Global Marketing Term Paper Essay Example | Topics and Well Written Essays - 2500 words

Global Marketing Term Paper - Essay Example Therefore, they more or less stuck to their pricing levels in US and tried to bring in quality and technology to ensure that the product tasted better and was more nutritional. The re-entry in case of Kellogg was in terms of price. The war in the middle class consumer products is over the price. Kellogg had to compete with Mohun which has been in the market prior to Kellogg's entry. Mohun and another of the competitors, Champion were both pricing their products at a much lesser price compared to the one Kellogg did. Kellogg however, was sure of the strategy and continued with the same pricing strategy of being the premium brand among corn flakes. Though of course, the other two offered by Kellogg, the wheat and the rice flakes did not do well in the market and had to be slashed down. On analysis of the first two to three years of Kellogg business in India, it is seen that the company has not spent enough efforts in understanding the consumer preference in the market. A large percent of the upper and middle class consumers will not be having their breakfast. In addition to this, most of the people who do take breakfast would like to have something that 'fil ls' the stomach. More likely Indian alternatives like idli and vada dominated the breakfast scene in most houses rather than any other. The cereal breakfast concept did not just pick up and was viewed mostly as a health issue. Only those people who were either sick or otherwise not healthy would go for cereal food. Therefore, number of people who would be continuous or regular buyers of corn flakes was becoming lesser. As their study shows only 2% of the buyers were regular buyer which is not what Kellogg wanted to have. Kellogg had launched during its re-entry, the chocos which is corn flakes coated with chocolate. This was a roaring success and the market immediately picked up. Kellogg could corner nearly 57% of the market share in the Indian market. In addition to this, Kellogg had other products in the pipe line to suit the taste of the Indian consumer. Indian consumers want their breakfast to be filling, nutritious and less costly. It was not expected to be fun. But when the Chocos was introduced with a fun element to it, it immediately appealed to the kids and it took over the morning breakfast from the noodles and idlis for the children. Kellogg therefore had to ensure that the fun factor in the breakfast cereals continued. In line with this, Kellogg further went ahead and released the biscuits with the same brand, the Chocos and another line of special corn flakes primarily aimed at the growing Indian breakfast eaters. It had the mazaa in it; special flavours exclusively developed for the Ind ian market. On analysing further the status of the corn flakes market, it could be seen that the company was aiming at improving their continued domination of the market and might better their share. But the market itself if small and has to be increased to ensure that there is adequate growth for the company in real terms. This was taken care of in the third approach that Kellogg had. They planned to educate the people and distributed free samples to the students and the target customers so that they might get converted. In the course of time, the effect could be felt. Kellogg was intent on weaning the people who starved away the morning and then slowly

Contribute to the Child and Young Person Development Essay Example for Free

Contribute to the Child and Young Person Development Essay An explanation of how to give adult support to the children for each of these transitions. If the child has had a death in the family. For instance, a child that they miss their parents or families and they want to be with parents and don’t like to stay at the nursery, firstly they need to be reassured, hugged and soothed, so they can feel that you are there to help them to listen to them, I can talk to them and encourage him or her to do some activities that can help the child to forget the parents for a certain hile, I can encourage him or her to play with other children, tell them a story, or bring them in a home corner to have a quiet time or 1 to 1 talking so they can express their feelings and afterwards they’ll might feel like getting involved with other children when they feel more comfortable and they can make friends and make their bereavement fade with time. They will also need therapy so they can talk through this difficulty or psychologists to help the child. Going to nursery. Going to nursery for the first time is not easy, the child might be worried because they don’t have friend there, they don’t know anyone and they don’t know what do, most of the children, will be shy, and so on. As a nursery practitioner I need to know how to deal with children at the first time in the nursery and I need to think of what best I can do to help them settle in, to make the children development progress. It would be good to meet the parents and child before starting nursery, to see the child daily environment by a home visit. Some children find it difficult to separate from mummy when starting the nursery and might cry, I can seat him or she on my lap reassuring the child, talk to him or her 1 to 1 let the child know that mummy will come back later after lunch, at this time children need to be hug and soothe so they know I am there to help them, take care of them, give them love, I can introduce the other children to him or her, the child might get interested in what other children are doing so I can encourage and help the child to join in. Some might take a while to settle in and might cry they might have a special toy that they use for comfort and bring it with them. All the staff of the nursery will need to work hard to encourage the child to take part in activities, to make him or her feel welcome. I could talk to parents to know more the child’s like and dislikes and use the knowledge to make an interesting activity for the child. Also allow them visits beforehand to the nursery and so they became familiar with the staff. Moving home/ country. Families who moved from one place to another, it’s quite hard for the child to adjust to a new environment, education and people. But I can do a various activities to help assist the child to deal with their emotional feelings while transition takes place. If a child is new, I can encourage the child to talk about where they used to be, I could look at a map with other children and show where he is from and how far he come from, maybe we could encourage the child to draw a picture of the new nursery to send it to ask his parents to send it to their friend in that country or even family e. . grandmother. Allow the child time to settle in. I can spend time with the child doing 1:1 activities so that they can get to know me. Admitted to hospital. When a child has a long term medical condition and needs to be admitted to hospital very often, it gets hard on the child when coming back to school as they have missed much, I can keep in contact with the parents to know the child progr ess, I could arrange to bring the child homework so he or she can keep up with the rest of the children, I could arrange to visit him or her with some student at a time to encourage him or her. If it was a child from a nursery I could prepare some activities to take to the hospital for the child to make him or her fell included, encourage the children in the nursery to do a get well card, once the child was back at the nursery I could arrange a game of dressing up of doctors.

Challenges For Human Rights In The 21st Century Philosophy Essay

Challenges For Human Rights In The 21st Century Philosophy Essay It, perhaps shall not form an overstatement that of all the grand-narratives that tend to empower the common people (of the world), the human rights vernacular appears to be the most dominant. The expansion of democratic norms in the last decades of the 20th century essentially intensified the international legitimacy of human rights language. Many of the jurisdictions of both the hemispheres adopted more liberal and rights-oriented constitutions. This legacy is much more excelled by multidimensional effects of globalization on peoples and polities of the world. In this century we are observing a shift in human consciousness. The popular movements in the conservative Mid-west fueled and accelerated by electronic media and internet, foreshadows a significant shift in the history of human rights. This implies a message, perhaps a clear statement with which many of us would certainly agree that, the means of oppressing human dignity, the mantras for justifying absolutism and the machines for employing the Minotaur against the mass people, have been ended. This rise of the popular consciousness for sack of liberty, rights and human dignity is a great achievement in the international human rights movement. Thanks to the contribution of IT-based social networks that they not only connect the people but also unite and empower them to challenge the hegemones and their ideas. This picture tends to release a sense of optimism on the effects of human rights language that is least, they inspire people to struggle for legitimate demands. However, international political theatre is a very complex area of multilateral powerful actors. It is empirical that political power interplays in diverse ways in different contexts, hence this may be consistent to submit that such an interaction shall not be able to reproduce the same result with mathematical exactitude. To put in simple words, it means any political initiative may produce many different results in different contexts varying both in degree and in kind. The truth of this statement is admissible, but ethically this may not make us happy when it tends to justify actions that many of us would rather believe to be unjust. More to the point, after 9/11 the US campaign for war against terrorism, rise of religious fanaticism in different jurisdictions and impacts of climate change inject some completely new but strategically very important elements as points for policy reflections. The war against terrorism poses itself as a significantly different warfare since it involves no regular armed conflict from objective level of perceptions. If state enterprises can be considered as one side of the conflict, the other side the terrorists usually remains less than tangible. There is, I may imagine, a no mans land in between the two frontiers and here stays the common people, open to be the subjects of attack from both sides. It is evident that unlike the conventional warfare, the conflict of both sides occurs sporadically. Hence, none of us possibly can say for sure whether we at present are at peace or, at war of some kind. No one knows exactly when and how one may become the subject of terrorism. But perhaps every one may assume that at present many of the important human rights (like, right to life, speech, religion, movement, and fair trial) have been significantly curtailed. Understandably a reason for that is very often collective security is given more priority than individual. Even if we accept that it is necessary to protect the security of the society at large at the cost of some rights of a few, we have to admit that there is no explicit threshold or margin of appreciation for it. It appears that right to collective security trumps many fundamental human rights. Therefore, it seems important for us to ensure a minimum threshold or, margin of appreciation to protect the rights of those human beings who are at risk of deprivation. Many of my students even raise questions regarding the legitimacy of Drone attacks on suspected targets. We would plausibly accept that the rules of humanitarian law and human rights law frequently differ; but I imagine debates may be offered by different parties as to the question of priority if there is a conflict between the two. This may be submitted that there is an absence of norm or, significantly uniformed state practice to guide us on a legitimate border line between the two laws. This is not a well defined area in the sense that we do not know when to apply one or, cease the other, or, even when one may suspend the other. So, applying humanitarian law on probable suspects means opening the door to targeted killings and stripping of them of due process of law or any human rights whatsoever. Think of the state-sponsored extra-ordinary renditions that took place in many counties of the EU especially after the 9/11 incidents. Or, even the killing of suspect terrorists abroad. I assume many in the law community do not understand, what exactly makes these people (i.e. the terrorists) competent for deprivation of a due process of law? What doctrinal basis in international law exactly supports such intervention made against the sovereignty of a foreign state? Moreover, do we have an exceptional rule that justifies punishing someone without offering her the opportunity of defending herself in the court? All these questions become more significant when human rights language provides the sole premise of legitimacy and response to such actions. All these statements reveal another pertinent dimension that is the question state sovereignty or, supremacy of state. The hegemony and counter hegemonic struggle between and among different actors pose a serious question before us: i.e. do we still live in a world of sovereign states? Does the sovereignty of powerful states vary (both in degree and in kind) to that of the weak states? If variation among sovereigns is a fact then, what legal doctrine provides its legitimacy? We know that most of the human rights instruments make the state responsible to protect the rights of its people. It is consistent to think that such a burden was supported conceptually by the principle of state sovereignty. As states possess the ultimate authority over both imperium and dominium, it is logical that the onus to protect human rights should be on the state. State-practices often make this paradoxical as empirically states themselves violate human rights. However, it is more threatening to imagine that many states become helpless to protect its citizens rights from foreign surveillance and (aerial) attack. It is sufficient at this point for me to offer you to think of a question, which I would, emphasis a significant one is that: What role do human rights play in this incessant wrestle of power politics? Or, I imagine those in the world of realpolitik might choose a more precise but sharp question: Does human rights at all play any significant role in the world? The answer, for me, I will never say no. But, if you ask me about the locus of human rights in the political decision making, central or, peripheral, possibly I will say I do not know. I think thats the tragedy of it. One, perhaps the strongest (and many might say the weakest) point of international law is that it changes rapidly: Uniformed practices of the states and their consent to a particular action may produce a stronger law than positive laws. Even, state practices may by-pass any statement of an international legal instrument. Notably, the statement on non-intervention by the UN in matters which are essentially within the domestic jurisdiction of any state in Article 2 (7) of the UN charter is a good example. The Article appears to respect the question of state sovereignty by the UN in matters of domestic jurisdiction of a state. Understandably, in the mid 1940s when the charter was drafted states were concerned about their sovereignty and wanted to protect it from outside intervention. But, the recent state practises show a change in this approach that is in case of Human Rights violations intervention of/ through the UN is a strong possibility. The basic apologia behind this new practice is comprehensible. Serious human rights violation may create sufficient reason for an exception. But, this exception if occurs persistently and with substantive number of states consenting, it releases a possibility to create a new norm of international law. Such a norm may provide legitimacy to, which many of us would agree, neo-colonial enterprises. The dominance and oppression of the Western metropolitan states over their Eastern counterparts. For centuries, it has been the West that manifests itself as the ethical master of the East. Do we accept human rights to add more legitimacy to that mastery? I can imagine many of us might suggest that empowering or, campaigning for human rights must not empower the dominant states, it must not provide legitimacy to their interest-oriented (or, purposefully discriminated) military interventions. At this level, I would suggest to consider the domestic dimension of human rights. For this, it is helpful if we accept the reality that after fifty years of decolonization, the oriental states are more or less successful in developing their domestic capital. In some jurisdictions, the native business enterprises or, the MNCs are becoming so powerful that at any point they tend to become equivalent to that of the state or, least they can challenge or alter any state initiative if by any chance they disagree. Even if we disregard the overall economic situation of a former colony which is now independent, I am sure that, this would not be exaggeration to state that some states make significant advancement in developing their private capital, alongside foreign capital. This indicates that in those states, states are not the sole players in political fields. Capital is often a co-ruler or, least manipulator of politico-economical decisions along with the state. This is acceptable to the extent that it signals the development or, strength of domestic capital vis-Ã  -vis the state. But, the same paradigm may offer different shocking results if we add a human rights element to it. Lets imagine that on a human rights question an MNC is involved as one party against an individual. This may entail several results of which let me choose a few; the first probability is that since the MNC is structurally and financially more able and comprehensive than the individual, it will have the superior capacity to convince or, manage the states regulatory oversight. The MNC shall win, irrespective of the fact that it denies the individual a legitimate right. Secondly, if the individual goes to the court, it is more likely that she may find her self in a difficult situation as the legal knowledge and expertise may be unwilling to make capital its enemy. Then, how does human rights empower? Or, do they empower at all? If you stand before a superior power, you may find adding human rights to you shoulder does not significantly change your status. This is somewhat a statement that says that human rights themselves require empowerment before they may empower us. But, how to empower the rights? Lenin, the prominent Marxist prophet maintained that the state, law and the pre-eminent capitalists always retain a symmetrical relation, in which the former two work as tool of oppression and legitimacy of the latter. Many of us may not support this contention. But even if we disregard Lenin, we would possibly find that it is in fact difficult a task to disintegrate the state from this chain of connection. I suggest that the state should be more pro-poor in its socio-political actions or, least we must neutralize the state. We already have these thoughts, but what is lacking is a comprehensive design and practical initiative for the purpose. From the perspective of environmental rights, things are getting more complex. We the conscious, literate people, are already aware of the international campaigns on global warming and climate change. But the point of consideration is how much practical connection do we have with the environment? We consider the nature as space, in which we live, breathe, we love to see natural beauty, the hills, the stars, the night sky, the ocean; we cherish a moonlight night, we love to see the pea-cocks, whales, sharks, tigers, elephants; we are happy to visit the forests, lakesides and thats all. All we do is living and entertaining. We, possibly never interacted with the nature the way a farmer or, a fisherman does or, feels. We live on the nature and they make it living. Now, think for a minute how much these people are aware of environmental rights, or protection? The answer, I think we all know; they know almost nothing. Then, if these people are not aware of their rights, who and how to pro tect the environment? I understand that many would suggest that environmental damage is caused more by the educated people than the farmers and fisherman. This is true, and therefore, besides the literate and conscious people we must have to think to add and aware the maximum number of earthlings who live on earth. It is basically, their art and heritage to make the earth living. The international instruments on environmental rights, like human rights instruments, impose the key responsibility on the shoulder of the state. If, for this purpose we deconstruct the term state, we would find, most possibly no farmer, no fisherman or, suchlike, but, the pre-eminent members of the society. If we consider the positive relation between the commercial enterprises and the state for this purpose, we may see that the present type of environmental protection supports this joint venture. That is, the emphasis is given more on development than environment protection. I must make it clear that I support the right to deve lopment, but, it must be environmentally sustainable. What I am trying to say is that when you emphasize on development it appears that you (intentionally/ unintentionally) support the key contention of the industrialists and not of the poor farmers. In this language, development has a specific meaning; it never meant for the poor. Development always principally has a commercial connotation. So, there is always a question, as no one knows, to what extent we have to sacrifice our environment for the sake of development.

Racism in Cry, the Beloved Country by Alan Paton :: Cry, The Beloved Country Essays

Is Alan Paton racist in his portrayal of the natives? Yes, Alan Paton is racist in his portrayal of the natives as evidenced by the text below: Part I Page 10 Then she and put her head on it, with the patient suffering of black women, with suffering of oxen, with suffering of any that are mute. Pg 13, already full of the humbler people of his race., some with strange assortments of european garments. Pg 22 White Johannesburg was afraid of black crime. OLD COUPLE ROBBED AND BEATEWN IN LONELY HOUSE - FOUR NATIVES ARRESTED. Pg. 35 Who is nothing but a white man's dog. Pg. 44-45 These things are so bad, said Msimangu... it is true that they are often bad women, but hta is theone crime we dare not speak of. Pg. 58 God have mercy upon us, Christ have mercy upon us. White man have mercy upon us. Pg. 59 The white men come to Shanty town. They come and wonder what they can do, there are so many of us. What will the poor devils do in the rain? Pg. 72 Murder in ParkwoldASSAILENT THOUGHT TO BE NATIVES. Pg. 75 I say we shall always have native crime **** until the native people of this counrty have worthy purposes to inspire and worthy goals to work for. Pg. 77 We went to Zoo lake dear. But its quite impossible. I really don't see why they can't have separate days for natives. Where can these poor creatues go? Pg. 78-79 and others say there is a danger for better paid laor will not , but will also read more, think more, ask more, and will not be content to be forever voiceless and inferior. Pg. 79 Who knows how we shall fashion such a land? We fear not only the loss of our possessions , but the loss of our whiteness. Pg. 86 Soe he introduced Kumalo to the European Superintendent, who called him Mr. Kumalo Pg. 123 He loooked l ike a man used to great matters, much greater htan the case of a black boy Part II Pg. 150 God knows what's comign to the country, I don't. I'm not a nigger hater...Pg. 154 The truth is that our christian ...he created white and black, and gives divine approval to any human that is deisnged to keep black men from advancement. Pg. 158 but at the door of the People, which means at the door of the white people. Pg.

Review of Renaissance Architecture

Throughout the past old ages the outgrowth of architecture have gone through assorted evolutionary stages.The doctrine of Architecture produced with clip two major subdivisions which is the basic Renaissance and Baroque architecture.The development of Architecture from basic Renaissance signifier which indicates holding the features of self-respect and formality shown through symmetricalness and that to hold an available infinite for rational battle with the Godhead which can be asserted that it surely provides a rational battle with architecture which is a more effectual agencies to grok and understand architectural signifier than the Baroque signifier which perversely presented the beginning of new dynamic, fluid and theatrical attack to architecture that was designed to impact straight upon emotional manners of battle. The Baroque architecture which was originally linked to the counter reformation which is a motion within the Catholic church to reconstruct itself to react to the P rotestant church and its embroideries were more approachable to the feelings and power of the Italian church which formed a new manner, whereas Renaissance was a mixture of spiritual and secular force and retreat the prosperity and strength of the Italian churches. From the 14Thursdayto the 17Thursdaycentury In Italy, the metropolis of Florence specifically is where the launch of Renaissance architecture which is besides known as ‘Rebirth’ or ‘Revival’ of the Roman authoritative Humanistic disciplines had foremost began and subsequently was distributed to the remainder of Europe. Symmetry, geometry, proportion and regularity of elements are they are shown in Ancient Roman architecture is what stipulate the Renaissance manner. However, in the metropolis of Florence, designers and creative persons demonstrated their support through their advancement of new forms of picture, sculpture and architecture, similar to seeking of prestigiousness and place through their aid of art and letters by the bankers and rich merchandisers. Hence, As clip passed by Renaissance Architecture has evolved and went through multiple phases.At first it has gone through the Early period which is the first passage period.Secondly comes Proto-Baroq ue which is before Baroque or in other words High Renaissance.Finally It evaluated to Baroque period.Baroque architecture began in late 16Thursdaycentury in Italy that turned Renaissance architecture into a philosophical and inventive in a theatrical manner manner frequently to show an inventive thought. Lights and dramatic strength is used besides to stand for Baroque architecture. Bernini and Borromini are the first two major designers that developed Baroque period as Bernini was the first one to germinate many sculptures into his edifices and the Francesco Burromini came to Italy to larn from Bernini. However, every manner of Architecture has its ain features, stuffs, elements and forms and different purposes, but it is supported that nearing architecture with Renaissance manner tends to be more piquant with architecture and understanding it and stand foring it in a right signifier than Baroque manner. Late Roman edifices, peculiarly Donato Bramante’s St. Peter ‘s Basilica Tempietto in Rome its design attains a colossal integrity that was non known before and hence can be considered as ascendant to baroque architecture. Donato Bramante was an Italian designer, who introducedRenaissance architectureto Milan and theHigh Renaissance manner to Rome, where his program forSt. Peter ‘s Basilicaformed the footing of the design executed byMichelangelo. Donato Bramante Tempietto in Rome represent absolutely the Renaissance manner of architecture The tempietto identified the start of the Renaissance in Rome in 1502, when a sanctuary to stand for where saint Peter was killed was requested from Alexander to be built allegedly.Bramante made his edifice to typify the Christian mention for tradition and Platonic penchant for the early church. The edifice is surrounded by a one-story Doric colonnade with entablature and bannister and a 2-story cylinder covered by a hemispherical dome Bramante’s St.Peter strategy symbolized a edifice on the buildup of the Baths of Diocletian covered by a dome similar to that of the Pantheon. Began in April 1506. About all the critical designer of the 16Thursdayand 17Thursdayhad been altered by the same clip that the church was to the full adjusted. Renaissance architecture in both of these edifices tends to holding two-dimensional classicm in which its walls are decorated with culomns, pediments, and blind arches of little physical deepness and that serves as level canvases for a classical inveer, which serves to divide a wall into a precise and orderly signifier, perversely in Baroque architecture the walls are profoundly chelised and curved which treats as undulating whole.Furthermore, St Peter’s basilica and Donato Bramante’s Tempietto in Rome have Facades that are symmetrical around their perpendicular axis. A systenm of pilasters, arches and entlabatures which form a relative surmount the frontages and the columns and Windowss demonstrate patterned advance toward the centre.In contrast Buildings such as John Balthasar Neumann’s Pilgrimage Church of Vierzehnheiligen in Bamburg, Germany the frontages consisted of many curves, Baroque pediments ( which is the triangular country between the rooftop and the border of the roofs ) were frequently extremely decorated. Scrolls and gilded formed the tips sometimes. This is a exposure for John Balthasar Neumann’s Pilgrimage Church of Vierzehnheiligen in Bamburg, Germany which represent the Baroque architecture Floor program: John Balthasar Neumann’s Pilgrimage Church of Vierzehnheiligen in Bamburg, Germany which represent the Baroque architecture The Baroque manner has its alone egg-shaped form and took the advantage of marbles, bronze and gildings in copiousness of the inside and sometimes the insides are covered by multiple aureate puttos and life sized 1s. Using an art technique called as ‘‘Trompe l’oeil’’ painting including strongly realistic imagination hence to make the optical vision and semblance for objects to be seeable in three dimensions the ceilings and domes of the Baroque architecture were formed, alternatively of being an ordinary two dimensional picture. The major function that Baroque architecture acted upon was the call for an architecture that is both approachable and accessible to feelings and emotions and besides a shown statement of wealth and power of church. The frontages consisted of many curves, Baroque pediments ( which is the triangular country between the terminal of the roofs and the rooftop ) were normally highly decorated. The tips were sometimes turned into co ils and gilded. A listed characteristics of churrigueresque architecture would include more curves instead than consecutive lines, cosmetic columns alternatively of a supportive one and twisted in form every bit good, detailing with a high sense of ornament, using the visual aspect of traveling and uninterrupted flow every bit good, along with an copiousness of Windowss, and a batch of pictures intermixing with the architecture. The church was constructed between the twelvemonth of 1743 to 1772 along with it alone design in the inside which strongly reflect the Baroque architecture. The program of the church shows the church has layout which is considered to be a complex of extremely divided spacial agreement in a Latin cross signifier, along with a series of ellipses that divides a big series of ellipses that’s perpendicular to it. Traveling on to the ceiling, it’s broken up with immense Windowss that allow the infinite to be exposed to directional visible radiation. Uniting all this together which is the sum of light coming from the Windowss and the flawless stucco work done by the designers, created an astonishing and simple in footings of a transporting inside which has been called â€Å" God ‘s Ballroom.As a individual approaches the church he or she will witness a fantastic sandstone facade resembling a glorious Baroque manner along with an appealing and warm chromaticity. In decision, Baroque architecture which considered to be related to emotional battle, this manner or architecture dressed ore and give more attending to ornament more than support of the construction, curves instead than consecutive lines, and accent on the visual aspect of motion all along the church. Although Baroque has barrows many characteristics from the idiosyncrasy and Renaissance, but at the same clip there is a batch of differences found between these two manners of architecture. In bespeaking those differences u will reason that Renaissance is more based on pragmatism and being consecutive, every bit good as holding the features of self-respect and formality shown through symmetricalness and that to hold an available infinite for rational battle with the Godhead which can be asserted that it surely provides a rational battle with architecture, while the Baroque manner concentrates more in being complex and in a flow. Giving those factors renaissance architecture can be con sidered more convincing in footings of architectural facets due to the high degree of stableness and proportionality which reflects the construct of power and modus operandi which is needed in topographic points like churches

How Managing with a Global Mindset

How managing with a global mindset adequately addresses some challenges raised by managing in a globalising world. ABSTRACT The globalising world has impacted and raised new challenges for organisations and leaders. Thinking about new perspectives and reframe old paradigms are required and fundamental to leaders succeed in the global competitive environment. This essay will explore how managing with a global mindset are becoming an important competence across boundaries and how it can open doors for thriving businesses worldwide. Table of contents 1.Challenges of managing in a globalising world †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 3 2. Competencies of global leaders †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 4 3. Global versus Local †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 6 4. Global mobility †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 5. Conclusion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 9 6. Bibliography †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 10 2 Managing with a global mindset 1. Challenges of managing in a globalising world The globalisation process promoted significant changes in the businesses environment.In this context, global organisations have been the target of constant and intense transformations, which affect and require redefinitions of the leadership style adopted. These companies need global leaders, who are able to face the demands of a competitive and internationalised market (Adler, Brody and Osland 2001). Many multinational companies are facing a common challenge: the development of leaders able to manage global companies and take advantage of strategic opportunities. But do the global leaders require a set of capacities totally different from those required for national companies?What would be the main difficulties faced by global leaders when they extend their activities outside the domestic market? How does global companies can act in order to promote a global mindset among their leaders and employees? Some key traits of a leader, which can be carried out independently of the position or hierarchical level, has been considered as essential such as integrity, self-confidence, drive, desire to lead, communication, selfconfidence, and the potential to stimulate and capacitate its collaborators in the search for creative solutions and innovative alternatives, besides knowing the business (Kirkpatrick and Locke, 1991).On the other hand, global leadership, in addition to the above-mentioned characteristics, presents differentiated traits like the capacity to appreciate and deal with different cultures, as it is in direct or indirect contact with subsidiaries in other countries and even with main offices located in the same country, but with cultural differences. Additionally, inquisitiveness, self-awareness, capacity to embrace duality among others has been considered as core characteristics to lead global companies (Gregersen, Morrison and Black, 1998).The increased diversity that leaders in global roles need to confront and the challenges of operating over long distances and multiple time zones, often remotely, were seen to have particular significance for the leadership approaches and behaviours required. Higher risks, complexity and uncertainty due to constant changes in 3 Managing with a global mindset political and economic conditions are considered additional challenges that global organisations and leaders must deal with in developing th eir strategy.They need to maximise the benefits and opportunities of operating globally, manage the increased scale and scope that international operations require, build alliances across boundaries and understand international disciplines such as regulations, finance and human resources management that differ from those who operates only nationally. Furthermore, understand the business as a whole in a global context; the competition and market trends are essential for making well-informed business decisions and to stay ahead of the competitors.Managing in a globalising world also requires being innovative and having the courage to challenge the status quo (Gregersen, Morrison and Black, 1998). 2. Competencies of Global Leaders According results of a research carried out among global company leaders, successful leaders had a remarkable global mentality and they see and think about the world in a different way from those who let themselves be discouraged and disheartened in the face of global enterprise challenge. And what would be the essential trait that defines that remarkable mentality?According to Black (2006), it is curiosity and inquisitiveness. â€Å"They seek to try the local food and not international food at some five star hotels. They read the local newspaper, talk to the local residents. † Although this trend in search of new experiences may be an innate trait, and not something that is learnt, nothing prevents the companies from looking for this characteristic at the time of selecting its potential leaders and sending them to an international assignment. Although individual personality traits mould leadership capacities, the company’s culture has an equally vital role.Black (2006) describes what John Pepper, one of the leaders of Procter & Gamble who helped to make the company a global company in the 80s and 90s, did when he arrived in a country where he had never been before: he visited five local families and learned with them how the families washed their clothes, cleaned the house and dealt with the children’s hygiene in that culture. Pepper believed that the experience and real contact with local cultures makes the difference in becoming a global leader. 4 Managing with a global mindsetAccording to Manning (2003), most of the companies admit that technical competencies and organizational experience alone are insufficient criteria for the choice of a global leader. Pursuant to the studies developed by Black and Gregersen (1999), the crucial characteristic for leadership is linked to relationship skills and opening of new perspectives. The process of developing global leaders becomes a challenge, because the understanding of this movement experienced by them collides with personality traits that differentiate them from the rest.And such characteristics directly affect the work relationships and the effectiveness of the cross cultural leadership, the elements of which should be taken into consideration by the organisations for the selection and development of global leadership programs. It is indispensable for the leaders to know that in a scenario of connection and exchange of knowledge and of new management practices, functional and geographic mobility requires a global leader capable of enduring the pressures, constant uncertainties and resisting to the disruption of pre-set standards in order to adapt himself to a new reality.The global leader must have strategic worldwide vision in order to promote changes and capture the market opportunities. Additionally, they need to be adaptable, have capacity for managing uncertainty, ability to balance tensions and to understand people and fundamentally have open-mindedness, which is key for them succeed (Gregersen, Morrison and Black 1998). As Jeff Bezos, founder and CEO of Amazon. com, affirmed: â€Å"We cannot let short term investors and specialists frighten us and prevent us from experimenting†.One of the most redeeming fea tures of the culture of Amazon according to its CEO is the fact that it values experimentation. Bezos believes that it is an important attitude to learn and to innovate as a global company (Business Harvard Review, 2007). Experimentation is also a fundamental competence for global leaders that should explore new ideas, products and markets without fear, even when the return is not immediate. In the past, companies entrusted innovation to a few geniuses at the main office and simply appropriated it.Today, in a globalising world multinationals value and reap the fruits of the inventiveness of their employees wherever they are. 5 Managing with a global mindset 3. Global versus Local Global leadership â€Å"is not about doing business abroad. It's about managing an integrated enterprise across borders where you encounter different cultural, legal, regulatory and economic systems,† says Stephen Kobrin (2007), a Wharton professor of Multinational Management. â€Å"It's about opera ting in multiple environments trying to achieve a common objective. â€Å"No matter what the challenges may be many observers draw the attention to the fact that managing a global company is something very different from managing a domestic company. A German company that operates solely in Germany can be managed in a certain way. However, those in charge of an international company, depending on where it operates, have to review several of their assumptions regarding many things, from the development of the marketing strategies, regulatory framework to the human resources policies. Despite globalisation, â€Å"the world is not flat†.There are many variations in basic things that require adaptations, when leaders ignore them there is a high risk of compromising the company’s performance (Kobrin, 2007). A very good strategy for the company in Germany, based on an absolute understanding of the German market, may not work in Japan. Organisations and global leaders deal wi th the challenge of determining when a global and when a local solution is the most effective way to deliver to market. They need to determine where standards, products and processes need to adhere to worldwide frameworks and where local standards are more appropriate.Kobrin (2007) formulates the question of global leadership and interprets it as a clash with a basic paradigm: the exchange between integration and fragmentation. According his experience it is important to ask: Do the company react in a different way according to the market? Or do they operate the same way no matter where? The way each one reacts to individual markets depends on the common elements to those markets, he adds. In regard to technology, for example, the environment is less important. People use computer chips in the 6 Managing with a global mindset ame way, independently from which culture they belong or the language they speak. Therefore, the problem faced by the global leader is related to the pressure of the balance to be attained when the company has to answer to different markets in a different way, benefiting from the efficiencies of scale. Sometimes tension arouse between the managers from the country of origin and the local professionals. Lack of flexibility in dealing with local demands partly explains why some companies face a series of crisis in their global expansion.The global leaders need to be able to find a balance between the extremes. Believe that the countries are so different that any type of local intervention is impossible, and leave the management totally in the hands of local professionals is not a global strategy. It is crucial to find a balance and understand that there are differences to be respected, but might there are similarities and possible learning on both sides of the border. Empower local subsidiaries and local teams and at same time implement strategies that are globally effective is a huge challenge for global companies and leaders. . Global Mob ility Samsung Electronics, of South Korea, often mentioned as one of the most successful emerging companies, is an example of how a company can transfer world-class resources overseas. The company initially amassed solid experience in the development of products and operations globally. Being one of the most efficient electronics companies in the world used its capacities in large-scale manufacturing and its experience in innovation to launch the brand in new markets like USA and Europe.Next, Samsung invested heavily in research and development and in the global production, increasing even more its participation within the world marketplace. To make this possible, Samsung recruits people from different nationalities from different universities in the world. The company institutionalised its training and development, when it created an internal training centre and implementing a systematic approach to performance management. Moreover, Samsung encourage 7 Managing with a global mindse t transfer of capacities that requires executives who know how to apply tandard practices in diverse countries, contexts and cultures. This integration of markets, resources and talents – an essential element for global growth – does not yet occur in most of the companies, even among those who already do business around the world (McKinsey, 2007). Like Samsung, Shell re-allocates high potential managers placing them in various different positions in distinct sectors of the company, including overseas. To work in various positions overseas during several years is an indispensable part of Shell’s culture, states Mathilde de Boer, consultant of Leadership Development of Shell Learning.Though the employees are sometimes reluctant towards this policy of constant relocation — â€Å"when it comes to couples with each one having their own career, the challenge is even greater†, notes de Boer —, since willingness to travel and live overseas is a fund amental requirement for someone who wants to progress his career. â€Å"When someone decides to move into a higher position, he or she will have to face a job that implies moving to different locations†. The benefits of overseas experience are visible at the time the executives meet for more formal leadership training.As they have experience in many different situations, they quickly pick up new ways of doing things (McKinsey, 2007). According to McCall and Hollenbeck (2002), although global executives should be flexible people, sensitive to cultural differences, capable of dealing with complexities and willing to think globally, they need to develop or improve these competencies through travelling overseas, uniting with international teams, adhering to training programs focused on globalisation and or transfers to other subsidiaries. Training can contribute to global leader’s development and with the process of opening to the new.Aiming to extend the boundaries and re frame the actual mental map. Thus, training should confront the participants with the contrasts found in the world that engage most of their senses for a significant period of time (Black, Gregersen, 1999). Meanwhile, the process of global leaders’ training does not consider only their capacities and qualifications, but also the experiences lived and the lessons learn from their practical day-to-day. 8 Managing with a global mindset Diversify and amplify the leader’s cultural backgrounds may be essential for large multinational organisations that aim to keep or develop their competitive advantage.Manoeuvring across the global environment, spanning diverse countries, cultures and customers’ preferences and expectations, presents significant challenges but also opportunities. For this reason promote global mindset among the leaders through international assignments or rotations through different functions it is important to develop the leaders’ ability to d eal with uncertainty and change, gain a greater understanding of the organisation, develop networks and facilitate the transfer of knowledge across the company and beyond the borders. 5. ConclusionIt is not adequate to define a company as global based on the amount of offices it has overseas. The real measurement to define a company as global is the way in which it perceives the world. It is not only a question of the number of employees working around the world. What is important is the extent of their connection and collaboration with people in other countries. In reviewing the literature it becomes clear that there is a greater understanding about the importance of the strategic role that an effective global leadership plays in facilitating organisations’ ability to compete effectively in a very competitive globalising market.As a consequence many organisations are making particular efforts to tailor development programs to address leaders’ needs, such as encouragin g knowledge sharing and mobilising individuals and teams who have experience and expertise around the world to participate on projects where skills and best practice are transferred. Promoting multicultural training and how to manage international and virtual teams and rotating people through different functions.These methods have been applied to develop leaders’ ability to deal with ambiguity, uncertainty and change. Moreover, develop a global mindset and gain a greater understanding of the organisation to facilitate the transfer of knowledge. 9 Managing with a global mindset As companies are increasingly spreading around the world, it becomes very difficult to build an organisational culture of equally shared knowledge. Organisations need to take a proactive and integrated approach in developing global leaders.They need to be clear about the capabilities required of their global leaders, ensure that development initiatives are appropriate for their needs through regular eva luation and review, and support effective leadership practices and behaviours through all their human resources processes. On the other hand, leaders also need to focus on building their global mindset through an understanding of their own needs and focusing on self-development efforts. They need constantly practice the watching and listening attitude to able to manage potential dilemmas that arise from cultural differences.And make efforts to do not stereotype, recognising and valuing the benefits that differences bring through an open-minded approach. Seeking to bring diverging opinions together and make efforts to promote news ways of doing things. 10 Managing with a global mindset 6. Bibliography Adler, NJ, Brody, LW and Osland, JS 2001, Going Beyond Twentieth Century Leadership: A CEO Develops his Company’s Global Competitiveness Cross Cultural Management, Vol 8. Black, JS, Morrison, AJ and Gregersen, HB 1999, Global Explorers: The next Generation of Leaders, Routledge, New York, NY.Black, JS 2006, The mindset of global leaders: Inquisitiveness and duality. Advances in global leadership, Stamford, CT: JAI Press. Black, JS and Gregersen, HB 1999, The right way to manage expats. Harvard Business Review. Business Harvard Review, 2007, The institutional yes. An interview with Jeff Bezos, viewed on 10/11/11 . Gregersen, HB, Morrison, AJ and Black, JS 1998, Developing leaders for the global frontier, Sloan Management Review. Kirkpatrick, S and Locke, E 1991, Leadership: do Traits Matter, Academy of Management Executive.Kobrin, SJ 2007, What Makes a Global Leader? , The Wharton School, viewed 09/11/11, . Manning, T 2003, Leadership Across Cultures: Attachment Style Influences. Journal of Leadership an Organizational Studies, Winter. McCall, MW, and Hollenbeck, GP 2002, Developing global executives: The lessons of international experience. Boston: Harvard Business School Press. McKinsey 2007, Developing Global Leaders in Latin America, McKinsey Quarterly, viewed 09/11/11, . 11 Managing with a global mindset