Assignment worksheet Example | Topics and Well Written Essays - 250 words

Worksheet - Assignment Example They are drawn to express beauty and the message of solemnity and calmness in the surroundings. The art work has primary colors of red, blue, green. There is definitely harmony in using these colors are red which is the dress worn by the Madonna gave focus to the theme of the art work and blue is used as her drape which provides subdued hues to the red. The touch of green as a backdrop for the landscape is also harmonious as it gives balance to the color complimented by the light blue sky and white cloud. The cream color of the angels with touch of brown was very appropriate as a complementing color highlighting the harmonious relationship of the figures. The sense of space is depicted though fine lines and smaller figures which create the impression of a far location. The more prominent and bigger figures at the center clearly depict nearness and closer perspectives to the viewers of the art work. The actual texture of the art work appears basically smooth. The visual texture shows balance in lines, color, and spaces to give the perfect illustration of the Madonna in the meadow, with angels tending and giving her company. The visual weight and emphasis is carried by the Madonna as manifested in the color (red and blue) and size (biggest among the illustrations in the painting) with darker lines to create the space illusion that it is closer to the viewer than the rest of the landscapes, except for the angels which appear to be closest to the viewer of the painting. The artist expressed a symmetrically balanced work through the illustration of mountains on both the left and right side of the painting; the clouds also on the left and right side of the painting, the angels being two to provide symmetry, trees and shrubs on the left and rights side, and the focal point, which is the Madonna is strategically located at the center with her right

Statistics for managers individual work wk12 Coursework

Statistics for managers individual work wk12 - Coursework Example From the foregoing, QC can be referred to as the technical undertakings used to ascertain that the gathered data are sufficient for the purposes of quality assessment. This comprises feedback mechanisms to ensure undertakings are operating as intended and planned, and to confirm that processes being done satisfactorily (Evans, and Olson, 2010). For instance, to ensure reliability and effectiveness of RTWQ (Real-Time Water Quality) Monitoring Program, QC procedures must be executed. The QC program components may include: maintenance and inspection of installation of RTWQ station, regular calibration and maintenance of the probe alongside its sensors, and collection of grab sample of water quality at the reinstallation period of the probe to be taken to the laboratory for assessment, among others. In theory, quality control for analytic performance comprises two complementary events: external QC and internal QC. The external QC entails reference aid from several other laboratories and involvement in international and/or national inter-laboratory data and sample exchange programs (skill testing; third line control) (Evans, and Olson, 2010). On the other hand, the internal QC entails the in-house processes for continual monitoring of tasks and systematic daily checking of the generated data whether such are adequately reliable to be out. The processes mainly monitor the partiality of data with the aid of control samples as well as the precision using duplicate analyses of the control samples and/or the test samples (Evans, and Olson, 2010). These events happen at batch level (second line control). Data modeling refers to the process utilized to described and assesses data necessities required to back the business operations within the extent of corresponding systems of information in corporations. The data modeling process, therefore, entails expert data modelers operating closely with corporate shareholders, alongside prospective

Institution Based View of Business Strategy | Case Study

Institution Based View of Business Strategy | Case Study An industry-based view, illustrated by Porter (1980), decides firm strategy and performance. Sustainable competitive advantages can be discovered by industry analysis and by selecting from the generic strategies. The competitive strength and the firms ability can maintain positional advantages through the efficient and effective implementation of competitive strategy. (Morgan et al, 2004) Secondly, a resource-based view (RBV), was demonstrated by Barney (1991), advocates that firm-specific differences determine strategy and performance. RBV emphases internal resources and capabilities of organisations (Peng et al, 2009). RBV portraits companies as idiosyncratic bundles of resources and capabilities that are available for distribution by the organizations business units. Heterogeneity in the resources and capabilities is the reason of variations in organization performance. Sustainable competitive advantage is not the result of correct position in the external environment but is derived from the organizations internal resources, which are valuable, inimitable, rare, and nonsubstitutable. Industry-based view and resource-based view are complementary because they settle the relationship between a organizations resources and capabilities and its positional advantage by arranging how resources and capabilities are coordinated with market situations, the suitability of planned resource and capability and the quality of strategy implementation. (Morgan et al, 2004) Emerging economies institutions are largely different from those in developed economies. Formal and informal institutions are commonly recognized as the rules of the game that importantly outline the strategy and performance of both domestic and foreign firms in these economies. (Peng et al, 2008). Institution is the humanly created constraints that structure human interaction (Peng et al,2009). It is regulative, normative, and cognitive structures and activities that provide meaningful and stable social behaviour (Scott,1995). Institutions can be generally classified as formal and informal. Institutions rule societal issues in the areas of politics (e.g., corruption, transparency), law (e.g., economic liberalization, regulatory regime), and society (e.g., ethical norms, attitudes toward entrepreneurship). The culture can be viewed as a part of informal institutions in the environment that support formal institutions (Redding, 2005). Formal institutions (such as laws and regulations) and informal institutions (such as norms and cognitions) have long been presumed as background. However, Institution-based view is important for better understand the growth of emerging economies by investigation the complicated and fast changing relationships between organizations and institutions. (Pang et al, 2008) Institution-based view help internationalizing emerging economies companies to improve their competitiveness, knowledge of the game rules of abroad. In short, the industry-based view does not pay sufficient attention to contexts. Likewise, the resource-based view has been criticized for its little exertion to establish suitable contexts (Priem Butler, 2001). Barney (2001, p. 52) admitted the value of a firms resources must be understood in the particular market context within which an organisation is running. The frustration has called for the new perspective that can conquer these problems. The result is the rise of the institution-based view (Peng et al., 2008). An institution-based view focuses on the dynamic relations of institutions and organizations, and considers strategic choices as the result of such an interaction (Peng et al,2009). Strategic choices are not only determined by industry situations and company capabilities, but also the formal and informal constraints of a particular institutional situation. (Jarzabkowski, 2008) Therefore, IB strategy cannot just focus on industry conditions and capabilities. An institution-based view, in combination with the industry- and resource-based views, thus puts the strategy tripod on firmer ground. Institutions are much more than background conditions and it determines the formulation and implementation of strategy and creation of competitive advantage. Emerging economies is tended to have more essential and integrated changes to the formal and informal rules of the game which are regarded as institutional transitions (Peng et al, 2009). There are two core propositions emerging out of the institution- based view to reduce uncertainty in emerging market (Peng et al, 2008). The first proposition is that managers and companies rationally hunt for what they interest and make strategic choices within the formal and informal institutional situation. The second one is while formal and informal institutions combine to rule the organisation behaviour, if formal constraints are ambiguous or failed, informal institution will play a larger role in reducing uncertainty by providing guidance and legitimacy. For example, the institution-based view suggests that if a firm cannot be a cost or a differentiation leader in the markets, it can still overcome the competitors in nonmarket political area where informal relationships has large influence. (O liver Holzinger, 2008) There are three important questions in strategy that institution-based view brings new views beyond the perspectives of the industry-based and resource-based views. (Peng et al, 2009) The first question is why do firms differ? A major assumption in strategy, especially from the resource-based view, is firm heterogeneity. (Barney, 1991) It is long recognized that economic growth can hardly happen in ill-regulated economies. However, given Chinas strong economic growth and its underdeveloped formal institutional structures, there is always a question that how can Chinese economy become fast growth with such an institutional situation. An answer suggests that interpersonal networks (known as guanxi) which are used by managers may serve as informal substitutes for formal institutional support (Peng Heath, 1996). In other words, interpersonal relationships among managers are considered as an interfirm strategy of networks and alliances to grow the company that support to the growth of the economy (Peng Luo, 2000). There is a prevalent belief that guanxi and the related network-based strategies are commodities of the unique Chinese culture that favours collectivism (Peng et al, 2009). The use of informal networks during institutional transitions is mentioned in the second proposition, which stresses the stronger dependence on informal constraints to handle potential opportunism and transactions when formal market-supporting institutions are immature. From the first proposition, managers and organizations act rationally under these circumstances. In institutional situations, industry-based and resource-based views alone will not provide a strong reason of the differences between firms (Khanna Yafeh, 2007). Overall, in situations that formal institutions are weak, informal institutions, such as norms ruling interpersonal relationships, will play a larger role in organisation strategies and performance (Peng Heath, 1996). It is important to note that foreign entrants have also positively facilitated their network and relationships when going global, as shown by the abundant international strategic alliances with local organizations (Peng et al, 2009). For example, the UK retailer Boots opened a new shop in Japan. Although the Japanese market has opened to foreign company in recent years, the regulation, cultural norms and arcane business practices are still difficult for foreign firms. By being successful in adapting its style of retailing to the Japanese market, Boots found the best way to overcome the barriers that all foreigners face by adopting the strategy tripod. (Financial Times, 2000) As mentioned, strategic choices are not only driven by industry situations and firm capabilities, but also the formal and informal constraints of a particular institutional framework. For example, the company has reformulated more than 2,000 of its products to gain a Japanese licence, despite they meet the UK and US standards. Also, Boots has redesigned the packaging of its products to meet the Japanese preference and culture. Institution-based view helps to understand the impact of institutional transition (Peng, 2003). For example, at the beginning, Boots was unable to bring many of its products to Japan due to its regulations. Yet, the situations changed and there are new regulations that ease restrictions on imports of ingredients used in cosmetics. This helped in the formulation process and logistics process of Boots. Besides, Boots has realised the special rule of the game in Japan. The buy two, get one free campaign were failed in Japan. It is because many of its customers are single or have small families and they do not need to buy a large amount of products. Furthermore, to solve the regulation, cultural norms and arcane difficulties, Boots has adopted the institution based strategy to gain local support. It therefore formed joint venture with Mitsubishi. It is a good solution for complicated government contacts because Boots is dealing with logistics, contacts in the legal profession, healthcare professionals and advice on localising the business are very important for Boots. Apart from the institution-based view, Boots has adopted another two legs of views to compete in the market such as the introduction of seating at its cosmetics counters and this is an usual arrangement in Japanese stores. Besides, it has changed the packaging of its products to meet the Japanese preference for lavish presentation and the concept of lipstick amnesties that customers return old lipstick and get a free replacement. Even though the industry-based view is important for gaining the economy of scale and competing the rivalries by competitive advantage, and resource-based view is important for identifying the firms potential key resources and product differentiation, but organizations like Boots still actively seek to make use of the rules of the game. In terms of benefits, an institution-based view can help firms like Boots in emerging economies improve their competitiveness. Boots is necessary to know more about the rules of the game abroad that may be different from the familiar rules at home. Therefore, it is natural to expect firms in emerging economies (including some foreign entrants) to perform similarly (Lewin Kim, 2004). The second question is how do firms behave? The industry-based view suggests that the strategic task is primarily to remove a position that is vulnerable according to the five forces within an industry. The resource-based view uses capabilities to differentiate successful firms from failing ones. The institution-based view adds by arguing that except industry- and firm-level conditions, organizations also need to consider the effect of formal and informal rules of the game. Most research on entry barriers has focused on market-based variables such as economies of scale and product differentiation, but not nonmarket-based, institutional variables such as antidumping laws which are clearly considered as entry barriers in IB. The industry-based view, based on Porters five forces, rarely consider questions behind such rivalry. In international trade, the hunt of a cost leadership strategy that neglects host country trading laws and regulations can simply cause legal action such as antidumping (Peng et al, 2009) Foreign firms are often discriminated by the formal rules of the game in many countries (Peng et al, 2009). Discrimination is also obvious in the case of antidumping. Overall, when industry- and resource-based views fail, there is a strong implication for domestic organizations under competitive pressures to use an institution-based view by filling an antidumping petition to organisations which are selling below cost and planning to raise prices after eliminating domestic organisations. (Schuler et al., 2002). The IB strategy , concerning foreign market entry, needs to keep an eye on antidumping as entry barriers and institution-based view pays large attention to the strategic topic of antidumping. Besides, grey markets are defined as legal importation of genuine products into a country by grey marketers as they buy products cheaper in countries and sell it in another at higher prices. The grey marketer has to be careful as grey market is not legal in every country as it is banned in EU as retailers cannot sell products without the consent of trademark owners. UK supermarket leader Tesco has lost its legal combat for the right to sell cut price Levis jeans in a case which has implications for trade mark owners and retailers operating in the grey market. Tesco bought jeans from wholesalers in the US and Canada where jeans are sold more cheaply. The jeans were sold in the UK at about half the price suggested by Levis. (BBC, 2002) In short, company should not just keep an eye on industry based view and resource based view only but institution-based view as doing business needs strong knowledge about the formal and informal rules governing competition in various countries. What determines the success and failure of firms around the globe is the third question. From the cases above, it is obvious that it is difficult to imagine firms that do not know the rules of the game in a particular country will become winners. In general, an institution-based view suggests that the success and failure of firms around the world, at least in part, are allowed and constrained by the different rules of the game (Peng et al., 2008) The institution-based view has added meaningfully new insights to three questions above. Overall, the institution based view complements the industry-based and resource-based views to collectively sustain a strategy tripod. Industry position, resource and capability, and institutions all affect organisation strategy and performance. The institution-based view suggests that foreign entrants need to develop a strong knowledge of the rules of the game, both formal and informal in host countries. The industry-based view suggests that the degree of competitiveness in an industry determines organisation performance. The resource-based view suggests that firm-specific capabilities determine performance differences. The institution-based view argues that institutional forces also provide an influence to differences in firm performance because of its significant effects on exporters strategy and performance beyond the impact of firm competencies and industry factors. An institution-based view of IB strategy in combination with industry and resource-based views do not only help su stain a strategy tripod, but also provide significant new perspectives of international business that what determines organizations strategy in IB and What determines the international success and failure of organizations.

Teaching Intolerance: How Society Enforces Commnunity by Laura Mann :: Teaching Education

Teaching Intolerance: How Society Enforces Community In her essay â€Å"Teaching Intolerance: How Society Enforces Community† Laura Mann reflects on an autobiography by Tommi Avicolli. â€Å"He Defies You Still: The Memoirs of a Sissy† is a stimulating account of the pain he underwent as a young adult. Mann evaluates the societal norm of teasing and mocking one because of actions. While it is shocking and recognizably wrong, it seems ordinary to hear someone being called a â€Å"fag† for dressing a certain way or a â€Å"queer† for acting a certain way. It is much more usual to hear men calling other men names like this, but when it is a woman being ridiculed by women or even other men, it takes on a whole different meaning. For example, someone who was not a close friend but an acquaintance nonetheless went through similar ridicule in high school. She was poked at for being â€Å"too butch† or overly â€Å"manly†. While you hear terms like this fairly often, why does it stir a different react ion from when guys call other guys a â€Å"fag†? She is actual quite normal, but a rumor was started that she was a lesbian. Instead of confronting her about it or ignoring the rumor, people started to talk even more. Mann accurately describes the situation as it went in our small high school, â€Å"†¦how kids would not be his friend because they feared labels† (Mann 65). As opposed to asking this girl, people steered clear because they feared it would â€Å"rub off†. People began to call her â€Å"dyke† and other similar names without thinking twice—but they only did it in private. As major as this story was in our high school, no one dared to say anything too loud for fear it might actually get back to the subject. It seems that with boy, no one cares if the person involved hears. In fact, that is quiet the purpose of mocking him. It is even more acceptable for girls to call guys names. A girl saying that a boy is â€Å"gay† based on his actions is not unusual or questioned by others. There is a double standard for what is allowed and what is not. It is okay for boys to mock other boys or girls to mock boys but it is â€Å"more damaging† and less accepted for girls to bully their own kind. I am not saying it doesn’t happen, but it rarely happens without censorship to the party at hand.

Debate Final Exam

July 13, 2007 Thank you, ladies and gentlemen. Today our resolution is legalization of drugs does not damage society. We are on the negative group strongly against this resolution. Let’s look at the important points. The affirmative team had four points: personal behavior, price, safety and management. Their first point is personal behavior. They said that everyone has the right to choose his or her own lifestyle. It’s true. But one’s own choice should be based on social morality and within limits. If anyone just goes straight to do what they want, the society even the whole world will be out of control. The affirmative team didn’t consider this undeniable principle. In addition, taking drugs is not a good way to relax and entertain. Their second point is price. They said that if drug was legislated by the government, the black-markets will disappear. It’s not necessarily true that the black-markets will disappear. Because many markets legalized still have black markets out of the government’s reach. They also said that the government would lower the price of drugs so that drug users will not be forced to do criminals in order to get the money for drugs. First, the government might lower the price but the degree will be limited, for the costs of drugs are still high and expensive. It remains a money problem for the drug users. So it’s not true that legalization of drugs will decrease criminals. Second, the lower the price is, the more drug users are. Their third point is safety. They said that the pure heroin do very little harm to human body. It’s not true. Because no matter how pure the heroin is, it still does harm to human body for is a kind of medicine that has effect on human body. Not only that, drugs may cause both mental and physical disease, like cancer. Their fourth point is management. They said that drug users increased year by year is because of the action of forbidding drugs. Actually, it’s the opposite. America is one of the countries who has legalized drugs but still among the top countries with most drug users. As for china, we have law to forbid drugs and the drug abuse is not as serious as those countries. On out side, we have three points to support our opinion: heath, harmonious society and money. Our first point is health. Obviously, drugs will do great harm to people both physically and mentally. If the government legalizes drugs, the convenience and lower price will cause more and more drug users, because drugs could be bought everywhere just like food. So why take something that is harmful to us? Our second point is harmonious society. First, drug users will cause family problems. The costs of drugs come from family. That’s a very reason for divorce. Divorce will cause many other social problems. Second, legalization of drugs will have bad effect on adolescence. So naive are they, they have the curiosity of imitating adults, such as smoking. Our third point is money. Drug users will spend a lot of money on it. If the price is lowed by the government, the drug users will take more, after all, high price is a limitation for their habits. That’s all. Thank you.

Proposal for Gender Affirmative Action in Europe

When applying for a Job but also to the university, Judging does not have to be only based on your skills, work experience, studies, grades but it can be largely affected also by your gender or race. The proper term for such an action is, â€Å"affirmative action† or â€Å"positive discrimination†. According to the Stanford Encyclopedia of Philosophy, affirmative action can be defined as, â€Å"positive steps taken to increase the representation of women and minorities in areas of employment, education and business from which they have been historically excluded.Recently, there has been a great deal of discussion related to the proposal of European Commissioner for Justice, Fundamental Rights and Citizenship Mrs. Viviane Reding. The proposal was on improving the gender balance among non-executive directors of companies listed on stock exchanges. Furthermore, proposal should ensure that by 2020, at least 40% of women should be represented on supervisory boards and board s of companies with more than 250 employees. According the collected statistics by European Commission, â€Å"women only make up to 15% of non-executive boards and 8,9% of executive boards.First country in EIJ that came with this idea and implemented it was Norway in 2003. However, is such a proposal ethical? On one side, according to Viviane Reding, a glass ceiling still remains and blocks female talent from top positions. On the other side, positive discrimination, (artificially created) of any kind will always lead into reverse discrimination. Also, it violates one of the basic business concepts, speaking that this proposal restricts ownership of shareholders of the companies who have invested their capital.They are not allowed to fully choose their representatives (non- xecutives, executives, management) by their most rational choice. If the shareholders have to take into account other criteria beside the ability of the best representation of the executives and directors, in th is case, they have to decide upon gender. Then, the representation may be at the expense of effectiveness and managing the company which in turn goes to an expense of profits. Another points of view may be taken from the philosophical side. Utilitarian theory can be stated that an action should be based on the outcomes.Firstly, some may say women enhance diversity in the companies. Secondly, having diverse environment may be a key factor for advancements or successful achievements of a company. Lastly, the ultimate end result which could be in a form of disappearance of gender glass ceiling. Looking at the affirmative action through these points, mention outcomes have clearly positive sides. The utilitarian theory can be similarly stated in terms that it tries to maximize happiness and reduce suffering. In such a statement, some cons may appear as well.When applying for the position that is affected by the quotas, more men may be pplied than women and even if the skills of both gend ers would be comparable, in order to fulfill the quotas more/or even only women would be accepted than men. In such a case, majority is harmed and thus it does not maximize the happiness. Not having freedom of choice based on the skills harms majority again, this time the majority is represented by the shareholders and stakeholders and again, it is based on the theory, that the representation of the company will not be chosen in the best possible way, but in order to fulfill the restrictions..Though, these points of view are nly hypothetical. Another well known philosophical theory which may be applied to this topic is Kantian theory. In principle, it states that in order to determine whether or not an action is good or ethical, we should imagine it as a universal law and determine whether or not that would be detrimental or good. Theoretically, such an affirmative action becoming a universal law would not lead into happiness of majority in society. Creating the quotas/regulations i s not solving the problem, it is critical to rather change the approach to women at the workplace.For instance, by using different tools to support the efforts to balance professional life and personal life which allow women to use their education and skills without a need to resign as mother and come to the decision between family and career. In conclusion, European Commissioner Viviane Reding with her proposal met certain supporters particularly in European Commission, but many opponents have argued as well, thus the proposal was postponed for now. I stand up in the opponents side against this proposal as almost any kind of affirmative action leads into reverse discrimination.