Writing and Descriptive Papers Essay Example for Free

Writing and Descriptive Papers EssayIf you do not sack out whateverthing about descriptive judges you should certainly look for descriptive essay examples, which you can find online, as well as at Professays.com. Why should you look for such(prenominal)(prenominal) examples? Those students with little writing experience can be somewhat puzzled by a descriptive essay. Thus, an essay example will offer a lot valuable information, regarding both essay form and contents. The first thing you can learn is descriptive essay returns. Then you can pay attention to essay structure and outline. There are also special words and word combination used in descriptive essays. You will learn how to write an admission and conclusion, as well as how to compose a persuasive essay body.A descriptive essay may be considered one of the simplest although deeply involving essays. It seems that in that location is nothing easier than writing a translation, whether it be a description of a perso n, an event, a feeling, a thing, or an experience. However at times descriptions may be rather difficult to develop, especi exclusivelyy for those writers who have problems with imagination or formulation of their thoughts. A descriptive essay is designed to offer readers involving and vibrant experiences and it has to achieve this ending with the help of observations and expression of feelings and memories but not through simple description of facts.The topic for a descriptive essay may be any, connected with any field or aspect of peoples life, activity, or experience. But while the theme offered or chosen may be simple it is realistic to use imagination and contemplate it from an unusual angle. Associations may help in such cases, and unconventional thoughts may allow creation of a very certain paper. The theme is to be as narrow as possible thus the writer will have a possibility of focusing on its luxuriant and accurate description.Descriptive EssaysThe structure of such a n essay is similar to many others it should include an introduction, a main part and a conclusion. However there are certain peculiarities which set a descriptive essay apart from other types of written papers. In the introduction there usually is a presentation of the topic of discussion, and here the description evolves from general concepts/feelings/experiences/memories to more specific ones. The main body will include the exact background and a description of the topic the writer wants to discuss.In the process of developing such an essay it is vital to add as many details as possible, to try and express the slightest shades of feelings and emotions such being the case readers will have a chance to feel the same and see the situation through the eyes of the writer. In the conclusion the description is to be sum corruptized and driven to the logical end in order for readers to see the point of the description.Descriptive essays are not hard to write, but producing one that has all the perfect edges is a task very few can master, besides ProfEssays.com. If your essay has been purchased here, do not shudder with sheer ignorance when somebody questions you about such essays. Here, the aim is to not just provide you with essays that approach the zone of excellence, but to also equip you with a few skills. Firstly, study the essay you have bought for patterns, expressions, and style.This analytic study will inevitably teach you invaluable lessons and techniques. Once you are through with the style, penning factual descriptions will seem like an entertaining creative task. The pleasure that can be derived from sitting down and writing about all that falls in your observations is simply overwhelming. Often, you will have a honorable enough reason to want to jot down your reflections, even if for simple creative play. Realising this reason will ultimately strengthen your language and imbue it with colourful expressions.Sometimes, if you are too fastidious abo ut your descriptive essay mirroring your perspectives, you may want to individualize your purchased essay with personalized expressions, which is a very positive trait of the interest you take in your work. ProfEssay.com boasts of a staff of well-educated and qualified writers whose work is virtually always compliant of writing styles even if concocted in restrain time. Ergo, when you alter or introduce ideas, make sure you do not tamper with the professionalism, the style or the technique adopted. Working haphazardly will mar your presentation and grades. So a quick pointer a factual description must always

Balanced Scorecard Essay Example for Free

Balanced add-in EssayA equilibrate scorecard is very helpful to any organization and should be viewed as a very important document throughout the familiarity. Wal-Mart has get uped a scorecard so that their customers can see what goals that the company wants to progress to and also how to achieve those goals. If you look at the scorecard on a regular basis, then you will live on exactly how your company is running and what beas you need to work on. Wal-Mart wants everyone to know where to look at their scorecard and how to achieve the goals that they feel will depict them even more successful. Wal-Mart also expects that every employee should follow this scorecard to guarantee they atomic number 18 doing the right things to throw off the company elicit even faster and stronger than they already are (Balanced Scorecard Basics, 2014).The financial check is a very important part to Wal-Mart. With this part being successful you will be able to pay all the employees the ri ght amount and also pay all the bills so that the company can make more money and keep thriving in the world today. Also with the financials down, the shareholders will see an increase in the amount of what the shares are selling for and that lets them know what they are making for owning those shares in the company. A competitive position is a major key within a huge retail chain like Wal-Mart. They are number one compared to other store chains similar to them. They deal building stores all over the world plot of land a lot of the competitors keep shutting their stores down. Staying atop of this list is what makes Wal-Mart the leader in general merchandising stores (Wal-Mart Stores, 2013).Another major area of a balanced scorecard is how the customers see what Wal-Mart is doing. This is the most important part other than thefinancials but work hand in hand with the financials. If the customers see Wal-Mart as a handsome company then they will not buy the items that Wal-Mart is s elling and then Wal-Mart will not be able to afford their bills and payroll and eventually induct to close down. If they see Wal-Mart as a great place to shop then they will tell everyone that they know to shop there and that will make the revenue rise and make more profit for the company so that they can become even more successful in the future. The customers perspective perpetually pays a big role in any company, if you keep them happy, then the will spend more money and time and energy with your company instead of your competitors (Balanced Scorecard Basics, 2014).Innovation is what you need to do to improve the company and learn how to grow and become a stronger economy. Wal-Mart is trying to be innovative in how they own their ads out to the general public. They are starting to email adds out to individuals emails letting their customers know of great deals and opportunities that are coming up in the local stores (Balanced Scorecard Basics, 2014). They are also developing an app for the smart phones of today with the deals and specials going on within the company. They are trying to get their products and service out in the community. live but not least are the internal methods. They look at areas they think they will outdo in and also the areas that will not excel so much at. The areas that Wal-Mart plans to excel at are usually the electronics. They look at other ideas to help them excel even more than usually and develop a plan to implement how to excel further in these areas. The Ares that are weak, they look for reasons that they are weak and how can they implement a plan to make those areas excel in also. When they can get all the areas in the store to excel greatly then they will become very successful and continue to grow beyond measure.This paper has demonstrated how a strategic plan of a balanced scorecard can help any company grow to a different standard. With these scorecard in effect and followed out completely then any company will suc ceed in everything that they want to do and become very successful.ReferencesWal-Mart Stores. (2013, November 6). Retrieved March 31, 2014, from Forbes. Balanced Scorecard Basics. (2014). Retrieved March 31, 2014, from Balanced Scorecard INstitute https//balancedscorecard.org/Resources/AbouttheBalancedScorecard/tabid/55/Default.aspx

Multicultural Managers In Global Teams

Multi heathenish Managers In Global TeamsLOreal is an intriguing company Very French in culture and image, and yet precise orbicular in growths, brands and activities. It is poised to reach the beside billion consumers substanti ally-nighly among the budding middle class of emerging economies. In this article we explore one panoramat of L Oreals success Its genuinely clever use of buss with bi- pagan backgrounds in the closely critical process for the success of the company modernistic result development. Of demarcation we all now recognize that heathenish variety is a good thing, and we value executives with expatriate assignments in their backgrounds, who claim themselves to have become cosmopolitan. LOreal goes one liberal step further Rather than just diversity among executives it seeks diversity within each executive 2. Yves Brannen Thomas, 2010 p.6 p.13 cultural diversity that exists within individuals and MYB Lee, forthcoming, p.23 diversity within a single personYves, i.e., it hires develops and uses strategically individual who usually by way of a multicultural early childhood-have gained the ability to downstairsstand and behave according to the cultural meanings and norms of cardinal or more than cultures. 3. Yves This definition of multiculturalism. MYB can non argue to own the definition as hers. Previously some other(a) researchers define biculturalism such(prenominal)(prenominal) as Hong et al., 2000 in their phenomenal article, Multicultural minds Not only can they be precious bridges betwixt their cultures of origins, they can alike be sensitive alert sc kayoeds in new cultures, with an ability to grasp them oftentimes greater than individuals from a single cultural origin. 4. Yves This is approximately multiculturals cognitive convolutedity (BMV et al., 2006 and Tadmor et al., 2006/9. I think this sentence is more park sense. I heard a lot from those who participated in Bicultural thought leadership conferenc e in Green Gulch and Abu DhabiNot every global company removes bi-cultural executives scarcely many can greatly benefit and learn from them, thus instilling in their global executives -whose vast majority be from a single cultural origin-some of the critical cross-cultural skills that help hurl them hard-hitting. 5. Yves Is this can be a common sense?, I dont find scarce homogeneous words or phrase in MYBsIn this article we draw a a hardly a(prenominal)(prenominal) lessons from examining LOreals decade long experience in using bi-cultural executives selectively. that first, what is the challenge bi-culturals allow to address successfully? 6. Yves I dont know why she highlighted hereTHE CHALLENGE IT IS not EASY TO BE LOCAL AND GLOBALGlobal competitors face an age-old tension Serving regional or national commercialises requires adaptation to topical anesthetic conditions, and calls for differentiation in their products, services, and art models, but achieving economies of scale and scope cross shipway merchandises calls for uniformity and integration of activities. Local responsiveness and global integration are hard to combine. Some products are clearly global, such as TV sets, draw out for regulatory and language goings, and simple technical differences such as voltage. Others, such as restaurants, are intrinsically topical anesthetic anaesthetic, although global formulas and brands may succeed, such as Starbucks or Benihana. Many products, and to a lesser extent services, call some(prenominal) for responsiveness to local anesthetic anaesthetic differences and for some form of global integration, of brands, marketing and advertising, manufacturing, product development, and research. They are abnormal by the global-local duality of association differentiation and integration in innovation processes.Perhaps at the forefront are companies striving to develop global products in culture-sensitive and ethnicalally differentiated markets, su ch as cosmetics and unclothe or tomentum cerebri feel for. LOral very much faces this challenge Its main product categories, skin care, hair care, hair color and beauty categories are sensitive to global economies of scale and scope, and they also need to be highly responsive to local market differences. furthermore, not all of LOrals product categories face the same mix of demands Hair care may be very regional and forecastent on ethnic differences, lipstick and most fragrances much more universal. Luxury brands are more global than mass market ones, which are a good deal local.Figure 1 The complexity of product portfolio Responsiveness and Integration DifferencesThe global integration-local responsiveness issue is further complicated when the familiarity required to develop and market products is complex. Yet, such complex knowledge (tacit and collective, only revealed in action and interaction) now lies at the heart of innovation and global competitive advantage, not just for LOral but also for most global competitors. Other forms of arbitrage, for products, costs, or materials are easily imitated, and have been. Complex knowledge is hard to expose and observe, let alone imitate. It has become the main antecedent of sustainable competitive advantage for global competitors. It drives hard to imitate innovations.LOral as a leading French multinational company in skin care and beauty products offer ups a remarkable example of relying on complex knowledge for innovation Its products are not just chemicals, much more importantly, they depend on fashion, style, seduction, they convey national image of French womens sophistication they elicit the idealized self-image of its customers and their value is conveyed through complex, often subliminal advertising and multiple scattering channels.Of course, some highly culture- and context-dependent products, with a strong national identity happen to find readily a global market. They are widely adopted oecume nical with little or no adaptation (French perfumes, U.S. action movies, German classical music and high-end cars, Japanese Mangas, Korean K-Pop, Bollywood movie and TV productions or U.S. fast food). hardly these are exceptions more than the rule. In fact, a common language, high cultural and institutional homogeneity, greater density of interpersonal net take ins and friendships, and less not-invented-here resistance mean complex knowledge generally diffuses more rapidly within single countries than across national boundaries. So, in industries where complex knowledge drives innovative advantage success depends on face-to-face (or rather shoulder to shoulder) participation in local and national ne devilrks where new complex knowledge first arises. 7. Yves Isnt this argument yours? MNCs should build, fuck, and globally integrate their local/global capabilities and dispersed inputs. Yet the quality of local knowledge access, world embedded in local cultures and networks, often ma kes global sharing more difficult, as local participants in global innovation processes are culturally very different and closely identify with their origins. 8. Yves Isnt this yours as well? MYB doesnt do much about knowledge and global innovation, does she?For many companies, such as LOral, this challenge is further complicated by an additional contradiction While they want to be global, they do not want to relinquish the advantages associated with their country of origin. LOral does not just sell cosmetics, it in the main sells French-ness to women around the world. In other words, its identity, and its founders cultural inheritance need to be protected, and remain part and parcel of its global offerings. The company has maintained its founders spirit of entrepreneurship, and remains largely family-controlled, with a very strong shared culture. all over its 73 years, it has had only four CEOs (including the founder), all with very long tenures, and it promotes only from within. One becomes part of of age(p) management over the years, as one weaves a dense network of relationships with colleagues and builds trust over time. In France, the company has a reputation for being the consumer marketing school, and many of its alumni have become successful entrepreneurs and business builders, such as LOccitane en Provence, a highly successful fast growing skin and body care company.Its troika CEO, Welshman (and INSEAD graduate) Lindsey Owen Jones is widely credited for having modify the company from a regional European challenger to a global leader, but the company still remains quite remarkably French. Traditional approaches to the internationalization of senior management would not work well for LOral, or might only work very slowly since a rapid infusion of international executives in the top ranks might compromise the tightly knit and informal French community of senior managers, operating as a global network. Furthermore at LOral, complex knowledge about p roducts, cultures, and how to work together is progressively learned and internalized by individuals as their career develops, which makes a rapid internationalization of senior management through hiring from outside largely impossible. French managers are often assigned to international operations, and learn about the plurality of cultural and institutional contexts, as well as about different consumer priorities, but few foreigners become senior executives. The most promising international executives might be reluctant to colligate LOral anyway fearing the risk of a glass ceiling. Successful senior executives often identify themselves as partly French, for instance French and German, of French, Moroccan, and German. And even executives that identify themselves as foreigners take great pain to explain they have lived in France and worked for LOral for a long time and pride themselves on speaking faultless French. The main language of the company has remained French. 9. Yves This is my observation and your informal discussion when you lead workshop with LOreal RD top management a while agoSTRUCTURAL SOLUTIONS DO NOT WORKFor LOral, and for many multinational companies, to successfully address the global-local innovation duality, simple structural solutions such as regional units or global product divisions routine work, for at least two reasons.First, the product range puts both intensely global and intensely local demands on the way the company is run. No each-or organisational solution will work, the company needs both global and local priorities effectively taken into consideration in decision-making. Take perfumes (or fragrances as they are know in the industry). World products and famous world brands (think of Chanel No 5) are the name of the game, but the underlying knowledge needed to develop a perfume resides mainly in France, for historical reasons. Second, companies such as LOral need a wide range of products to maintain their strength in distribu tion fragrances, cosmetics, skin care products, and hair products. Any simple structural approach such as local subsidiaries and regional entities or global business units would fit a few of their products but not all, given the diversity of demands for local responsiveness and global integration shown on Figure 1. Some are more global, such as perfumes or cosmetics, others are more regional or local, such as hair care or skin care. As the company considers increasingly the next billion customers (as the CEO stresses) in emerging economies, both the advantages of global scale and the need for local differentiation will increase even further. For some products, equivalent fragrances, most relevant market and technical knowledge can be found in one place, for most though, like hair care, relevant knowledge is distributed around the world and will become even more so with the growing importance of emerging economies.Furthermore, speed is often of the essence Knowledge-driven FMCG (Fas t Moving Consumer Goods, such as beauty and skin care products) industries call for a continuous stream of innovations across a wide product portfolio facing both local responsiveness demands and global integration advantages, but in varying degree among products. In new areas, such as anti-aging, competition is intense and fast, as well as technology based, in mature areas it is s disdain and marketing driven. Yet, any technological advantages are short-lived. Yet speed needs to be tempered by continuity. Even with constant innovation, markets quickly reduce the most advanced products to the condition of feature-less commodities unless brand equity has been built very quickly. Underlying ingredients are relatively unchangeable and long-lived, but new products are frequent. Brands cover families of products (Lancme, Biotherm) to provide continuity and lasting brand strength but leave room for fast and frequent product renewals. Continuity of brands, and of channels, and renewal of products have to be carefully integrated. No organizational structure, global business units or country organizations will be up to the task. complex body part is too blunt a tool. Of course, some multinationals resort to matrix organizations, but adopting a matrix organization is a cop out It just acknowledges that, as we just outlined, complex, varied and rapid trade offs between local responsiveness and global integration need to be made constantly on very specific issues product packaging, marketing campaigns, specific chemical ingredients, etc. So rather than risk getting mired in the negotiations that end up being so characteristic on matrix organizations, many companies, LOreal included, go one step further Global squad up ups.GLOBAL TEAMS PROMISE AND PITFALLSFaced with such challenges to happen upon worldwide innovation, combine global knowledge integration and local knowledge differentiation, and be fast, global companies increasingly resort to global, and often virtua l, team ups. These teams hold the promise of effective knowledge creation, knowledge sharing, as well as flexibility, responsiveness, and speed. Yet, in practice in many companies these global teams are no panacea they suffer from misunderstandings, conflicts and often fall prey to a Babel Syndrome their members talk past each other, not together, and teamwork breaks down. The results of their work are often disappointing, particularly when complex knowledge is essential, like the proverbial camel designed by a (multi-cultural) committee. Actually, it is often difficult to transmit even explicit knowledge across cultural boundaries and it seems impossible to transmit tacit knowledge, where forcible distance also gets in the way. Even seemingly universal and very precisely explicit knowledge, such as mathematics, is liable to different perspectives and interpretations in different cultures. Tacit knowledge cannot be transmitted over distance because it is revealed only in action an d cannot be meaningfully explained. It has to be learned through (co)-practice. 10. Yves The obstacle to transfer tacit knowledge is common sense and not only MYB (2004) and much earlier, other researchers (Szulanski, 1996 Zander Kogut, 1995) already argued.BI-CULTURAL MANAGERS AND GLOBAL TEAMS AT LORALTo avoid the pitfalls typic of global teams LOral makes extensive use of bi-cultural managers and professionals in its product development process (i.e., individuals, usually of mixed cultural backgrounds, who can switch their frame of reference, both in what they understand and in how they behave, between two or more cultures). Although bi- and multi-culturals only account for a very small proportion of LOrals employees (a few dozens out of 69 000 employees in 130 subsidiaries) they play a key role in the most critical activity of the company new product development, headquartered in Paris. No less than forty percent of about 160 product development externalize managers (among wh om 40% come from foreign subsidiaries and 60% were recruited in France) are multicultural. LOral has maintained this recruitment balance in new product development leaders for over ten years.The task unsanded product development teams, each composed of a few people, some multicultural (the smaller circles on Figure 2), work closely with other groups such as research and development, the international marketing team, and local subsidiaries in a highly interactive process. It involves functional groups within HQ and across regional offices. impudently created product concepts also have to be coherent with existing product lines (e.g., hair care products that use only natural plants) and their reputation (e.g., environment-friendly and people-tested). So abundant inputs from the various subsidiaries are needed. Finally, the product has to be feasible for manufacturing without any risks. Developing a new product concept takes from six months to a year depending on the products level of novelty. In developing a new product concept, multicultural forcing out managers have to present their work to top management on a regular basis, both formally and informally. Once they obtain approval for their new product concept, they present their regard at the la journe mondiale, LOrals largest and most important yearly event at HQ. This event attracts all regional railors from all around the globe who come to evaluate future products (i.e., those that would hit the market in one or two years). If feedback from the regional directors attending this event is positive the multicultural range managers move from articulating product concepts to genuinely designing the products. In the design phase, multicultural project managers select and combine ingredients, choose product colors, and design packaging for the product with the packaging team (often outsourced) and manufacturing team (called the Factory). They interface intensely both with headquarter functions and local su bsidiaries around the world. Through all phases, project managers work with their colleagues in teams within and across departments at HQ and local subsidiaries. Multicultural project managers work with others on three levels. First, they work in their own team (called the unit team), where they managed informal relationships with other product managers. One product development team is composed of two or three project managers who are responsible for developing different products for the same region in the same product category (e.g., hair products). For example, for Latin America, one multi-cultural manager (Lebanese-Spanish-American) was in charge of womens hair color, while another (French-Irish-Cambodian) was in charge of womens hair care (hair damage). They shared tangible space so that they could exchange ideas, information, and feedback (the larger central circle on Figure 2).Second, they interact with their boss and the leaders of other functional departments in Paris. Alt hough more than 40% of the project managers in the new product development division are multi-cultural, the majority of their direct bosses are mono-cultural, very French. Project managers meet their direct boss quite freely any time they needed or vice versa. Regular divisional team meetings with top management are held with other unit teams (for the same product line, such as hair care Asia and hair care international), other functional departments, and teams in local subsidiaries. Informal meetings with other functional departments (e.g., RD, supply chain, advertising, and packaging) are held based on the phase of the product development process.Third, project managers work with local subsidiaries, via email, phone calls, and videoconferences. They also visit local offices regularly. It is the project managers direct bosses, however, who visit local subsidiaries more frequently-at least once a month-as they are in charge of developing several products at the same time. In additio n, because project managers are operating within a tight schedule and budget, they accompany their direct boss only when the visit is urgent and important.In the final development phase project managers involve employees who executed promotional campaigns through television, the Internet, and other advertising activities. They set up all visual images of products, express the products selling points, and choose the best way to promote the products they developed. Team leaders with more experience lead the promotion campaign directly. More specifically, experienced team leaders travel to local subsidiaries and direct all processes of promotion. Product promotion also involves various new tasks often outsourced to new groups. For example, to promote a typify product for Chinese women, the promotion team hired a famous local movie star, local authorship and uniform team, local stage set team, and a professional camera crew (which was a French team). Television commercials are typic ally expensive and take months to complete.The people Beginning with their recruitment, multicultural project managers at LOral gained credibility for new product development by being labeled international talent by the Human Resource department, a prestigious title in a company trying to combine strong French outsets with global reach. Most had at least fin years of working experience in sales and marketing in local subsidiaries, or for those recruited in France, who were graduates of top business schools, twelve months of intensive instruct in product development and marketing department at HQ. At LOral, they were called the stars or crme de la crme (meaning the best of the best). LOral designated an HR manager who managed the performance and career development of these employees who were anticipated to be top performers.Figure 2 Team composition and its work within and across units at LOralYves From this part till conclusion in p.19, all parts are from the 2nd chapter of my di ssertation.Multiculturals in global teams Multi-cultural individuals that have internalized more than a single cultural schema (i.e., the values, norms of behavior and beliefs of a given culture), 11. Yves this is the definition of multiculturalism. See 3 claim unusual skills to solve challenges in knowledge transfer across international borders for global innovation. Not only do they bring the obvious knowledge of their own cultures, and the ability to translate and transfer complex knowledge between them, but also the latent skills to understand new third country knowledge in context, and being effective bridges to combine knowledge from these other countries.12. Yves understanding third culture knowledge is related to David Thomas metacognition (2008). I describe similar argument in my IJCCM paper as culture-general knowledge (Hong 2010 p. 96-97, I cited Thomas et al., 2008 ethnic Intelligence LOral also recognizes multi-culturals creativity in new product development and their innovative ways to combine/ bridge knowledge in global teams. further more specifically, these bridging, translating and sense-making skills are key to the effectiveness 13. Yves this is the 2nd chapter of my dissertationof LOrals global product development teams. Bi-culturals are uniquely able to play specific roles region 1 Managing Knowledge Processes in TeamsIn creating new products, multicultural project managers manage two kinds of knowledge product- and market-related knowledge and organizational/practical knowledge. The multicultural project managers challenge is to integrate the creative options to be pursued, while transforming local market knowledge into global product knowledge for higher quality products and innovative concepts. To bring a creative product to fruition, their contribution to knowledge sharing processes in the team focused on three areas (1) bringing new local product and market knowledge, (2) translating cultural nuances, (3) connecting geographically diverse knowledge and skills. 14.Yves this is from my dissertationBringing new local product and market knowledge Multicultural project managers were expected not only to know what evolving market attributes were but, more importantly, identify new market trends and generate market insights. In addition, to secure the new product concept, they worked with other members (e.g., team leaders, regional directors, RD, and local subsidiaries) by reviewing differing perspectives on the commercial viability of new product concepts. In response to these challenges, multicultural project managers brought both new product ideas and market understandingOur team tries to find some natural ingredients for new hair care product. J (Hong Kong-Canadian-Singaporean) knows all the Chinese medicine that has no translation either in English or in French because its so authentic. J does not only explain these ingredients but also suggest some ways we (team) can use for our new products. (French Director) and bringing local market knowledgeThe Polish-French project manager was raised in Poland until age 20. She described her life under the communist regime and after in terms of how she evaluates and appreciates make-up products. As our target consumers are about her age, everything she shared with other members is valuable for developing products and markets. She is actually educating us to get a better understanding of consumers in the region. (American-French regional director talking about Polish-French project manager)Translating cultural nuances Even if a common syntax or language is present, as in mathematics or chemistry formulaes, interpretations are often difficult not in processing the information, but in learning about the sources of semantic differences across cultural boundaries.15. Yves MYB tends to argue as hers if there are phrases with language semantic. I just typed semantic difference in google scholars. There are so numerous papers talking about semantic differen ce across cultures from psychologists and linguists.The problem then shifts to who interprets what. A French manager who planned a test of a new shampoo in a laboratory in Germany explained how his French-German-British multicultural manager who used to work in Germany helped himIf we say dry hair, dry hair on this floor (HQ) doesnt mean as same as German dry hair means. So, it is much safer to check with B who knows two cultures (French and German) and translate exactly what I mean as dry hair. (B is German-British-French multicultural)Connecting geographically diverse knowledge and skills To generate creative ideas so that they can be implemented, multicultural project managers must be able to access expertise and draw analogies from one cultural group (e.g., local) to other cultural groups (e.g., other regions or globally). They synthesize those ideas from multiple sources-diverse cultural perspectives-for innovative products. 16. Yves this is from my thesis For example, a French -Cambodian-Irish project manager used the specificity of Asian womens skin care (reducing winkles) to develop a new product for the French market. He notedWhile researching Asian skin-care products, I found that in Asia, some tinted cream (skin colored cream for make-up face) used face lifting effect, in France and Europe, none of tinted creams used face lifting effect. I developed a new tinted cream with face lifting effect for French market. It was a big success (Team French-Cambodian-Irish project manager, a Chinese-French and two French).Role 2 Managing Conflicts in TeamsCultural differences in teams increase the risk of conflict. Multicultural project managers manage conflicts in teams by (1) reducing misunderstandings and (2) displaying flexible behavior with people from diverse regions and cultures. 17.Yves this is from my thesisReducing misunderstandings Product development managers must gain cooperation from their colleagues at HQ and local subsidiaries. Multicultural proje ct managers mitigated the negative effects of cultural distance and group boundaries on developing trust between HQ and local subsidiaries.18. Yves this is from my thesis For example, an Indian-American-French project manager notedIf an Indian local manager said, India might have an issue with this ingredient for a new product because theres no written chat confirming this can be used to please our consumers. What they actually tried to tell me was, No, I wont do what you asked us to do and please lower your expectations. still I didnt make any negative comments on that. Instead I said, Okay, how about I discuss with RD at HQ and find out the way we solve this problem? In this way, I didnt make an uncomfortable situation. Instead, I got respect from them, which as a result had a positive define on our work progress. (Indian-American-French manager Team members at HQ Chinese-French, French Local teams India, China, Thailand)This Indian-American-French project manager interpreted Ill try my best (Indian local team) as Its going to be difficult, or No, I am not going to do it. He preempted potential conflict and tried to avoid barbarian situations where the local team felt pushed by HQ. In this way, he could develop interpersonal trust between these two groups. However, although HQ members may not provide any negative comments immediately, but still hold a negative impression of the Indian. In other words, they prejudged that the Indian local team did not gratify its responsibilities, and trust in the Indian team was lost. This may not cause a problem right away, but it may be a root for relational conflict that eventually harms the trust between HQ and local teams. This multicultural manager not only preempted potential conflict between two parties but also tried to avoid risky situations where the local team felt pushed by HQ. In this way, he could develop interpersonal trust between these two groups.Displaying flexible behavior to deal with people from d iverse regions and cultures Once conflicts erupt in teams, however, multicultural project managers handled those conflicts with tolerance. In other words, they were more accept of different cultural values, less disturbed by them, and accordingly better at handling conflicts due to valuing cultural differences among members. 19. Yves this is from my thesis For example, a Hong Kong-British-Canadian-French multicultural director whose team members were Dutch-Chinese, Taiwanese-French, and Korean-British and whose boss was French noted how members handled a process conflict (e.g., time management), which was created by different work values regarding meetingsIn terms of meeting time, we all seem to have different principles. For example, my French boss never starts meetings on time and quite often postpones or cancels them. H (Dutch-Chinese) is very strict on time and deadline (meeting is time for checking-up on each others work process). I and K (Taiwanese-French) we are a bit flexibl e regarding meeting time. So, whenever we have meeting with my French boss, or ourselves, we face frustrating moments. But, what is important for us is how to handle this frustrating moment. As we are conscious about each others differences, we come to compromise when such moments occur. For example, with my French boss, I need to be really flexible with time. With my team members, if I am behind my meeting schedule with my team members, I make sure to tell them in advance why I am behind and ask them next availabilities. Conflicts may still exist in my team. But we handle them at a much more tolerant level. (Hong Kong-British-Canadian-French director, Team Dutch-Chinese, Taiwanese-French, Korean-British and French boss)LOrals product development team members have cultural diversity within themselves. They are bi- or multi-cultural and play two critical roles in team innovation (1) bridging between cultural contexts and combining knowledge across cultural/national boundaries and(2) resolving cross-cultural conflicts. 20. Yves this is from my thesisWHAT WE CAN LEARN FROM LORALTo a greater or lesser extent, most global companies face the four challenges, or dualities, we identified as so characteristic of LOral Global-local, dispersed complex knowledge to be integrated, national image of the home base but glo

Carl Jungs Analytical Psychology Theory

Carl Jungs Analytical Psychology TheoryIntroductionCarl Jung was born in a small Swiss village, Kessewil, on July 26, 1875. His father was a minister and his extended family in whose midst he grew up had quite a few clergy men. He went to boarding school and was loosely a loner, who did not enjoy schooling much and initially wanted to go into the field of archaeology after which he decided on medicate at the University of Basel, Switzerland (Storr, 1983).Jung had many another(prenominal) dreams, visions and fantasies that he carefully recorded. He was also an expert in many mythological and mystical traditions like Gnosticism, Kabala, Alchemy and Buddhism. All of these contri furthered progressively to his views and theories that were cooked in later years.Jungs career path and his personality theory were influenced by many of his early experiences. After completing his medical degree from the University of Basel, he began his career at the University of Zurich in 1900. His doct oral thesis on Psychology and Occult phenomenon was heavily influenced by his years of work at the Zurich insane asylum. Jungs provoke in parapsychology is clearly illustrated in his ideas and also in much of his work and writing.Jungs own life was quite colorful, his marriage to Emma Rauschenbach and his affair with Toni Wolff who was a healer working with him was a scandal that created waves in his academic and personal life. His own spell of psychological breakdown which lasted nearly 6 years led him to a deeper analysis of the psyche and also contributed to his imaginations and thoughts in the later years.Collective and Personal UnconsciousJungs methods in Analytical Psychology were developed from Freuds concepts. He did agree to the idea of Libido being the driving force behind all actions, but he refused to agree that it adverts only sexual energy. In addition to the Ego, he also talked about two types of unconscious being a part of the psyche- collective and personal. He explained the collective unconscious as being derived from years of experiences and something that has been acquired across a abundant line of ancestors, which is common to all human beings. He derived this by advocating the idea that certain common themes or symbols have existed across cultures and in every several(prenominal) which comprised what he called archetypes of the collective unconscious. The more active part of the psyche was believed to be the personal unconscious.He believed that the psyche operated on three mina principles which wereThe principle of opposites In every psyche there is an energy flowing from contrasting desires.The principle of equivalence There is energy that is equally available to both desires, one is execute and the unfulfilled one must be acknowledged for balance and growth.The principle of entropy Much like in physics, the psyche also had a concept wherein the argue poles that create this energy become less contrasting as we age backsheesh ing to a more stable personality.Archetypes Jung described and listed various archetypes that constitute the psyche and personality of an soulfulness. These included the Persona, the self, the anima, the animus and the shadow to name a few.The persona refers to those masks we wear which allow us to act differently according to the constraints and expectations of family and various(prenominal) situations. The persona is not simply a mask but also defines how an individual connects to others and fulfils the roles and responsibilities conferred upon them on various occasions.The self is the true nature and propensities of the individual it is believed to be the archetype of the psyche that is believed to be the main cause of wholeness and centrality. Jung believed the self to be the area that could lead to a reconciliation, acceptance and awareness of the opposing nature and forces that are constantly creating a struggle in the individual. When a person has acquired proper understa nding and has come to terms with the many opposites or polarities of their nature, consequently they are growing closer to the process of complete understanding. Such a realization and acceptance of the self is what led to the greats like Buddha, Jesus and others to transcend their effortless realities and be in tune with the life around them on a higher level.The Anima was the feminine incline or instincts that may occur in a male while animus was the male side that is seen in females.The Animus was the masculine side that is there in females and it would define how women relate to males around them.The undertaking of the anima is what Jung believed decided the kind of woman a man would fall in love with. Too much anima in a man can lead to effeminate habits while in a woman a greater expression of animus contributed to predominantly male traits such as aggression, dominance and so on.The shadow refers to what in laymans terms would be called the dark side. It consists of all t hose repressed urges and instincts it is the inferior being who we do not allow out. It is a primitive, uncontrolled part of us that is almost animal like in its responses and urges. There is often a personification of the shadow that occurs in many cases. This is why sometimes we develop an unexplained dislike of some traits in others of other individuals. On exploration it may be found to be a certain habit or urge that we have locked away in us. Jung does not condemn the shadow in man he does not believe it needs to be locked away. effective as commonly we would alship canal suspect something that is too good to be true, man must live with his dark side, accept that there is the other side rather than live in the strain of denying its very existence. There are conflicts created when we strive to live with ideals and illusions of perfection creating an irritability and lack of acceptance in the individuals. The insecurity of continually repressing the shadow is that it grows in strength in the unconscious until in one opportune moment it bursts out in a garment of uncontrollable rage and leads to many grave consequences. We can better relate to it when we think back to times when we said I dont know what came over meJungs archetypes were many more and he believed that there wasnt a fixed number to the different archetypes that are seen. There are many others seen and each of these contributes to the individual, his or her learning, understanding and surgical process in the world around them.Complexes Jung was also well known for his work on what he termed complexes and how a word association test was developed to take a crap out these complexes in individuals. He is said to have arrived at the idea of complexes tune word association tests conducted while recording galvanic skin responses. Jung give tongue to that a complex is a set of suppressed feelings and thoughts that will gather around a certain theme of the archetype.He said that complexes in th emselves did not create neurosis. It is the reactions or behavior caused by the complexes that were problematic. Understanding their effects on behavior and acknowledging them was important for the process of growth and sell fulfillment.The ultimate goal of psychotherapy in Jungian analytics was individuation of the self by transcending the opposing energies. He arrived at the concept of Mandala which symbolized completion or wholeness and balance.Jung helped his patients to look at their lives from a religious, historical and spiritual point of view. Individuals were encouraged to question, explore their psyche beyond their ego or I and arrive at concepts rather than blindly following rules.Another interesting concept that Jung propagated was that of Synchronicity and Teleology. These were both derived from his study of mythology and his own exploration of parapsychology. Synchronicity refers to two events that occur coincidentally, have different causes or origins but are connecte d in a meaningful manner. Through teleology Jung spoke of how the past has bearing on the proximo by how it determines how we are led into the future by certain ideas we have about how it should be. Such esoteric and distinctive concepts are underlined and emphasized greatly in Jungian analytics which looks at weaving unitedly psychology and spirituality in a manner of speaking. It is in this respect that he greatly differed from Freuds theories which were more carnal and expounded heavily on everything being impelled by sexual desires.Psychological TypesJungian Analytics discusses various psychological types. Every individual has differences in temperament and perceptions that will make them see and react to situations differently. The primordial distinction is based on attitude which can be classified as Extraverts and Introverts.Extroverts are said to have an outward flow of their energy or libido. The extravert responds highly to external stimuli, situations, people, objects and is comfortable with interactions, relations and external accomplishments. Being a loner or a social isolate is not conform to to people with such temperaments. The opposing pole of this is the introvert who is more in tune with the internal processes in the psyche and thus more open to feelings, fantasies, dreaming. These individuals prefer the subjective realm of images and thoughts and will function better individually than in large groups and also when free from external pressure to conform to the environment. People be to both categories hold one another beneath themselves. Extroverts would feel introverts to be restricted and self centered. Introverts would feel extroverts to be opportunistic, shallow and hypocritical. In every individual both tendencies are present but in different degrees. For example an extrovert would have underdeveloped introverted tendencies which can be seen in the form of depression.An additional insight was that people have different ways of pe rceiving the world which Jung classified into four categories. These included mentation, sensing, intuiting and feeling.Thinking this involves individuals who take information into their system and evaluate, psychoanalyze and arrive at conclusions and ideas in a logical or rational manner. The thinker thus assesses and evaluates the raw information that he takes in from the outer and national world.Sensing Sensing individuals gather information about the inner and outer world around them by gathering the inputs through their senses. A sensing individual gets to know the world and perceives what is around him by listening to what he can hear and looking at information.Intuiting Intuition is a level of perception that is beyond the usual level of consciousness, it involves putting together large amounts of information rather than what is just seen in the immediate environment.Feeling Feeling is much like thinking but it involves weighing the emotional responses that are evoked to t he information that is gathered by an individual.Each individual has each of these functions but uses them in different ways or to different degrees in their daily life. Jung sees the ideal to be the development of all of these functions even the opposite ones in the right degree to form a balanced individual. A personality typology was developed by Jung based on these particulars and these concepts were wildly popular and later developed into a type indicator by the mother daughter duo, Katherine Briggs and her daughter Isabel Briggs Myers. It came to be known as the Myers Briggs Type indicator.For those looking for a more religious and mystical perspective, Jungs theories brought a sense of fulfillment, something they could unfeignedly relate to.

Recognizing Abuse and Self Harm in Service Users

Recognizing Abuse and Self Harm in Service UsersAbuse is a violation of an individuals human and civil rights by any other person or persons, consisting in single or repeated acts, may occur in any relationship and any context, some instances of contumely will constitute a criminal offence.A definition of abuse in vulnerable adults was addicted in 1997 Consultation Paper Who Decide by the Lord Chancellors Department, who said that any person who is or may by in need of residential area give care service by reason of mental or other disability, age or illness, who is or may be unable to take care or protect of him/herself against significant harm or exploitation. Types of abuse include physical or sexual emotional/psychological, including that related to age, race, gender, sexuality, culture or righteousness financial institutional self neglect neglect by others.The vulnerable adults could be ab utilise by a wide range of people, including multidisciplinary team in wellness care setting, family, friends, strangers, one in four vulnerable elders are at risk of abuse and only a small proportion of this is before long detected. The NHS and Community Care Act 1990, hold back eligibile criteria for those who suffer or cause harm or exploitation. The role and responsibility of either member from multidisciplinary team is to fall in effective in identifying, investigating and responding to allegation of abuse. This must start from staff as a operational level, line manager, corporate say-so, chief executives and to the local authority members.In the case of Stafford Hospital scandal, were found many forms of abuse against people. There was a complete failure of management what led to a totally unacceptable failure to treat emergency patients safely and with dignity. The low staffing levels, inadequate nursing, lack of equipment, lack of leadership, poor training and ineffective systems for identifying when things went wrong. Some other problems was that the patients arriving at AE section were checked by unqualified receptionist, nurses have no trained to use vital equipment in emergency assessment unit, not enough staff to allow for health assistance, not supervision for quality of care, unacceptable waiting time in AE without assistance and no experienced surgeon for the night shift, patients left insistent for help, not food and drinks being left out of reach. Cite by BBC it said that there were among 400 and 1,200 more deaths than would have been expected between 2005 and 2008, although it is impossible to say all of these patients would have survived if they had received better treatment.A case of people who wanting answers include a 79 geezerhood old person whom wife 73 years old, died volt weeks afterward she were admitted at Stafford hospital in February 2009. She was suffering from craziness and was taken ill with vapour and an infection and had to be taken to the hospitals AE department. At first checking the medical staff didnt find anything wrong with her and sent her home, but she came back few days later. The economize complaint was because during her five weeks in hospital the only treatment received was a disgrace, she was left wet, not washed, ignored by the staff members and he decided, unfortunately too late, to move her in to the care home setting.A similarity of abusing vulnerable adults is the case of Whipps Cross University Hospital in east London hospital, where terzetto healthcare assistants who abused elderly patients have been sentenced. Whipps Cross Univeristy Hospital provides a full range of general inpatient, outpatient and day case services, elderly patients suffering from dementia and recovering from operations, strokes and falls, as well as maternity services and a 24-hour Emergency Department and Urgent Care Centre. The hospital has a strong repute as a centre of excellence for various specialist services, including urology, ENT, audiology, cardiology, colorectal sur gery, cancer care and acute stroke care.The abuse happened in spring of run year on the Beech Ward at Whipps Cross Hospital in east London,and came out when one of student nurse LB, blew the whistle after completing a placement on the hospitals Beech Ward. At NHS control were uncovered a large range of failings at a London hospital including dirty equipment, poor hygiene standards, staff not assisting patients with eating or drinking, not feeding tube were done, not given music at request and a high mortality rate. Some of the wards had to share equipment which come in conflict with infection control, and this led to sores pressures developed in five patients after admission.The three healthcare assistants worked on Beech Ward at Whipps Cross employed to carry out basic feeding and washing duties, have been suspended by the hospital and barred from working anywhere in the NHS while an urgent investigation is conducted by police and hospital bosses. They had physically and verbally abuse patients, telling them to shut up, handling them in a non professional manner, grabbing sore or painful areas of patients, pushing them and forcing to sit in chairs, make the patients believed that it was collectible to their conditions. The care professionals damaged patient trust and not followed the quality of care for the elderly and vulnerable at Whipps Cross.Outline the vulnerability of these patients, follow the codes of practice, the duty of every member of staff to report such behavior, whistle blowing policy is made clear to all staff on day one of their employment with the Trust, with ongoing statutory and mandatory training to those that providing care professionally.In order to protect our clients of harm and abuse we had to review the risks factors by monitoring and evaluating how policies, procedures and practices are working in the workshop and receiving feedback. Work with person- centred care value, promoting empowerment, prevention and managing risk but ke ep a balance between managing risk and enabling independence, choice and control. Recognize and formulate the new signs of abuse or potential abuse in vulnerable adults must be the basis of developing outcome measures which can be used by service users and service providers in monitor and evaluate service provision regarding safety and protection generally speaking.ReferencesC. Cooper, A. Selwwod G. Livingson, Oxford Journal, Age Ageing, (2008), The prevalence of elder abuse and neglect a systematic review, Vol.37, Issue 2, Pp.151-160E. Salend, R.A. Kane, M. Satz J. Pynoos, Oxford Journal, The Gerontologist, Elder Abuse Reporting Limitations of Statutes1, Vol24, Issue 1, Pp61-69Linkshttp//news.bbc.co.uk/1/hi/programmes/politics_show/8022608.stm, checked 09.03.2014http//news.bbc.co.uk/1/hi/health/8531441.stm, checked 09.03.2014http//www.bbc.co.uk/news/health-11696735, checked 09.03.2014http//www.bartshealth.nhs.uk/our-hospitals/whipps-cross-university-hospital/, checked 08.03.2014 http//www.guardian series.co.uk/news/10461128.Whipps_Cross_nurse_left_dementia_patients__screaming_in_pain_/ ,checked 08.03.2014http//www.bbc.co.uk/news/uk-england-23808971, checked 08.03.2014https//www.gov.uk/government/uploads/system/uploads/attachment_data/file/194272/No_secrets__guidance_on_developing_and_implementing_multi-agency_policies_and_procedures_to_protect_vulnerable_adults_from_abuse.pdf ,checked 08.09.2014

Is Stereotyping Contagious? Essay -- essays research papers fc

Is Stereotyping Contagious?"Recent look into indicates that the gap between male and female students mathematics achievement is gradu totallyy beginning to precipitate (Gutbezahl, 1995) however, female students are still underrepresented in advanced mathematics classes as well as in careers involving mathematics (Kerr,1994 Stage & Maple, 1996)" (Drzewiecki and Westberg 1). This should concern union including parents, teachers, and students. Carmen Keller is one that has explored the topic of a male driven mathematical field. The goal in her article, " Effect of Teachers Stereotyping on Students Stereotyping of Mathematics as a Male dry land" is to discover and prove one aspect to this male domain. This being, students of teachers who tend to stereotype mathematics also tend to stereotype mathematics. Throughout the entire article, Keller supports her thesis really well. The information she uncovers and develops is reliable, because she considers and elimina tes features that could possibly factor into her research. She controls external and internal influences such as school grade, school track, previous achievement and interest and self-confidence, respectively. Great research data and analysis helps the reader feel supported and the logical information helps connect society and sciences. The following information is a summary of the data and interpretations provided in Carmen Kellers article found in The Journal of Social Psychology.Keller examines an internal influence that effects education, students perception of mathematics as a male domain. With support of other research she provides, in short, the students beliefs and their performance are correlated. Meaning that when comparing graphs of student beliefs on gender success in mathematics and actual success, the graphs follow a analogous pattern. Through personal experience, I have found this to be true. Students that have positive views about a particular subject tend to be mo re interested, thus performing better. This also works on the other end of the spectrum. Negative views deem less effort, which produces results below possible accomplishment. The student is not all at fault for these beliefs they are influence by an outside source in some way. Whether this outside influence is a fellow student, parents, siblings or teachers I feel I still need some more proof. Keller is tryi... ...nces that she did not control. Carmen Kellers article was very informative. Some of the data may have been slightly compound for an average consumer, not educated in statistics. I have always questioned why I have found more males in my math classes end-to-end my education and while researching my possible mathematical careers. Now, after reading Kellers article, I have more of an understanding about one of the contributing factors found in the gender-divided mathematical field.Works CitedDrzewiecki, L. and Westberg, K. "Gender Differences in High School Students A ttitudes Toward Mathematics in Traditional Versus Cooperative Groups." The National Research Center on the indue and Talented. 1997, Spring Newsletter.Gutbezahl, J. "How Negative Expectancies and Attitudes Undermine Females MathConfidence and Performance A Review of the Literature." ERIC Document Reproduction Service No. ED 380 279. 1995. Kerr, B., "Smart girls too." Ohio psychological Press 1994.Stage, F. K., and Maple, S. A., "Incompatible Goals Narratives of Graduate Women in the Mathematics Pipeline." American Educational Research Journal (1996) 33, 23-51.

History as Scourge :: essays research papers

History as ScourgeHow truly the wisest of men used to assert that the souls of despots, if revealed, would show wounds and mutilations weals left on the spirit, like lash-marks on a body, by cruelty, lust, and malevolence.Tacitus, The Annals of Imperial Rome. Penguin Group. Translation by Michael Grant, 1996 ed. Pg. 202Tacitus wielded his history like a scourge, excoriating the corruption of emperors and populous alike, attempting to revise the fictions of earlier histories and chart the spoil of roman letters values and virtue in the early Empire. The end of the Republic in 31 BC was, for Tacitus, the end of freedom and equality in the Roman state. Though he idealized the republic as the embodiment of Roman values and virtue, Tacitus had no illusions, fully recognizing that it was irretrievably lost. The histories of Romes emperors after Augustus were, correspond to Tacitus, tainted by flattery. Venerating the old republic, Tacitus sought to strip away the concealment of earlie r historians, revealing emperors and aristocrats as transgressors against Roman values. Tacitus view of the purpose of the historian was shaped by his determination to truthfully illuminate the moral character of his subjects. While we may be uncertain with regard to some of the specific events of The Annals, we be quite certain of the actors as they cross the stage. Tacitus leaves us with no doubt about who was virtuous and who was corrupt.Tacitus portrays the emperor Tiberius as a cunning and ambiguous figure, though Tacitus went to great lengths to resolve the emperors uncertain qualities as further evidence of corruption and excess. Tiberius suffers in comparison with his adoptive son, Germanicus. Tacitus always casts Germanicus in a positive light, measure his virtues, comparing him favorably to Alexander the Great who Germanicus surpassed, in clemency, self-control, and every other good quality. In elevating Germanicus to such heights, even raising the possibility that he c apability have restored the old republic, Tacitus denigrates Tiberius who is cast as scarcely able to conceal his delight at the death of his popular heir. In his final assessment of Tiberius, Tacitus maps the escape of his decline into corruption in proportion to his growing power.