to this strength I have crossed several critical phases. By lifting my accomplishments I performed really good in my organisation and that leads me in a good appellation. Furthermore I can talk about my watchfulness and caution as my strength.FailingMy immense failing is being unagitated. Because of this people around me takes more advantage and that puts me in defeated phase. And I am truly unable to do determinations rapidly. Due to this I am missing from my normal plants.OpportunitiesDreams, ends and wants are been considered as chances. And there is a stating as â€Å" chance knocks the door merely one time † . Likewise I got an chance in my organisation an twelvemonth ago..i utilized the chance and at present I am working as a supervisor in my organisation. i found tonss of troubles, but I enjoyed confronting those critical state of affairss. I took it in a positive manner as a good lesson. And now I can pull off any critical circumstance, which is made by client or by my squad people I can counter it really easy. In this instance I can state larning from experience manner as my leading manner.MenacesI found tonss of menaces in my life, In which I can stat e few illustrations as when I arrive united land I find so difficult to last and felt bad in some state of affairss. Basically to happen any topographic points and to make my school in clip while larning. hence chances and threatsA can be used to foreground the deductions of this for instruction and learning.A Beginnings: hypertext transfer protocol: //www.teachingexpertise.com/articles/swot-analysis-personal-note-4892.2 Preferred Learning StyleHoney and MumfordMy learning outcome manner is Honey and Mumford, Honey and Mumford ( Peter and Alan ) are best known for theirA cognition manner questionnaire. This self-administered questionnaire determines yourA preferred learning manner. As a consequence of meaningful learning manner, we can alsoA avert reiterating mistakesA by enterprising activities that strengthen new manners.Beginnings: By Lyndsay Swinton Owner, Management for the Rest of Us.hypertext transfer protocol: //www.mftrou.com/honey-mumford.html Each of us learns in unusual ways. a few of us wish to analyze in deepness before we attempt a undertaking ; others reasonably to â€Å" acquire trapped into the occupation † and larn as we go aboard. Some of us are fulfilled when the methods we use to acquire the occupation done, others are excess bothered withA whyA a peculiar attack proved successful. nevertheless others spend clip thought from get downing to stop how the undertaking could be tackled more successfully following clip. Research by Peter Honey and Alan Mumford suggests that we may usefully see 4 basic â€Å" learning manners † They are:MilitantReflectorTheoristPragmatist.TheoristTheorists learn from most first-class activities where they observe and assume before talking. They work with unstructured rules and their uncertainness is truly high. Theorists think jobs through step- by-step. They tend to be perfectionists who like to suit things into a rational strategy. Theorist put them in complex state of affairs where they are truly necessitate to utilize their accomplishments and cognition. Theorists are offered interesting thoughts or constructs even though they are non instantly relevant. Theorists are academically stretched, e.g. by analyzing Logical, Rational, Objective, Perfectionist, and Restricted sidelong thought and evaluating, so generalize it. They do n't wish vacillation They do n't wish prejudice Keen on cardinal premises, rules, theories, theoretical accounts and systems base thought. Beginning: www.gp-training.net/ †¦ learning/learning_styles/hmlearningstyles.ppt Beginnings: hypertext transfer protocol: //www.pd-how2.org/2_1.htm3.1 Developing a Personal Development PlanYour demands How can you run into those demands? How it is of import for me? How will you cognize when you have met those demands? What are the challenges in my occupation current that I need to run into? I need to accomplish something and travel for higher appellation when I meet those accomplishments I can put my calling in a good concern in hereafter. Where I can acquire full secured life. When I develop my accomplishments, I can recognize myself by to the full motivated and I do acquire good ability to manage any critical fortunes. Where do I desire to be in 2 old ages? I wish to be in a really monolithic concern, in which I like to take a good squad. Obviously I will acquire benefit and half of the calling end will be achieved. When I am keeping a large squad in a monolithic concern, so certain I will be known my success. Where do I desire to be in 5 or 10 old ages? To be honest, in following 5 old ages I want to be as a HR director, and to be as a good household adult male. When I get settled in calling sure its aid for my household and my future dreams. If I get a good occupation. How does that tantrum in with what the pattern wants? If we get more experience so certain we can make the life clip end. Deriving more cognition and we can learn our friends and household people every bit good. I feel if I improve my communicating accomplishment and assurance. Then iam sure that I can run into the complications in life.. What adjustments will I need to do for me to accomplish what I want? Need to co operate with people and carry through our plants. We learn more in life. It helps me in my hereafter. When I present a presentation without any vacillation. Then its half achieved. What accommodations will other people need to do for me to accomplish what I want? Peoples need to understand others concerns and should seek to actuate instead than knocking. There wont be any letdowns. When we start accomplishing twenty-four hours by twenty-four hours demands. Then I will come to cognize my success. What else should I see? I need to see with good experient individuals. Because patterns plays a major function in all plants I can cognize myself whether iam traveling in right way. When learning my work to others..3.2 The Outcomes Of Personal Development PlanIn this instance I feel that I am truly theorist when I analyzed myself rationally From this development program I evaluated myself that if I need something to accomplish, we are suppose to be self motivated and energetic. This plays a major function where the people who works with me get trained by seeing myself. From this I came to cognize that the leading accomplishments are more of import for each of us to accomplish their aspire. When we work with a skilled worker V learn so many things. For case. In my organisation there are so many people who r truly dedicated and ability to confront such critical places. When we get some duties in our organisation we need to manage it skilfully furthermore when we work with good preparation directors, we will cognize what clip direction is and how we need to segregate and schedulize the work professionally. Furthermore this professionalism helps us to put a good calling where of all time we go for occupation. if we get placed in a large concern like Mercedes benz. The leading is so immense and the working accomplishment is extremely qualified. Taking duty to educate yourself about emphasis provides you with a strong foundation for perpetrating yourself to pull offing emphasis more efficaciously.The Impact Of Own Learning Against The Achievement Of Strategic Goals..

Seneca Falls Declaration of Sentiments 1848

Seneca Falls Declaration of Sentiments 1848 Elizabeth Cady Stanton and Lucretia Mott wrote the Declaration of Sentiments for the Seneca Falls Womens Rights Convention (1848) in upstate New York, deliberately modeling it on the 1776 Declaration of Independence. The Declaration of Sentiments was read by Elizabeth Cady Stanton, then each paragraph was read, discussed, and sometimes slightly modified during the first day of the Convention when only women had been invited and the few men present anyway were asked to be silent. The women decided to put off the vote for the following day, and permit men to vote on the final Declaration on that day. It was adopted unanimously in the morning session of day 2, July 20. The Convention also discussed a series of resolutions on day 1 and voted on them on day 2. Whats in the Declaration of Sentiments? The following summarizes the points of the full text. 1. The first paragraphs begin with quotes that resonate with the Declaration of Independence. When, in the course of human events, it becomes necessary for one portion of the family of man to assume among the people of the earth a position different from that which they have hitherto occupied ... a decent respect to the opinions of mankind requires that they should declare the causes that impel them to such a course. 2. The second paragraph also resonates with the 1776 document, adding women to men.  The text begins: We hold these truths to be self-evident: that all men and women are created equal; that they are endowed by their Creator with certain inalienable rights; that among these are life, liberty, and the pursuit of happiness; that to secure these rights governments are instituted, deriving their just powers from the consent of the governed.  Just as the Declaration of Independence asserted the right to change or throw off unjust government, so does the Declaration of Sentiments. 3. Mens history of repeated injuries and usurpations in order to an absolute tyranny over women is asserted, and the intention to lay out the evidence is also included. 4. Men have not permitted women to vote. 5. Women are subject to laws they have no voice in making. 6. Women are denied rights given to the most ignorant and degraded men. 7. Beyond denying women a voice in legislation, men have oppressed women further. 8. A woman, when married, has no legal existence, in the eye of the law, civilly dead. 9. A man may take from a woman any property or wages. 10.  A woman can be compelled by a husband to obey, and thus made to commit crimes. 11.  Marriage laws deprive women of guardianship of children upon divorce. 12. A single woman is taxed if she owns property. 13. Women are not able to enter most of the more profitable employments and also avenues to wealth and distinction such as in theology, medicine, and law. 14. She cannot obtain a thorough education because no colleges admit women. 15. The Church alleges Apostolic authority for her exclusion from the ministry and also with some exceptions, from any public participation in the affairs of the Church. 16.  Men and women are held to different moral standards. 17. Men claim the authority over women as if they are God, instead of honoring womens consciences. 18. Men destroy womens self-confidence and self-respect. 19. Because of all this social and religious degradation and disfranchisement of one-half the people of this country, the women signing demand immediate admission to all the rights and privileges which belong to them as citizens of the United States. 20. Those signing the Declaration declare their intention to work towards that equality and inclusion, and call for further conventions. The section on voting was the most contentious, but it did pass, especially after Frederick Douglass, who was in attendance, supported it. Criticism The whole document and event was met at the time with widespread disgust and mocking in the press, for even calling for womens equality and rights.  The mention of women voting and the criticism of the Church were especially targets of derision. The Declaration has been criticized for its lack of mention of those who were enslaved (male and female), for omitting mention of Native women (and men), and for the elitist sentiment expressed in point 6.

The Great Gatzby essays

The Great Gatzby essays The Great Gatsby is a story, told through an observer, about a mans trials and tribulations who tries to regain what he had in the past. The whole focus of the story is on Gatsbys dream, his desire to rekindle the flames of a previous fire. Daisy, the fire, is along for the ride. A ride that contains many twists and turns that only lead to corruption. Nick, the narrator of the story, has just moved from the Midwest to New York. Knowing that Nick is the narrator, it is important to realize that some of the things he says or feels could be swayed by his own emotions. Also living in New York and near to Nicks house is the Buchanans. Tom Buchanan is an acquaintance from Nicks days in college and Daisy is Nicks cousin. Nicks move is going very smoothly and his cousin is getting him used to the high-class lifestyle. Being from a middle class society Nick, at times, enjoys the elegant parties that are thrown almost every day. At Daisys house is where Nick is informed about Toms affair. Jordan, Daisys friend, catches Nick up on the latest gossip and hopes Nick would be able to help the situation. Jordan also asks about Nicks neighbor, Gatsby, whom he has not yet met but decides to later on. One afternoon Tom invites Nick out for an evening in the city. This is when Nick realizes the severity and the careless nature of the affair. Along the way they pick up Myrtle, Toms second lover, and head off to another party. At the party we find out that Tom and Daisys relationship is not going to last. Nick is finally introduced to his neighbor in chapter 3. Gatsbys driver invited Nick to a party at Gatsbys house. There were many people in attendance and few knew the host. Everyone was gossiping about the mysterious Gatsby and Nick took it upon himself to find the truth. By wondering through the party he meets Gatsby a ...