Relative Isolation of Sub-Saharan Africa

Relative Isolation on Sub-Saharan Africa Relative isolation affected the development of sub-Saharan African cultures. The lack of contact with other African societies and non-African societies helped shape many distinct groups with individualistic forms of religion, language, and customs. Religion can only spread by contact with other people. There are two main religions in the Middle East and in Europe that have gained dominance and fight to maintain power. Religions such as Greek mythology were quickly pushed aside when a dominant power came in with a different religion.There are physical obstacles that kept people out of sub-Saharan Africa until the sixteenth century. This means that no major powers/religions were able to spread across the continent and unify the culture. This type of relative isolation is also true amongst African societies. Environmental factors have rendered it nearly impossible for an African society to put itself in a position of dominance over other societie s. Because the individual societies were focused on self-preservation instead of trading and conquering they each created their own unique religion.Africans did not have a large society/kingdom to fall back on for protection and survival. They also live in one of the harshest environments in the world; this forced them to live â€Å"as one with nature†, causing semi nature based religious systems which can also been seen in Native American culture pre-colonization. Even though the groups developed unique religions they still parallel other groups that lived under the same ecological conditions in Africa and in the Americas.Language is a defining piece of a societies identity; it creates a sense of unity amongst people, it shows a group’s means of food production, and it individualizes bands of people. African societies historically have not been in conflict with each other. This means that each group developed it’s own language and the langue has advanced along with the society. In places such as Europe and the Middle East each group had developed individual languages but with the progression of empires such as the Egyptians and the Romans came the spread of unified language.Unified language means societies now have words for tools and gods that they do not have. With little to no contact amongst African societies language did not spread through natural transactions: curiosity or trade. Societies in the rest of the world have been in contact with one another long before they were able to penetrate into sub-Saharan Africa. This means that they were trading; in order to trade one must be able to communicate with another. Trading will affect the language as whole, which will in turn cause unification in counting systems, religion, and technology.Societies in Africa did not have this exchange between groups which caused them to develop distinct societies which only had the technology and religion required to keep them alive. African customs we re derived from a need for survival. Societies in Africa had to deal with a harsh environment that was constantly pushing back at them. Their customs were a means of survival from the way they handled religion to telling children scary stories about dangerous plants and animals in the means of fairy tales. Unlike societies in Europe that usually had a kingdom of people to rely on for protection and food, Africans had to fight for survival.European societies created customs to separate classes of people based on wealth or physical appearance or some other identifier whereas African groups only created customs that benefited the group. The isolation of African societies caused them to create similar but distinctly different customs from each other. Relative isolation caused African societies to develop differently than the shared cultures of most the world. Societies in Africa also develop distinct cultures from each other due to their lack of contact with neighboring groups.

Research Investigation: commedia dell’arte masks Essay

According to italian theatre historians, such as Roberto Tessari, Ferdinando Taviani, and Luciano Pinto, Commedia dell’arte, which literally translated as improvised comedy, developed as a response to the political and economic crisis of the 16th century in Italy and, as a consequence, became the first entirely professional form of theatre [1]. It is believed that the use of mask in commedia dell’atre originated in 1570 with Andrea Calmo, the actor and author who was inspired by the venetian carnivals of the time. She created Pantaloon who is the one of the most famous characters of commedia dell’arte today. She went on to create the spanish captain ‘Il Capitano’. Although her characters were initially unmasked, Andrea wished that the spirit of the Italian carnival ( which celebrates the epiphany [2] ) would be represented in her plays and therefore she introduced the masks and thus created the commedia dell’arte that we know today. [3] The carnival of venice. [1] Records of commedia dell’arte performances date back as early as 1551, where they were acted by professionals outside on temporary stages with costumes and masks. But as it was so popular with the nobles, many performances were also done indoors at court for the amusement of nobles. [4] After it became famous with the nobles the troupes began to move to france where many play writes such as Moliere were inspired to move their written works towards comedy.[5] Commedia dell’arte started to become popular outside Italy in the beginning of the seventeenth century. As the ‘tipo fisso’ (fixed stereotypes) soon became satiric references to the Italian parliament and to the typical Italian person it became one of the most popular comic theatre genres in the 17th and 18th century. [6] There are several reasons for the use of masks in commedia dell’atre. Primarily, as this type of theatre has fixed characters but is essentially improvised, the masks are used so that the audience was able to identify the characters. As commedia dell’arte was performed by different travelling companies, this meant that they would have different costumes, yet the masks would retain all the information needed to recognise a specific character. [7] Also as these performances were mainly on the streets or by the road, there would not really be a stage nor seating for the audience this made it difficult for everyone to see everything from the same angle or height. With the masks, all the audience could observe the emotions or actions that were being portrayed.[8] Commedia dell’arte masks were traditionally made of leather and only covered half of the actor’s face. They were like this so that the actor was able to project his voice and made certain noises that he could not do with a full mask. The masks were made to fit the face of a given actor because he or she would generally act out the same character for his/her entire career. Commedia dell’arte masks tend to have large, broad feature which are distinct to each character. For example on the character Zanni, the nose is very large. It is said that the larger the nose is, the stupider the Zanni represented tends to be. Zanni [2] Zanni [3] As I have said before, commedia dell’arte characters were based on ‘tipo fisso’ (a certain stereotype). Some of them have changed there name or personality over time for example Zanni, who is characterised as short of wit and always without money. Zanni has several masks that represent him which have changed over time with the fashion. Which all mean different things for example the Brighella mask which represents that poor and starving and hopeless side of Zanni and the Pucinella mask which represents the side which is also poor but although he is stupid he is able to outwit many. Many of the characters had a stereotypical opposite for example the stereotypical opposite of Zanni is represented with the well known character Pantalone (Pantaloon) who is typically arrogant and rich and who is always dealing with people who are trying to take his money away from him. Pantalone [4] Although most of the commedia dell’arte characters wore masks, there were few that were never masked. For example Isabella. Who was most famously acted by the famous actress Isabella Andreini. Also the lovers who were mostly the daughters and sons of the old and rich such as Pantalone or The Captain did not wear masks. This is because they were just there to bring the satiric comedy of romance and love to the performance. They were there to make the performance more light. And therefore did not have a specific characteristic apart from being completely in love with their character. [10] Commedia dell’arte masks were useful in the sense that although the the costumes and stage changed in fashion over time, The masks stayed basically the same. In this way the audience could appreciate and recognise the character and still enjoy new ways of the typical story being presented. In many schools such as Jaques Lecoq’s international school of theatre in paris, commedia dell’arte masks are used as a learning instrument for aspiring actors. Jaques Lecoq, was born in 1921 started off as a sports teacher and then moved on to acting with his partner, Gabreielle Cousin. He moved to Italy for eight years in 1948 where he discovered Commedia dell’arte. Together with the sculptor, Amleto Sartori, they developed the neutral mask. When Lecoq moved back to Paris he devoted the remainder of his life to teaching at his school. Jaques Lecoq [5] His school offers several courses that work on understanding and working with the body through the use of masks. His philosophy was that in order to become a good actor, you needed to use the Neutral masks to discover your body, movement, balance and space. He also believed that the typical half masks of commedia dell’arte, played an important role in improvisation and to work on character types therefore he integrated both into his courses [11]. Words 1000 (not including bibliography, notes under images nor titles ) Bibliography: [1] – http://en.wikipedia.org/wiki/Commedia_dell’arte [2] – http://www.religionfacts.com/christianity/holidays/mardi_gras.htm [3] – http://italian.about.com/library/weekly/aa110800a.htm [4] -http://www.tutu-inc.com/thesis/THESIS.htm [5] -http://www.therudemechanicaltheatre.co.uk/talkarchive.htm [6] -http://www.tutu-inc.com/thesis/THESIS.htm [7] – http://www.usq.edu.au/artsworx/schoolresources/androclesandthelion/commedia#Mask [8] – http://wiki.answers.com/Q/What_are_masks_used_for [9] – http://italian.about.com/library/weekly/aa110800a.htm [10] -http://www.delpiano.com/carnival/html [11] – http://www.ecole-jacqueslecoq.com Bibliography of Images: [1] – http://travel.smart-guide.net/venice-carnival [2] – http://tombanwell.blogspot.com/2010/09/zanni-leather-mask.html [3] – http://www.theater-masks.com/commedia-masks/commedia-mask-zanni-1 [4] – http://www.clg-mignet.ac-aix-marseille.fr/mignet/spip.php?article440 [5] – http://www.maghress.com/fr/marochebdo/31832

CASE 7 Study Example | Topics and Well Written Essays - 250 words

7 - Case Study Example tead of passenger shippers to ensure that the nighttime services offered by the cargo shippers coincided with later afternoon pick-ups and next-time deliveries (Hill, 2011), which were actually the choice of customers. Again, Federal Express took much responsibility of the services it offered to customers and this has remained till date. This is done by ensuring that even in the case of door-to-door deliveries the company uses its internal delivery agents instead of relying on external third party companies. With this, customers are assured to guaranteed delivery and are well informed of whom to go to when the need arises. Computer companies that follow different business models are Apple and Dell. Apple follows a cost leadership strategy emphasizing quantity over quality with its Big Bell Value menu. With this, the company perceives growth from a perspective where every individual entering the premises of the company can get as many information and communication technology tools as possible. As more people are served with various hardware and software, even at lower prices, the accumulated revenue increases. Dell follows a focused differentiation strategy with its limited hardware manufacturing. Unlike Apple, there is total absence of software manufacturing. With this, there is a belief in the need to specialize in one area only so that with the provision of quality products, costs can be increased to meet expected revenue

MP3 Players PowerPoint Presentation Example | Topics and Well Written Essays - 750 words

MP3 Players - PowerPoint Presentation Example s, I searched the internet to find the detailed specifications of the mp3 players I and other acquaintances were familiar with and using them in practical life. I was already familiar with the software which comes as a part and parcel of the operating systems like Windows Media Player and Itunes by Apple. Third party software came as additional add-ons with other software packages of sound cards and speaker systems for computers. Moreover such third party mp3 software are frequently advertised on various web sites. The software industry is primarily focused on developing media rich web sites where entertainment can be at your fingertips. When computers are inaccessible or cannot be carried along, like on mountaineering trips and other outdoor excursions then the portable mp3 players come into the picture. Advanced electronics technology has miniaturized the music players while retaining the sound quality along with long lasting power packs so that music can be enjoyed in all sorts of places and circumstances. The software was developed concurrently with the operating systems and has become more functional, error free and user friendly along the course of history. Even little kids face no problem in handling software mp3 players on their personal computers as the software operation is dependent on visually attractive and easy to understand controls. The music is located in convenient folders automatically by the software, such as ‘My Music’ and stored in the mp3 as well as other formats. Alternatively one can store the files in personal folders by naming them with conspicuous titles for easy access. Visual graphics have been incorporated with the music titles and artists which are downloaded automatically by software like the Windows media Player 11 and Apple Itunes. These two as well as other software players such as RealPlayer and MusicMatch Jukebox have separate packages of these players for different versions of the operating systems such as Windows XP,

Carry out a full CSR audit and report on Burnley Football Club Essay

Carry out a full CSR audit and report on Burnley Football Club - Essay Example This incorporates the impact of operations directly and also the wider effect of the business ranging from suppliers then to customers and then to the consumers. Moreover CSR also includes the contributions the Company voluntarily makes to community and the wider society. This trend is widely increasing in the sports industry. Nowadays there is greater focus on the CSR by the stakeholders (Argandon?a Ra?miz, 2009). In the world today the discussion is increasing on the issue of the importance of integrating CSR strategies into businesses for real benefits especially in the sports organizations that have various stakeholders associated with them like the football clubs (Brown, Crabbe and Mellor, 2009).The unique position of football clubs for delivering widespread benefits of CSR is debatable. Moreover the call for building the goodwill residue that connects to CSR as their need for planning permission and attraction of negative publicity keeps growing is equally important and arguabl e. The requirement of permission for planning for a different new ground, corruption at top levels, racism amongst footballers etc. propose that all the football clubs need to address the CSR. There are basically four approaches in CSR that are namely political (corporate citizenship idea), instrumental (achievement of economic objectives by social activities), ethical (right things to perform) and integrative (integrating social demands) approaches (McWilliams and Siegel, 2001). It has been found out by recent researches that CSR policies’ effective application by the football clubs can enable the donors and also the variety of stakeholders to take a lot advantages from them. Burnley Football Club A Professional League of Football based in Burnley is known as the Burnley Football Club. The colors of the clubs are blue and claret that were adopted in tribute to leading English football club Aston Villa in 1910. Football League Championship belongs to Burnley twice that is onc e in 1920 and the other in 1960. The club has also once won FA Cup in 1914. This Clubs is a part of the two teams (the second team is Wolverhampton Wanderers) that has won all four top English Football professional divisions. It has been revealed by the recent researches that the need for stakeholder management at club level is constantly increasing and this refers to the maturity and professionalism of the football industry. This change has made the football clubs recognize the expansion in the social, economic and political importance. The importance of financial management is at its place and will always remain important but at the same time management of many other things like stakeholders is very significant for the survival of the club in the long run. Following is the analysis of the club’s stakeholders, how the relationships can be improved, the CSR learning stages in relation to Burnley football club and the assumed policies and vision statement that the club can ado pt. Club’s Stakeholders Stakeholders are those individuals who affect and influence the company. They can be clients, customers, suppliers, investors and employees. The participation of stakeholders in the survival of t

Family Health Assessment Essay Example | Topics and Well Written Essays - 1000 words - 1

Family Health Assessment - Essay Example Investing in health will lead to increase in health stock beneficial to individuals. Health deteriorates through involvement in activities such as smoking and drinking and feeding on refined food which lack roughages. This refers to the tradition and spiritual beliefs that guide in decision making. The finding unearths that religious affiliations, value-belief conflicts linked to health, special religious practices and whatever an individual perceives as significance are the pillars upon which value-health pattern is embedded. Many respondents attached seeking of medication to their spiritual beliefs as some said that they could not take drugs based on their belief. This is the metabolic pattern employed by an individual or family which unearths fluid and food consumption with respect to metabolic requirement and benchmarks local nutrients distribution and supply. This focuses on the status of teeth, hair, mucus membrane, skin and also weight and height (Gordon, 1994, p. 125). The researcher earmarked children decayed teeth based on over-feeding on sugary and refined food. Skin infection was also attached to lack of dietary amongst this family. There was a problem of weight loss based on malnutrition due to frequent refined food consumptions. This highlights the patterns of sleep, relaxation and rest. It is based on quantity and quality of energy and sleep, sleep routines as well as sleep aids employed by an individual. Many respondents basically males had lesser time to sleep and rest based on lack of work-life balance. The inadequacy and inequality of leisure hours and sleep was seen to affect males explaining massive weight loss. To females, quality and quantity sleep made them being healthier as they were not attached to more hours of work. This explains leisure, recreation and exercise patterns based on an individual hobbies and stretches to incorporate respiratory and

PHIL 102 Essay Example | Topics and Well Written Essays - 500 words - 1

PHIL 102 - Essay Example Simply, it is assumed to be a moral good in itself. Kant, a deontologist and philosopher, asserts that there are certain things that people are entitled to do, regardless of their repercussions. For instance, he perceives that people have an obligation of always standing for the truth. It is pertinent for anyone to find their moral obligations via the use of hard logic or reasoning. According to Kant, people begin to instill knowledge of the categorical imperative when they start to question and contemplate on the nature of ethics. Moreover, Kant asserts that acting with regard to morals is practically intricate and should not be easy especially in cases when one has a conviction to do something else. This apparently implies that acting morally may encompass people to act within a state of emotional detachment. For instance, reasons why smokers find it hard to quit smoking knowing that it is a morally wrong act, is questionable. In his categorical imperative, Kant states that moral truth is a concept beyond human experience and it is practically intricate to depend on senses to learn its meaning. In addition to moral truths being priori, they aid people to infer what it actually means to act morally and more so, comprehend why doing something or behaving in a certain manner is a morally good thing to do and this is through use of reason. Kant explains that, reason leads for moral actions but does not follow. Kant argues that the contemporary ethical debate starts with an assumption that a person requires free will for them to be morally accountable. Regardless of the fact that one may do good under instruction, Kant argues this to be a moral accident and not necessarily a moral act. Therefore, to qualify in acting in a truly moral manner, someone ought to choose to execute something by themselves. However, for Sigmund Freud, we cannot ever be completely sure of our actual motives. Moreover, it is

Flannery O'Connor Essay Example | Topics and Well Written Essays - 1500 words

Flannery O'Connor - Essay Example Often, O’Connor’s stories came to reflect a non-secular nation at war with itself, although many of her works focused on the fictional tale of one family, who happens to be directly affected by this conflict (with the occasional murder). Even today, as the intertwining aspects of violence and religion continue to appear across America’s newspapers and our awareness of the world, O’Connor’s works tap the underlying issues plaguing many peoples since they were first written. Flannery O’Connor spent the earliest and latest years of her life residing in Georgia. Although she was a devout Roman Catholic, her 1955 short story â€Å"Good Country People† followed the lives of a protestant family and one â€Å"naà ¯ve† Bible salesman. This particular story follows Hulga Hopewell, a PhD in Philosophy, who swore off many of the non-intellectual aspects of the world, including the affection of men. But, when a Bible salesman saunters into town to preach for his own prophet, she decides that despite her limited experience with the opposite sex (since she had never been kissed), she would seduce the boy, believing he was simple and inexperienced when it came to love. When she proceeds to exert her dominance, she begins to succumb to the notion of love and affection (even allowing him to remove her wooden leg, which was dismembered when she was an adolescent). But then she refuses to take the next step in their fiery short relationship, so he s natches her leg and stuffs it into his suitcase, and leaves Hulga behind. However, despite the differences between O’Connor’s personal beliefs and those of her characters, numerous similarities exist between the author and her work. The main character Hulga and O’Connor remain comparable on several levels. They were both intellectuals who also suffered from debilitation, as Helga has a prosthetic leg and O’Connor was stricken with lupus, which

This Business is Ministry Essay Example for Free

This Business is Ministry Essay Abstract Man of God, Ministry, Counselor, Pastor these are the typical titles associated with people who are working inside of a religious ministry, however one title not spoken of and yet is essential and plays a critical part in the success of the other titles is entrepreneur. Like myself, you may have never place entrepreneur amongst the list of titles, I understand, because until recent studies I never would have considered the life of a Pastor to also be the life of an entrepreneur and without question a very skilled one. This paper reflects upon the challenges and rewards of being an entrepreneur inside of what is typically a profession that most would never consider a business. The challenges that pastor’s face is the same as any other entrepreneur such as Financing your business, how to get customers and when to quit your day job! Without great challenges there would be no reward ministry has rewards such as helping others, however as a business that reward does not pay the bills and the challenge is to keep your passion and find ways to ensure that this passion sustains your everyday life. This Business is Ministry The first definition on entrepreneur was merely someone who developed something. In due course, it became someone who owned a business typically a a business that delivered goods or services, However the best definition, the one used most often today, is someone who organizes, manages, and assumes the risks for a business or enterprise. I believe that the evolving of the definition was due to the realization that untraditional service utilizes the basic model for business to survive thus saying that a business can be anything that needs organization, a system that needs to be managed and that assumes certain risk. How to Get Customers Finding customers can be a challenge if you do not have a good product or service. The challenge intensifies when your business is not a business that typically sells goods or provide services. If you have a good product or service then customers will come and a great marketing strategy will boost sales. Unfortunately, for Pastors such as David Grant of Covenant Keepers Christian Center people are not typically buying a good or service when they enter into a place of worship, many do not come to give rather they come to receive. These souls come for encouragement, motivation, and inspiration and often they are poor, unemployed, or unwilling to give money past a certain amount. Many never realize that the church needs consistent followers or customers in order to provide those needs of the people who enter into the place of worship. How can a church find customers? That answer is tricky because you cannot instead you must find a soul in need meet them where they need to be met, help play a pivotal role in their spiritual development or transformation and then if they continue to attend allow them to spread the good news about where they was and where they find themselves now. â€Å"This is known as testimony,† says Pastor David Grant but in business, we call it marketing. Financing your Business â€Å"People may not know or even see the church as a business, however a church must operate like a for-profit business,† (Grant, 2014) Overall, as stated by Stephen A. Kent, church can be seen as a multi-faceted transnational corporation that has religion as only one of its many components. (Grant, 2014) In January of 2008, Pastor Grant revamped his approach to ministry  after two failed attempts and began to understand the business side of his passion he opened up Covenant Keepers Christian Center Inc. only this time in Brooklyn New York. Armed with a new mindset, business courses, and a new plan of action Pastor Grant was ready to be an entrepreneur whose business was operating a church or place of worship. â€Å"Let’s face it, it takes money to successfully do anything, and church is no exception, have you ever tried paying your light bill by praying with the representative?† (Grant, 2014) Some of the churches finances come from donations from members and people in the community this system of voluntary giving is the Tithing and Offering system. The Tithing and Offering system is bible-based instructions on giving to God’s house, the amount you are expected to give which 10% of your gross income and by not doing so it explains that you are robbing God, however many spiritual blessings are rewarded to those who follow these principles. The bible based instructions first asks a question Will a mere mortal rob God? Yet you rob me.† But you ask, How are we robbing you? In tithes and offerings.† (Malachi 3:10). The bible gives instructions on how much each person is to give, â€Å"Bring one-tenth of your income into the storehouse so that there may be food in my house. Test me in this way, says the LORD of Armies. See if I wont open the windows of heaven for you and flood you with blessings. (Malachi 3 verses 8) Typically, these finances maintain the needs of the church and the Pastor of the flock, however in today’s economy many are unemployed or have low wages, those who give a tenth is usually not enough, and as a result many churches are forced to close the doors because of a lack of finances to finance the business and the dream. Today Pastor Grant is a successful business owner who has successfully turned his compassion for people into a successful small business that has many branches such as family counseling, marriage/pre-marriage counseling, drug addiction, motivational seminars, and of course pastoring his parish. When to quit your day job? The right time to quit your day job is when you have a surefire business opportunity or you have adequate money in the depository that will allow you to work on your business and allow you to have enough resources to maintain your daily living. As with any business, money is needed to survive and nothing less is expected when you have a  church. Pastor Grant is a hard working individual who maintained his mainstream job and major source of income and allowed that job to help support his vision some call this a sideline job. Pastor Grant is successful, however has not found enough comfort to quit his day job. â€Å"I will leave my job when I know the church is 100% financially independent on a consistent basis and will be able to maintain a yearly salary for those who it employees. Reflections Entrepreneurship is the art work painted by a visionary, The interesting moment for me was when the realization that a business is not only the traditional selling of goods and services, however an entrepreneur can bring to life a vision that he/she has and with the right tools in place open a business that is lucrative. The idea that you can be a business owner simply by bringing to the table virtually any passion and make that passion a source of income without the selling of goods and services only is a fresh idea and is one that should be explored further. Pastor David Grant understood that his business was in his passion and took his passion to help others and accomplished his task as well as established a full time business. Pastor Grant admits he has not accomplished all, however he dedicated to reaching his goal, and I look forward to updating the readers about the great businessperson. References Grant, D. (2014, September 5). Pastor. (M. Grant, Interviewer) The Holy Bible, containing the Old and New Testaments Newly translated out of the original tongues: And with the former translations diligently compared and revised. By His Majestys special command. Appointed to be read in churches. (1733). Oxford: Printed by John Baskett, printer to the University.

Grandparent raising their grandchildren and the social implication Essay Example for Free

Grandparent raising their grandchildren and the social implication Essay In American society, grandparent have been involved in the issues of raising their grandchildren in situation where the parent are not available, unwilling or not able to give sufficient care for their children. In other instances grandparent participate in taking care of their grandchildren even if the situation of parent are willing to care for their children. This is due to traditional cultures giving grandparent clear and direct duty for taking care and nurturing of their grandchildren. Traditionally, relationship between grandchildren and grandparent has been a special one but the current trend and growth of grandparent raising and taking care of grandparent has raise questions. In the past three decades, growth of the grandparent has gone beyond the perceived traditional role to social problem attracting researcher to study social implication of their role (Geen Rob, 2004). A part from the traditional role of grandparent caring for their grandchildren being sentimental, this role in many instances has change to absolute caring and maintaining them. Their relationship has been special but the current trend means grandparent are taking responsibility of raising a second family. In the normal circumstances, children are expected to raised under intact family assume to having presence of both parent living in a favorable conditions. Traditionally, children would visit their grandparent in a situation where they are not living together over the weekends and sent back to their parent after the weekend. This trend has changed as the luxury of sending children to their parent of the weekend has changed to taking absolute care since the parent are unavailable, not able or not in position to take care of their children (Geen Rob, 2004). Grandparents staying with their grandchildren are expected to take responsibility of raising and maintaining them. This result to social implication as the grandparent get to this role due prevailing circumstance other than something planned. Parenting role requires commitment or devotion as well as employment of financial resources. Roles of taking care of the grandchildren give grandparents massive responsibilities which may translate to emotional straining. The raise in number of families under absolute care of grandparent has increase to a questionable level which is beyond the traditional role. Study on the grandparent raising their grandchildren is important since it may evaluate the cause of the current trends, social implication to the grandparent and grandchildren, measures and solution to be taken. This paper investigates the tread and growth of the grandparent raising their grandchildren, its implication and solution to this problem and the help which can be advanced to this form of parenting (Edwards Daire 2006). Culturally, nobody plan to raise a second taking all responsibilities which goes with this role. This means that grandparent taking fulltime responsibility of maintaining a grandchild cause to major change in the life of the grandparent (Edwards Daire 2006). Demands which come with the role of parenting for the second time leads to unplanned struggles resulting to financial, emotional, physical, social and legal challenge not experienced the time when these grandparent were raising their own children. Most of grandparent are always in their old age, â€Å"The census of 1997 indicates that 33% of grandparent caregivers are under the age of 50, 48% are between the ages of 50 and 64, and 19% are over the age of 65† (National Resources Centre for Respite and Crisis Care Services 1998 para. 2). This means that engaging grandparent in raising of their grandchildren results trying to balance between struggling to manage their old age and caring for their grandchildren. Various studies have indicated that there is an increase in the case of grandparent raising their grandchildren. According to Casper and Bryson 2008, United States Bureau of the Census categorizes studies on this subject on five type grandparent maintained families i. e. â€Å"†¦both grandparents, some parents present; both grandparents, no parents present; grandmother only, some parents present; grandmother only, no parents present; and grandfather only present† (Casper and Bryson 2008 para. 1). This categorization is important as it helps to analyze implication since different states leads to different implications. Statistics from U. S. Census Bureau indicates that in 1970 3. 2 percent or 2. 2 million children in United States lived under care of grandparents. Overtime, the proportion of the grandchildren maintained by grandparent has resulted to a drastic increase. 1997 census on this subject indicated that there was an increase from 3. 2 percent in 1970 to 5. 5 percent or from 2. 2 million to 3. 9 million. This represents a 76 percent increase over period of 27 years. According to these statistical this increase was experienced in all in the above mentioned types of the grandparent care. The most notable was 118 percent increase of grandchildren with only mothers under grandparent with grandchildren living with their fathers increased by 217 percent. This change was more notable in 1980s but this further increased in 1990 indicating the greatest increase of children maintained by grandparents. According to Hammond 2002, statistics by American Association of retired Persons on 2000 census indicates that 2. 4 million grandparents are fully in charge of maintaining and solely taking care of their grandchildren. This was a 30 percent of the increase in the in 10 years.

Financial analysis of the worldwide performance of Starbucks

Financial analysis of the worldwide performance of Starbucks The aim of this financial analysis of Starbucks is to obtain a deep knowledge of annual financial reports and other corporate information, which can provide us measurable conclusions about the company. It is essential to understand the nature of companys business, by analyzing its economic and financial environment and strategy choices made in the past. This report will begin with industry and company description, followed by financial performance overview and projection of company development over the next two years. Conclusions drawn from above analysis will support managers in making a decision whether to invest in the company. 2. The industry description The coffee industry is growing since 2002, and in recent years there was a boom caused by consumers becoming more educated about espresso-based drinks and how they are made (H. Holmes, 2004). The coffee industry includes 20,000 outlets with combined revenue of $11 billion. Approximately 20 million people work in the coffee industry worldwide. Market is very concentrated at the top with the 50 companies taking up 70% of the sales, and fragmented at the bottom. Starbucks is the market leader (Franchise direct, 2010). 2.1. Starbucks description Starbucks Corporation is involved in: purchasing, roasting, and sale of whole bean coffees, cold-blended beverages, various food items, selection of teas, and beverage-related accessories and equipment, primarily through its company-operated retail stores. It was established in 1971 in Seattle, Washington. In 1986 Howard Shultz, Retail Sales and Marketing Manager, left the company to start his own retail coffee outlet, Il Giornale. In 1987 the original investors of Starbucks bought Peets Coffee and sold Starbucks to H.Shultz, who renamed Il Giornale to Starbucks. Firm expended with shops in Chicago and Vancouver. Starbuck was the first coffee company to offer employee stock options in 1991 and went public in 1992. In 1990s Starbucks started distributing coffee through department stores, bookstores, hotels, supermarkets and online; it signed contract with PepsiCo, AOL and Dyers and opened stores in Japan, Singapore, and UK. (Hoovers.com, 2008) Starbucks has built one of the worlds most powerful and recognizable brands and the image of a unique Starbucks Experience. Its mission statement was to revolutionize the coffeehouse industry by building a perception of a coffee shop as the third place between work and home. Wi-fi internet access in all stores makes it a place where customers can work. The companys goal was to make each location a community center for higher-income crowd of the young and college-educated, a group that tends toward higher luxury-consumption levels. (Wikinvest.com, n.d.) 2.2. Competition Starbucks close competitors include other specialty coffee shops, doughnut shops, and restaurants. Starbucks holds a dominant position in the coffeehouse market which is dispersed among the thousands of independent or small-chain coffee shops. Their largest direct competitors are Dunkin Donuts and McDonalds. Both offer specialty coffee at a lower price. Main competitors short description: Dunkin, specializes in fresh baked goods, but began offering coffee in 2005. Their level of sales is at $4.3b. Currently, their coffee sales start to exceed food sales, 5-10% of total sales are from espresso-based drinks. Dunkin has a 22.9% market share. (Starbucks in the aggregate category controls a 24.7% market share) McDonalds entered the coffeehouse industry in 2007, offering coffee at its flagship stores and opening its espresso-centric McCafe concept in some markets. McDs coffee sales generate $813m in additional annual income. Current revenue from coffee is around $490m, about 6-6.5% of Starbucks coffee sales. Their price point is at 18% discount on Starbuckss. The two competitorss targets are slightly different from Starbucks. They focus on cheaper coffee to go, whereas Starbucks is providing a premium experience for a luxury price. Consequently, they compete with each other more directly than with Starbucks, however McCafe has a negative impact on Starbucks. Analysts believe that competitors will settle into separate niches, McDonalds being the better value proposition and Starbucks offering higher quality experience. 3. Financial Performance 2007-2009 3.1. Overview of Starbucks performance 2007-2009 In the fiscal year 2007, Starbucks achieved a solid performance. All goals like new stores opening, total revenue growth, comparable store sales growth and considerable cost rises from dairy products were completed. The consolidated operating income in 2008 was $503.9 and operating margin 4.9%. This was a significant decrease compared with the past few years, the reason for decrease was a changing of structure. In 2009, Starbucks faced many challenges caused by unexpected economic environment and more intense competition, which had impact on the revenue, comparable store sales, operating income and margins. 3.2. Income statement analysis 2007-2009 While net revenues of Starbucks havent been stable from 2007 to 2009 (first increasing then decreasing), its total operating income have also been moving in 2008 it decreased by 52,2% and it was $503.9 million, 4.9% of total net revenues. The reason for decrease was high distribution costs and high rent expenses. In 2009 it increase again by $58.1. Main reason for this improvement was the restructuring charges which contain: assets impairment, lease exit and severance costs. In 2008 and 2009 while net revenues were $10,383 million and $9,774.6, total operating expenses were $9,992.7 million in 2008 and $9,334.5 in 2009 that means expenses were highly eating up more than 96% of the net revenues. The company suffered a major loss of 113.185% in net earnings between 2007 and 2008. Starbucks realized that he need to re-think its business strategy. In 2008, the company incurred restructuring charges of $266.9 million due to store closures in the US and Australia and reduction of the work force. Starbucks Company derived 84% of total net revenue from the company-operated retail stores. They opened 681 new stores in the last 12 months and this offset -3% losses in comparable store sales. Total net revenue of 2009 was showed a decrease of 5.9%, stayed at $9,774.6. The company-operated retail also went down. In detail, there was a change of nearly 6.7% in comparable, for 4% decrease in transactions and a 2% decrease in the average value per transaction. Figure : Net Revenue of Starbucks 2007-2009 (Starbucks annual financial report) Figure : Operating Income of Starbucks 2007-2009 (Starbucks annual financial report) Figure : Net earnings of Starbucks 2007-2009 (Starbuck annual report) 3.4. Balance sheet In term of assets, the total assets for the three years kept staying around $5,600 million. The total current assets in 2009 were $2,036 million. This was higher than in 2008 and 2007 due to the high cash and cash equivalents in 2009. The marketable securities in 2007 were $157 millions so in 2007 the company had more short term investment. On the other hand, the total liabilities in 2008 were the highest in three years because of the commercial paper and short-term borrowing in 2008. Additionally, there was no short-term debt in 2009 but it was the highest accrued expenses during the three years. The shareholders equity in 2009 was the highest in three years owing to the additional paid-in capital. 3.4. Ratio analysis: By doing ratio analysis, the company performance would be evaluated more clearly. As we can see the current ratio for the 2009 was higher than 2008 and 2007. In 2008 and 2007, the current ratio was under 1. That means Starbucks was not in good financial health in these two years. However, this situation didnt exist for a long time but it was not a good sign. The current ratio for 2009 was 1.29, so the company had 1.29 times more current assets than current liabilities. That means Starbucks was able to cover its own obligations. As the Exhibit 1 shows the quick ratio was low for 3 years that is all below 1. This indicates that the company had difficult to turning their inventory into cash like a short-term liability which the company could not pay off immediately. In 2007, the profit margin of Starbucks was 7.15%. This means 7 cents of each dollar is companys profit. In the next two years, the profit margin decreased by nearly 3 percent. That means the net income in 2009 was visibly lower than 2007. It may mainly caused from the increase of the restructuring charges. The return on assets ratio in the year 2007 was 13.77% while the ratio declined to 6.95% in 2009. From this we know Starbucks earned more in 2007 and the net income in 2007 was higher than in 2009. The reason for this decrease results is also from increase cost of the restructuring and innovation in 2008 and 2009. In terms of leverage ratio, to measure its ability to meet financial obligation from 2007 to 2009 the debt ratio was around 50%. That means nearly 50% of funds for assets came from debt. This does not seem good for the company and the most liabilities were long-term liabilities. The debt to equity ratio from 2007 to 2009 was pretty high and the highest point was in 2007, so in 2007 more debt was used. Interests earned ratio in Starbucks during the 3 years was extremely high like in 2007, the ratio was nearly 28 times, but finally in 2009 the ratio was around 15 times a year. It could be a really good margin since the company was able to cover its interest expenses 15 times with operating income. 3.5. Cash flow Operating activities: the net cash provided by operating actives in 2009 was highest during the 3 years. The main part of activities was depreciation and amortization. Same as in 2008 the company spent $604.5 thousands on depreciation and amortization. Investing activities: the net cash used by investing activities in 2007 was $-1201.9 thousands. The main costs here were addition to property, plant and equipment and the company also spent money on purchasing available-for-sale securities. But in 2009 the net cash used by investing activities was $-421.1 thousands. This was much less than in the 2007. The reason for this was the company spent less money on additions to property, plant and equipment. Financing activities: the net increase/ (decrease) in cash and cash equivalents in 2009 was $330.0 thousands. That means Starbucks gained money from financing activities in 2009 while in 2008 and 2009 they had losses in financing activities. The reason for the gain of money in 2009 was the profit in short-term borrowing and nothing spent on the issuing of long-term debts. 4. Forecasting 2010-2011 In order to project the next two fiscal year performance of Starbucks, particularly to construct the pro forma income statements of 2010 and 2011, establishing the revenue (or sales) projection should be the first task of all. In the next steps, the rest items of the statement would be projected by the percent of sales method since it does provide simple, logical estimate of many important variables (Higgins, 2009). In fact, there was a visible growth of Starbucks revenue in both volume and speed during the period of time from 2000 to 2009. Especially, from 2000 to 2007, the annual company sales increased in steady pace in the range of 20% to 29%. This impressive growth of Starbucks revenue was a sophisticated proof for its great business strategies during the beginning of this decade. However, the story had some changes since 2008. At the end of this fiscal year, Starbucks finished with $10,383 million revenue, in comparison with 2007, the growth ratio was 10.3% only, the lowest rat io since 2000. Continuously, in the midst of the US economic crisis, Starbucks sales got negative growth at 5.9% after finish the fiscal year 2009, stay at $9,744 million. Figure : Starbucks Sales chart in 2000-2009 (in Millions) Obviously, the trustable estimation should be the sophisticated one, that normally came from data base statistic analyses. Specifically, with the availability of the last ten years data of Starbucks revenue, it was possible to apply most of time series forecast methods such as moving average, weighted moving average, exponential smoothing, and so on. Since each method had its own advantages and limitations, it is necessary to compare how every method would reflect the same provided data (Exhibit 4). The value of W3 (for the Weighted moving average method) and ÃŽÂ ± (for the Exponential smoothing method) were decided high at 0.6 and 0.3 due to the emphasis of the closest time period in term of its impact to the next following year. As a result, the forecasts for 2010 sales were quite low though there was still a slightly growth than 2009. Among the three methods, the weighted moving average method seems to be the most appropriated one since it had the smallest value of the Mean Absolute Deviation. Basically, it proved that this method had less forecasting error than others and might be the best choice of all. To be clear, the plot chart was established base on the result of the three forecast methods in Figure X. Figure : Plot of Actual Sales and Forecast Sales for 2010 in three different models (in $ Million) Visibly, the line created from weighted moving average method was the closest one to the actual sales line. Its trend reflected almost similarly to the actual during the period of time from 2003 to 2009. That is why this method was chosen to determine the 2010 Starbucks sales instead of the two methods remaining. Objectively, $9,920.81 million may not be a number that Starbucks shareholders and investors really expect, even it showed slightly growth at 1.5% than 2009. However, in some levels, it seems to reflect quite appropriately the reality of the economic conditions as well as the Starbucks status. In spite of many positive signs of the economic recovery, Starbucks is still continuing its plan to close 800 retail stores over two year 2009 and 2010. Since the 566 stores had already released in 2009, another 244 are expecting to be cleared in fiscal year 2010. Thus, it could be hard to see a rapid growth in revenue of Starbucks at the end of fiscal year 2010. In regard to fiscal year 2011, since all of the three forecasting method above only allowed forecaster to see the result of 2010 revenue, the Linear Regression method was applied to estimate the sales in 2011. By collecting the sales data from the last three years (2007 to 2009) in quarterly, by the calculation of the regression line (Exhibit 11), the value of a ( the y intercept) and b (slope of regression line) were found. These two values were use to determine the dependent variable (y). The regression forecast of sales in equation is: y = a + bx (Exhibit 5 ). The forecast results of $10,078.21 and $10,189.41 for each year of 2010 and 2011 once again confirmed about the growth trend of Starbucks sales in the next two year. Nonetheless, base on the Starbucks plan of opening over 500 new stores in US and over sea during 2011, there should be a stronger increase in sales of Starbucks in this year. Subjectively, the authors believed that Starbucks revenue would increase no less than 15% in 2011. In other words, if the 2010 revenue was forecasted at $9,920.81 million, the same item in 2011 would be around $11,408.93 million. This result was also determined base on many positive factors that Starbucks could get benefits from such as the economic recovery in higher volume and speed, the more effective operating of Starbucks after the reorganizing process in its retail stores system as well as the objective increase in customers demand. Moreover, the volume of average transaction would be higher due to the increase in cost of goods sold and the im pact of inflation. In the Exhibit 6, all the operating performances of Starbucks from 2005 to 2009 were displayed in detail by the percent of total revenue. Base on those historical data and theirs visible trends, it was possible to anticipate logically the operating results for next two fiscal years 2010 and 2011 (Exhibit 7). According to the Exhibit 14, the net income of Starbucks stays at $466.27 and $479.18 million for each of 2010 and 2011. This may be considered as the acceptable results in regard to the challenges of the current circumstance. In fact, the forecast net income of 2010 is 19.3% higher than 2009. Since the revenue of 2010 did not rise in a strong level (only 1.5%), this impressive net income mainly came from the reducing the stores operating expenses and the more effective tax rate. In 2011, the operating expenses are expected to increase and stay at 95.2% of total sales, this is an objective fact that many items in operating expenses areas are in trend of steady increase year by year accompany with the business enlarge strategy of Starbucks, such as store operating expenses or general and administrative expenses. However, this ratio might be less in the next following years if the restructure process of Starbucks would get its aims of improving efficiency of cost control in various act ivities. Conclusion and recommendation Starbucks has been the largest specialty coffee retailer in its industry, but due to the problems with our economy, it has been seeing an effect on its sales and profits. The economic situation has affected consumers spending at Starbucks and other luxury goods. Starbucks also raised prices by an average of 9 cents a cup in July of 2007, causing U.S. customers who face higher food, fuel and housing expenses to go to McDonalds and Dunkin Donuts for cheaper coffee. These issues have affected Starbucks stocks performance in the market and are slowly making this stock an unfavorable one for potential investors. My recommendation for potential investors would be to hold off on purchasing stocks from Starbucks at this moment because now is not a good time to invest in them. I would advise these investors to keep looking into this stock until they see a positive change in its market pattern and that would be when I would advise them to purchase the stock; before its price increases higher t han the average market price. My recommendation for investors holding the share of the company would be to hold on to it until they can see for certain if Starbucks stocks will continue to go down and become a loss or maybe potential go back up and become profitable as they once were. After conducting my research, I believe the Starbucks stock will eventually start going up again after they put into effect their plans for the upcoming year. This stock is definitely a valuable one that I would not let go of if I owned shares in it. Starbucks hold value to its stock, which is why my advice to shareholders is to hold off on selling their shares until they see how the upcoming year goes for the company. In a response to the McDonalds challenge Starbucks is teaming up with Burger King, which has announced that by September 2010 it would begin selling Starbucks Seattles Best Coffee in about 7,250 U.S. outlets it would launch its first national advertising campaign. India, Russia, and China represent key areas of focused future expansion.

The Relationship Between Oklahomans and Native Americans Essay

The Relationship Between Oklahomans and Native Americans I. Introduction When the name Oklahoma is mentioned, there are certain things that come to the minds of many people and one of those things are Native Americans. Native Americans and Oklahoma share a special bond that neither one of them ever thought would come into fruition. This special bond between Native Americans and Oklahoma is something that started with great hesitance but has blossomed into something great. During this paper, the evolution of this relationship between Native Americans and Oklahoma will be discussed. Oklahomans and Native Americans share a mutual respect relationship that has blossomed very much so. II.) Introduction to Native Americans Way before there was ever a state of Oklahoma or even an America there were American Indians all throughout North America. The term â€Å"Paleo-Indians† is generally used to refer to early Native Americans up through the end of the Ice Age (c.8000 BC). Most authorities believe these â€Å"Paleo-Indians† entered North America from Siberia as small bands of migratory big-game hunters. Such a journey could have been made by means of a land bridge, known as Beringia, which emerged several times during the Pleistocene. Native Americans or the American Indians were free to roam wherever they pleased before America became a nation. This time was the best time for the Native Americans they were free to do whatever they wanted whenever they wanted. The Native Americans each had their own property/territory that other Native Americans knew about and would not come into. This was a mutual respect thing. However, there were plenty of instances where Native Americans prior to the w hite man coming to America had difficu... ... this happens quite frequently at least once a month.† This is how Rhonda Hamilton thinks that casinos helps not only her little community but also all the communities within the state and the state as a whole. The relationship between Oklahoma and Native Americans is a very good one now. However, it is not great, but it does continue getting better and better. Hopefully this relationship keeps growing and only gets better as time goes on and the Native Americans keep trusting the State of Oklahoma, and the state of Oklahoma keeps helping the Native Americans when it can. This is a relationship that arose from something horrible, but it has blossomed into something great. I believe that neither side the Native Americans nor the state of Oklahoma would change anything about their relationship. I believe that they are very happy that this relationship came about.

Democracy: Justices, Injustices, and Socratic Arguments to Improve Cur

In the Republic, Plato seeks to define justice and, through definition, show that justice is intrinsically worthwhile. In doing so, Plato sets out to explain the principal concept of political justice, and from this obtain a parallel model of individual justice. Essentially, justice is defined as a result of accurate logic or reasoning. However, it is quite important to note that the democratic regime discussed in the Republic is not the same as the known democratic regime of today. The democratic establishment discussed in the Republic is a direct democracy, which, even at that time, proved to be a failure. However, the overall idea of justice and injustice found in direct democracy oftentimes proves analogous to that of the current representative democracy.   Ã‚  Ã‚  Ã‚  Ã‚   Throughout the Republic Plato seeks a definition of justice, and, in Book VIII, what justice might be found in the different regimes presented, including the democratic regime. Justice, as found in democracy, has its roots in equality and variety. Indeed, Socrates confirms that â€Å"it looks as though this is the finest or most beautiful of the constitutions, for . . . this city, embroidered with every kind of character type, would seem to be the most beautiful.† Variety is important to some, equality to most, and it is in the democracy where these two elements are highly valued. Here, justice is seen through the concept of equality, a vital concept of the true Form of Justice to many. Indeed, equality is a core aspect of democracy in the Republic, from which Plato identifies that it is the democratic regime that gives way to equality in the purest form available. This democratic regime containing the pure equality is admired by Plato, for it is â€Å"a pleasant constitution . . . which distributes a sort of equality to both equals and unequals alike.† Another aspect of the Form of Justice which is extremely important to many, and is also found in the democratic regime, is freedom. Plato, in fact, seems to admire the concept of freedom, although not placing it above the quest of seeking the Form of the Good, as Socrates observes that in â€Å"this city there is no requirement to rule . . . or again to be ruled if you don’t want to be, or be at war . . . or at peace unless you want it . . . Isn’t this a divine and pleasant life, while it lasts?† Freedom is basically found only, or at le... ...hildren at a young age, and reinforce it throughout their life. Yet another argument Plato might present toward improvement might be the value to which we hold personal freedom. Truly, is personal freedom outside sacrifice? Plato might argue that, indeed, too much emphasis is currently placed on personal freedom rather than discussing the benefits, such as harmony and order, in conceding some freedom. Plato would also argue that society currently holds tightly to the concept and value of personal freedom because the regime is disordered, and therefore those living in such a society are unhealthy. Ultimately, Plato might argue that to improve the current democratic regime would be to reach towards, and possibly achieve, the ideal state; however, realistically to improve the current democracy would be to keep the constitution of democracy intact. That is, some adjustments of education, specialization, and morality are necessary, in the Socratic argument, to achieve improvements in the current democratic regime, but not so much that it is moved out of the status of a democracy. Bibliography Plato. Republic. Translated by G.M.A. Grube. Indianapolis: Hackett Publishing Company, 1992.

A Stakeholder View of Strategic Management in Chinese Firms

INTERNATIONAL JOURNAL OF BUSINESS STUDIES VOL 15, NO1, JUNE 2007: pages 1 of 13 A STAKEHOLDER VIEW OF STRATEGIC MANAGEMENT IN CHINESE FIRMS Dr Xueli Huang1 Dr Scott Gardner2 Despite the fact that China has emerged as a driving force of the world economy over the last decade, little research has been undertaken into how Chinese firms strategically manage their businesses. This paper develops a theoretical framework of strategic management in the Chinese firms through reviewing and synthesising five strategic perspectives that are relevant to the Chinese context: the Industry Structure View (ISV), Resources-Based View (RBV), Institutional View (IV), Relational View (RV), and Stakeholder View (SHV). We elaborate the relevance of the SHV in the Chinese context and its relationships with other strategic perspectives. Finally, we offer several managerial and research implications based on the theoretical framework developed. Key Words: strategic management, Chinese firms, stakeholder perspective I. INTRODUCTION One of the most significant developments in the global economy is the re-emergence of China as a major driving force of the world economy. Since the implementation of the open-door, market-oriented policies in 1979, China has quadrupled its GDP and sustained a significant average growth rate of over 9 per cent. The foreign direct investment (FDI) in China in 2004 amounted to US$ 60 billions, making China the biggest FDI destination country over three consecutive years from 2002. Chinese organisations now compete fiercely in domestic markets, and the international trade arena, with the value of China’s international trade accounting for over 70 percent of its GDP in 2004. The Chinese have also expanded their business operations to other countries as illustrated by the recent examples such as the Levono, China’s largest Personal Computer (PC) manufacturing company, acquiring IBM’s PC division, and the unsuccessful bid of China National Offshore Oil Corporation (CNOOC), China’s third largest oil company, for Unocal, the ninth largest oil company in the USA. Despite the important role played by the Chinese economy in general, and Chinese firms in particular, in the global economy, China has been considered as one of the most underresearched regions in the world (Tsui, Schoonhoven, Meyer, Lau, & Milkovich, 2004). Although interest from executives, academics and media on Chinese business matters has 1 Dr Xueli Huang is Senior Lecturer at the School of Management, Edith Cowan University. Email: x. [email  protected] edu. au 2 Dr Scott Gardner is Associate Professor at Murdoch University. Email: s. [email  protected] edu. au 1 A stakeholder view of strategic management in Chinese firms increased dramatically over the past several years, little research effort has been devoted to studying the strategic management of Chinese organisations. This paper investigates strategic management in Chinese organisations. In doing so, an attempt is made to integrate the current literature on strategic management, focusing on the two dominant perspectives of the past twenty years: the Industry Structure View (ISV) (Porter, 1979) and the Resource Based View (RBV) (Barney, 1997; Prahalad & Hamel, 1990; Wernerfelt, 1984). It also examines Post, Preston and Sachs’ (2002) conceptual schema of complementary perspectives for strategic analysis of 21st century corporate environments – the Stakeholder View (SHV). In attempting to make sense of increased strategic complexity and the central role of networks of human relationships in shaping economic activity in Eastern (notably Chinese) and Western markets, our analysis will call upon the ISV, RBV and SHV with additional reference to other contemporary strategic perspectives including the Relational View (RV)(Dyer & Singh, 1998), and the Institution-Based View (IBV) (Peng, 2002). By focusing these lenses on how business is conducted in the cultural context and commercial environment of China, this paper aims to: 1) enhance understanding of why and how the strategic behaviours of Chinese managers differ from those of Western managers? 2) explain why the SHV is relevant to Chinese management practice; and 3) develop an integrated theoretical framework that can be used for guiding future research into the unique characteristics of strategic management in Chinese organizations. II. LITERATURE REVIEW The Industry-Structure and Resource Based Views How firms behave and what determines a firm’s performance in international competition are two of four fundamental issues in strategic management (Rumelt, Schendel, & Teece, 1994). Searching for sources of competitive advantage has been a key theme for strategy researchers and business managers over the past five decades. Consequently, a number of strategic management views or thoughts have emerged that explain either sources of competitive advantage or how firms form strategy (Mintzberg, Ahlstrand, & Lampel, 1998). The ISV and RBV are two prominent views that have endured in the literature and in practice despite significant reconfiguration of global market boundaries and technologies over the decade to 2006. The fundamental assumption of ISV proposed by Porter (1979) is that a firm’s performance is primarily determined by the environment, including both macro environment and industry environment within which it operates. These two broad sets of environmental factors heavily influence the attractiveness of a position for a firm to occupy. As such, a firm uses its market power, or in Williamson’s (1991) terms, ‘ strategizing’, as a primary means to generating supernormal returns or achieving competitive advantage. The second prominent perspective of strategic management is the RBV proposed by Wernerfelt (1984) and subsequently developed by strategic scholars, most notably by Barney (1986; 1997), Rumelt (1984) and Teece and his colleagues (1997). The RBV 2 International Journal of Business Studies argues that a firm’s competitive advantage is primarily based on the heterogeneity of the key resources and capabilities it owns or controls, particularly those that are difficult to mobilise. It is the heterogeneity and immobility of these unique resources and core competence that earn a firm’s supernormal rents. In Williamston’s term, firms adopting this approach are ‘economizing’ (Williamson, 1991). Although the RBV has been widely used in strategic literature, its contribution to the theoretical development has been recently challenged (Priem & Butler, 2001). The Relational and Institution-Based Views Although these two schools of strategic management mentioned above have contributed significantly to understanding of the firms’ strategic management practices and behaviours, the quest continues. Recent effort devoted to this area has resulted in several promising and interesting developments over the past decade which are relevant to the study of strategic management in Chinese organisations, including the Complex Response Process View (CRPV), (Stacey, 2003), Relational View (RV) (Dyer & Singh, 1998), Institution-Based View (IBV) (Peng, 2002) and, more recently, the Stakeholder View (SHV) by Post, Preston and Sachs (2002b). There are considerable overlaps across these views that attempt to balance the long standing use of high level and rational industry analysis to explain firms’ strategic behaviours, within a defined marketplace, with a more dynamic, processual, and ultimately political view of strategy. This is focused on human motives and interactions within inter-connected, local, national and global networks or constituencies. The Relational View (RV) (Dyer & Singh, 1998) proposes that firms can achieve abovenormal returns through profiling and actively managing their network of relationships with other business organisations, particularly with suppliers and users. Dyer and Singh (1998) also outline four mechanisms through which these inter-organizational relationships can generate competitive advantage. They are: 1) investing in relationspecific assets to gain productivity in the value chain; 2) substantial knowledge exchange, or sharing between participating organisations to enhance inter–firm organisational learning; 3) leveraging the complementary resources and capability of alliance partners to develop new products and services; and 4) using effective governance to reduce transaction costs. As Dyer and Singh (1998) argue, one of the major benefits of this view is that it extends the unit of analysis for sustainable competitive advantage from a single firm (RBV) or single industry (ISV) to a network of inter-organizational relationships. The RV can be regarded as a middle range theory as it only focuses on a limited number of concepts (Neuman, 2003). Another recently developed view that is relevant to the studies of strategic management in Chinese organizations is the institution-based view (IBV) (North 1990; Peng, 2002). This view attempts to explain why the strategic decisions of apparently similar firms in different countries vary, and considers institutions as a new set of independent factors, besides a firm’s resources and its industry structure, that influence its strategic choices. According to North (1990), institutions are â€Å"the rules of the game in the society†. More specifically, Scott (1995) refers to institutions as â€Å"cognitive, normative, and regulative 3 A stakeholder view of strategic management in Chinese firms structures and activities that provide stability and meaning to social behaviour†. Thus, institutions help identify what strategic choices are acceptable and supportable, reduce uncertainty, and provide consistency to firms. Based on this view, therefore, institutional factors constrain the choices a firm can make, and are often considered in the strategy literature as part of the environment under which organisations operate. Organisations in different countries behave differently because the political and legal systems, social norms and values vary from one country to another, and these are important elements which influence strategic decisions. In other words, the institutional framework, as defined by Davis and North (1970) as â€Å"the set of fundamental political, social and legal ground rules†, in different countries influences firms’ strategy and consequently their performance. The IBV has shed much light on our understanding of strategic behaviour of firms in different countries, and could be good platform for developing new theoretical perspectives that are pertinent to the emerging business culture of China. (Peng, 2005). The Stakeholder View A more recent development in strategic thinking is the stakeholder-based view (SHV) (Post, Preston, & Sachs, 2002b). In line with the institution-based view, the SHV recognizes the important role played by political and social arenas shaping organisational decision making and performance. Post, Preston and Sachs (2002) build on this broad position, arguing that organisations, and particularly powerful multinational corporations, need to actively develop, maintain and manage relationships with their key stakeholders, including governments and communities. This proactive cultivation and long term management of strategic relationships contrast to the IBV, which suggests passive conformance to the rules. It is however quite consistent with management as understood and practiced in Chinese business networks. It therefore deserves more detailed discussion and elaboration in this paper. According to Post, Preston and Sachs (2002) the stakeholder view holds that â€Å"the capability of a business enterprise to generate sustainable wealth, and hence long-term value, is determined by its relationships with critical stakeholders† (p. 1). There are two primary, but implicit, assumptions on which the SHV is based. First, a firms’ sustainable and long-term value is determined by three broad types of factors: industry structure, resource base, and social and political setting. It combines the external and internal environments of the firm, and human relationships within its immediate sphere of operations and broader constituency as lo ci for analysis. Second, within this broad constituency there are critical stakeholders whose relationships with the focal firm influence its performance either positively or negatively, (See Figure 1). Thus, the authors (Post, Preston, & Sachs, 2002a) argue that the SHV both integrates the industrystructure view and RBV into a broader analytical framework for understanding strategic decisions and actions, and complements them through a broader understanding of how the industry position, resources and firm performance are affected by social and political factors. International Journal of Business Studies Figure 1 The stakeholder view of the corporation (Post, Preston, & Sachs, 2002, p. 55) The theoretical foundation of the SHV can be traced back to the stakeholder theory popularised by Freeman’s seminal work on stakeholder management and its ethical implications (Freeman, 1984). Since then, the stakeholder concept as a significant element in strategic management theory and practice has been widely used in varied settings, including the public sector and not-for-profit organizations in the USA and various European contexts. Following Freeman’s discussion of the purpose and ethical considerations of stakeholder management, Donaldson and Preston (1995) proposed three types of stakeholder theory: descriptive, instrumental and normative. Descriptive stakeholder theory attempts to describe and explain specific characteristics and behaviours of business organisations, instrumental theory is used to identify the connections between stakeholder management and organizational performance often where profit motive or advantage over rivals are dominant considerations, whilst normative theory focuses on the interpretation of corporate functioning, including moral and philosophical guidelines for operations and management (Donaldson & Preston, 1995). Based on this typology of stakeholder theory, instrumental motives and the quest for competitive advantage through stakeholder management appear to have dominated in the literature over the past fifteen years. However this has been offset to a certain extent in recent years by an increased focus in the literature on the role of stakeholders and stakeholder management in the practice and adoption of corporate social responsibility by US and European multinationals (Laszlo, 2003; Sirgy, 2002; Vogel, 2005). In common with other major US based stakeholder theorists, Post, Preston and Sachs (2002) widely disseminated notion of the SHV has been developed primarily from observations of the characteristic management behaviours within a small number of large US and European based multinational corporations, which they refer to as â€Å"large, complex enterprises† (p. 9), citing examples such as Motorola, Shell, and Cummins Engine Co. The reasons for adopting this particular case-based research method is that it 5 A stakeholder view of strategic management in Chinese firms equires an in-depth and comprehensive understanding of the organisations under study, and that the development of the relationships with its critical stakeholders is often evolutionary and path-dependent. Summarising the strategy perspectives discussed above, an integrative framework can be proposed as shown in Figure 2. Figure 2. An integrative model of strategic management in the Chinese organisation Is the SHV pers pective appropriate for understanding and explaining strategic management in Chinese organisations? Whilst the SHV ocuses on the relationships with key stakeholders and its impact on the long-term organisational wealth, many have observed that unique business relationships, or Guanxi, have been based on characteristic behaviour of Chinese managers. Thus, there is a coincidence between the SHV theory and Guanxi practice in China. Using the distinction provided by Argyris and Schon (1978) between theory and practice, one could wonder if the SHV is a theory espoused and consciously enacted by Western managers in recent years, but imbued in Chinese business practices for many centuries. As stated by Donaldson and Preston (1995), how stakeholder theory is understood varies from country to country, even in the highly developed market capitalist economies, of the USA, Europe, and Japan. The current Chinese context, in an economic, and more so, social and political sense, is vastly different from those of Western countries. Therefore, it is helpful at both a conceptual and practical level to examine how and why stakeholder management is practiced by Chinese firms. In the following section, we attempt to explain strategic behaviours of Chinese business practitioners, particularly the relationships between stakeholder management and other 6 International Journal of Business Studies dominant strategic views through examining the Chinese business settings and making use of the theoretical insights offered by the SHV. III. THE RELATIONSHIPS BETWEEN STAKEHOLDER MANAGEMENT AND OTHER STRATEGIC VIEWS IN THE CHINESE CONTEXT Although the five strategic views mentioned above have been largely developed independently, a close examination of these views reveals that overlaps exist between some of them. In the following subsections, we focus our discussion primarily on the relationship between the SHV and other views. Stakeholder management and resource-based view in the Chinese business setting Based on the RBV, an organisation can generate supernormal rents through the identification, acquisition, and use of its resources that are valuable, rare, difficult to imitate and non-substitutable (Barney, 1991). Although human resources have been considered as one of the four major categories of resources within the firm, RBV has not looked beyond the properties of these resources. The focus of this view is primarily internal with little attention who, outside the firm, can influence the processes of resource access, acquisition and use. The relationship between organisational performance and external resources has been convincingly elaborated by the resource-dependence theory developed by Pfeffer (1978). According to the resource-dependence theory, the organisation relies heavily on its external stakeholders for key resource inputs to survive and prosper. For Chinese organizations, there is considerable dependence on external stakeholders for resource acquisition and use. Typically these external bodies or parties would be partly those with authority for either allocating resources, such as governments and banks, or influencing resource acquisition and use, such as taxation departments, or Bureau’s of Industrial and Commercial Administration, which can exercise considerable discretion within the broader legal and regulatory framework impacting Chinese business contexts. One particular point in case is the role of the Chinese government. Historically Chinese governments have controlled much of the national wealth and resources, and been heavily involved in making economic decisions. For example, most of major investment decisions in the state-owned enterprises have been directly influenced by the Chinese governments. Moreover, anecdotal evidence, either from public media or the word of mouth conventional wisdom in China, suggests that cultivation of relationships with Chinese banks, other business entities and their employees, are important to support financing, timely information sharing and sourcing critical materials for business enterprises. Stakeholder management and the market-based view Establishing a strong market position in China is very difficult because Chinese markets, even market segments, are usually big due to its large regional population bases. The well-established, and usually large, state-owned enterprises also make it harder to operate competitively for new comers in the Chinese markets. Although many new business 7 A stakeholder view of strategic management in Chinese firms opportunities are continuously emerging, most of them are still heavily regulated by the Chinese governments. The governments can help and/or deter market position building through licensing (e. g. , taxi industry, iron ore importing), investment approvals (e. g. , steel mills), and issuing permits for key capital intensive activities such a commercial building and large scale infrastructure projects, whilst similar practices of these can also be observed in Western countries, the licensing and approval processes in China are often opaque and leave much room for discretion by government officials. Stakeholder management and institutional view As discussed above, the legal and political settings in China have profound influence on the strategies pursued by Chinese organisation. The legal systems in China have traditionally been loosely configured and left much room for interpretation. Chinese laws are usually not well codified and difficult to reinforce (Ahlstrorm & Bruton, 2001). Moreover jurisdictional boundaries between the governmental departments at the same level or governments at different levels often overlap. Therefore, favourable relationships with Chinese regulatory authorities can have a positive impact on the organisation’s performance. With regards to the political setting in China, the long history of feudalism in China from 221BC to 1912 has consistently shown a close link between political power and economic wealth. With the prevailing feudal system, political power was centrally controlled by the emperor and his royal family with business enterprises in China relying heavily on their government (emperor and royal families) for survival or prosperity. Coupled with the loose legal systems, favourable relationships with the Chinese government or royal family have traditionally been considered extremely important for business organisations to maintain their survival and growth. Modern Chinese history shows similar patterns of a close link between the government and business entities. Even after the Chinese communist party took over the power in 1949, the Chinese government controlled most of the country’s wealth. Many Chinese large enterprises are still state-owned. Therefore Chinese governments have been heavily involved in economic activities at both industry and firm levels over the past five decades. Developing a favourable relationship with various government departments and doing business under their authority or with their help, is still considered one of the most profitable courses for Chinese businesses to adopt in today’s global economy. It is good relationships with the government that help business organisations to grow and occupy a strong position in specific industries with provincial, national and international market penetration. This relational perspective on business and strategy has many historical and cultural precedents in China. Stakeholder management and relational view in the Chinese cultural setting Since the time of the Qin Dynasties Chinese culture has been dominated by Confucianism that stresses the importance of human relationships and harmony within a society. This requires that interpersonal relationships be appropriately arranged. The friendship (yi), which emphasized the mutually beneficial relationships between one and other, has been 8 International Journal of Business Studies egarded as one of the four characteristics of the fundamental tenet of Confucianism is humanity (ren). The central significance of these principles of friendship or egalitarianism has not waned in the Chinese recent history. In contrast, the Chinese Communist Party reinforced these ideas during the 1950s to 1960s, and more recently from the mid 1990’s to the present day, as a desirable social norm or virtue. At the business level, the Chinese governments have facilitated cooperation and collaboration among the state-owned enterprises in many business areas, such as new product development (Huang, Schroder, & Steffens, 1999). Frequent gatherings amongst businesses either through political meetings or economic activity among managers in China has also served to facilitate this collaboration and cooperation processes. Such institutional and cultural settings in China manifest in different behaviours including information sharing and informal governance, two of the four mechanisms suggested by Dyer and Singh (1998) which can be used by organisations to enhance their competitive advantage. It suggests that the strong cultural and institutional foundation that exists in Chinese business for developing reciprocal relationships. This can help improve organisation’s performance – a central principle for the Relational View. IV. THE STAKEHOLDER VIEW AND MANAGERIAL IMPLICATIONS FOR CHINESE MANAGERS AND RESEARCHERS This paper explored the relational basis on which the Chinese organisations compete in their domestic markets drawing comparisons with recent Western views of strategic behaviour. These were framed in a broader historical context of doing business in China. It is contended that the recent stakeholder view proposed by Post, Preston and Sachs (2002) provides much promise in terms of both theoretical and practical insights into how and why strategic management is practiced in Chinese organisations. However, clear differences in Chinese and Western social and political systems, and the stage of capitalist evolution need to be considered in applying the SHV to the Chinese settings. As stated by Donaldson and Preston (2005), how stakeholder theory is understood varies even in the market capitalist economies. This is more evident in the contemporary Chinese context, where social and political settings are vastly different from those of Western countries. A number of managerial and research implications are proposed from this paper. First, we have presented an integrated framework of strategic management that indicates the mechanisms linking relationships with key stakeholders and organisational performance. It is proposed that whilst developing and maintaining these relationships has been traditionally valued by Chinese as part of their culture, contemporary Western strategic management thinking would seek to equate effort spent on this area with measurable performance outcomes and long term competitive advantage. With this in view, the integrated framework presented could be used to provide Chinese managers with a more holistic and formalised view of strategic management to support the development clearly articulated objectives and productive long term interactions with key stakeholders. A stakeholder view of strategic management in Chinese firms Secondly, it is clear from the framework presented that the stakeholder view is only one of the approaches for creating organisational wealth. Several types of organisations are competing in the Chinese markets and each could be competing on different basis. Multinational corporations compete on their market position and resources, whilst stat eowned enterprises compete on the basis of being institutionalised within political and cultural settings, providing strong market influence and ready access to resources. Most local private firms may compete on the cultural settings, flexibility and speed of decisionmaking. As the Chinese governments gradually level the playing field for all business players, the political settings in China will be changed. Therefore, managers of Chinese organisations, particularly state-owned enterprises, need to develop relationships with other types of new era capitalist stakeholders who can help build strong market position and/or gain access to key resources. Thirdly, relationships with the stakeholders need to be considered as strategic (intangible) assets for business organisations in Western markets and as a powerful means to compete in China. As in the West, these relationships are located within a broader social and transactional knowledge networks (Kaplan & Norton, 2004; Nahapiet & Ghoshal, 1998), containing untapped strategic value for Chinese companies operating locally, regionally, and globally. Currently many Chinese managers spend much effort practicing a stakeholder theory in a fragmented way at a one – on – one, individual level. Whilst the compounding effect of the aggregation of these individual relationships is not clear, there is an argument with respect to the SHV to support a more strategically aligned, and systematic integration of these routinised interactions at the organisational level. This is one of the most challenging issues in implementing stakeholder theory in the Chinese organisations, as most of the relationships with key stakeholders are based on the trust between individuals, rather than between organizations. Looking to the future merging of Chinese and Western business practices organisational structure also needs to be redesigned to manage the relationships with key stakeholders. This is crucial. Although stakeholder orientation can be built into organisational culture, people need to be assigned to facilitate the ongoing integration and implementation of stakeholder management. There is no doubt that stakeholder management is both a science and an art. It requires intuition and human skills – more art than a science. However, it also requires systematic, rational, and analytical techniques. A number of stakeholder management techniques have been developed over the past decade, which may support the integration of stakeholder management into mainstream in to the strategy processes of Chinese businesses- most notably stakeholder mapping (Johnson, Scholes, & Whittington, 2005), and cognitive mapping (Eden & Ackermann, 1998) which help to tap into the social capital and relationships embedded in broader business networks. Finally, from a methodological point of view, the SHV points out the importance of a more holistic and integrated approach in understanding strategic management in Chinese organisations. So far, most of studies on Chinese management have used existing Western management theories to explain the Chinese business phenomena. 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Early Christian Architecture Essay

Early Christian Architecture We have spoken of how one style of architecture develops from another, and we are now to look briefly at a form which is chiefly important as being a link in the chain of styles. There are not many important buildings of the Early Christian style. It came into being at a time when not much building was going on that is, during the early centuries of Christianity, and what good examples there are, are nearly all churches. During the first three centuries of the Christian era Christianity was under the ban of persecution, and there was not much chance for it to manifest itself in great architecture. But, early in the fourth century, Constantine became Emperor and was converted to Christianity. He made Christianity the State religion. Constantine founded three large basilicas in Rome, all of which have been buried or destroyed. The chief objects to be thought of in these churches was to build without too much cost, to do it quickly, and to accommodate large congregations. A great structural principle which they used in roofing, or spanning spaces, is the truss. This is a frame of beams, or of beams and rods, so disposed and fastened as to make a continuous support or bridge across an open space. The truss was used by the Romans in roofing their basilicas. CHIEF FEATURES As the great Romanesque style grew out of this early Christian architecture, let us look at the main features of the earlier and simpler style. Some of the most important of these features are preserved also in the Gothic church and we shall wish to see, as we very easily can see, how they grew out of this first early Christian style. The buildings of this style were simple in form, but of noble proportions, and, though very plain without, they were often gorgeous within. A notable circumstance about the early Christian work is the fact that its monuments were built largely from ruins and fragments quarried from earlier Roman work. No doubt much beauty was ruthlessly destroyed in this way. Before the Christian era Cato borrowed from the Greeks their hall of justice; the first one being erected in Rome about 190 years before Christ. These basilicas usually had a large hall connected with a portico, and encircling galleries often enclosed the whole. When Christianity became a State religion these buildings came to be used for religious purposes. The basilica always had a central aisle; and this nave or central portion was usually separated from the side aisles by rows of columns. At the further end of the nave was the sanctuary or apse, in front of which stood the altar. In front of the whole was usually an atrium or fore-court, surrounded by a covered arcade. The exterior was extremely plain, and the interior resplendent with marbles and mosaics. A wooden roof covered the edifice. Figure 29 is the ground plan of a basilica which will show us the general arrangement, although this basilica does not happen to be an old Roman example. Above the columns that surrounded the nave there usually arose another story called the clerestory (clear story), the walls of which were pierced with windows. This is a feature which persists through later styles, and it is interesting to see its simple and plain beginning. Some of the Egyptian temples had clerestories, but the European examples date back only to early Christian architecture.