Realistic and Magical Elements of A Very Old Man with Enormous Wings Es

Realistic and witching(prenominal) Elements of A Very Old human being with Enormous Wings A Very Old homosexual with Enormous Wings is a renowned short story written by Gabriel Garcia Marquez. It was published in 1955. Gabriel Garcia Marquez was born and spent his childhood in Colombia scarce has lived in Paris and Mexico. As for the work that made him famous, A Very Old Man with Enormous Wings is considered by most an archetype of Magical realness. When reading A Very Old Man With Enormous Wings, one comes across many elements of Magical naturalism. A good specimen of Magical Realism is the erstwhile(a) man with wings. An oldish man is normal and earthly. However, when wings are applied, what was once mundane becomes stereotype of Magical Realism. What is most important about they old man with wings is not actually the old man himself, but, more importantly, the fact that the characters interacting with the old man view him as just a old man with wings. Unlike the society that most live in, this society would never accept the old man as ordinary. The cleaning woman who was turned into a rover as a child for disobeying her parents is also a good model of Magical Realism. Things in Gabriel Garcia Marquezs works are classified as Magical Realism. The woman who knew of all things living and dead is a type of Magical Realism. How many people know everything? For that matter, how many people actually know anything? The point is that no one, no matter whom, is capable of knowing everything. Realistic elements are tossed into the melting pot of Magical Realism just as fictional elements are so commonly done. Capitalism is a realistic element that is never forgotten. No matter what any writer creates, it will more then likely collect at least some kind of capi... ...hat it is a work of Magical Realism. Over all, A Very Old Man With Enormous Wings is a perfect sample of Magical Realism. Works Cited Chanady, Amaryll. Magical Realism in Spanish American L iterature. Magical Realism Theory, History, Community. Ed.Louis Parkinson Zamora and Wendy B. Faris. Durham, N.C UP, 1995 125-144. Garcia Marquez, Gabriel. A Very Old Man With Enormous Wings. The Norton Introduction Literature. Ed. Jerome Beaty.N.Y. W.W. Norton and Company, 1996.525-529. Leal, Luis. Magical Realism in Spanish American Literature. Magical Realism Theory, History, Community. Ed. Louis Parkinson Zamora and Wendy B. Faris.Durham, N.C UP, 1995119-124. Roh, Franz. Magical Realism in Spanish Literature. Magical Realism Theory, History, Community. Ed. Louis Parkinson Zamora and Wendy B. Faris. Durham, N.C Duke UP, 1995 15-31.

Darkness Imagery In Macbeth Essay -- essays research papers

Darkness Imagery in William Shakespe ares Macbeth     Ambition and evil are the basic elements in William Shakespeares Macbeth. Macbeth is a tragedy which was written by Shakespeare in the Elizabethan Era. There was much use of Raphael Holinsheds Chronicles of England, Scotland, and Ireland as it was needed for creating the environments and situations in the play. Macbeth takes place mainly in Scotland and is a play about an ambitious thane, named Macbeth, and his wife whose flaws lead to their demise. Since Macbeth is a tragedy, probably nothing else would be as suitable for the play than darkness imagery.     Imagery is a very important aspect of literature. Many different types of imagery exist and there is at least one dramatic purpose for each image. By analyzing William Shakespeares Macbeth, it is evident that darkness imagery is used for three dramatic purposes. Those three purposes are to create atmosphere, to hinge on the emotions o f the audience and to contribute to the major theme of the play.      The darkness imagery in Macbeth contributes to its ominous atmosphere. In the very beginning of the play the three witches are public lecture and the first witch says, "When shall we three meet again? In thunder, lightning, or in rain?" This is a good example of darkness imagery because when view about the crashing thunder, lightning, and rain, thoughts of ominous things are broug...

Brave new world and how it influenced my life Essay -- essays research

A Different WorldA Different PersonAll forms of art have greatly influenced my life and have had an enormous force play on me as a person. Throughout high school, of all the great works of literature, poetry, and other types of art that have given me a feeling of joy, my of age(p) year I discovered one piece of literature that stands out and opens my eyes to the world around me. Art, literature and music not only enamor and inspire me, but also despite all of the thought provoking choices at hand, sunny New World, by Aldous Huxley, has had the greatest affect on my notion of the world.I believe that this story is similar to what our society is becoming and has opened my outlook on the world. Aldous Huxley greatly described an innovated world in which all matters of justice and individuality atomic number 18 gone. The characters in this book are born into a rank system, in which they are conditioned to think and act according to which caste level they belong. Although, he did not predict that the human race would actually yield to this sad, loveless lifestyle, surprisingly they adapted rather quickly. After reading Brave New World, I was not only rudely awakened by the lifestyles of this race, but also shown what is truly important. With cloning being one of the new discoveries in todays society, I can see how mankind could become a sea of walking machines, easily compared to those in Brave New World. From birth, the characters are told how to act, think and dress. To an extent, our soci...

We Must Educate Everyone About Child Abuse :: Violence Against Children

Every year more than 3 million reports of kidskin abuse are made in the United States involving more than 6 million children. Very few people are aware of the severeness of child abuse. While some people choose to ignore it, umpteen people are oblivious to the fact that is even exists. Unfortunately, because very few people know about the severity of the problem or do not know how to stop it, the cycle of violence will continue for generations to come. It is detrimental that the cycle stops and abused children do not grow up to be abusers. Many children are afraid to ask for help, they feel they will be hurt again or punished. It is so very important that children know it is undeniable and right to seek help. Unfortunately, 90% of children abused are under the age of 12. That means that most of them are not even out of elementary school. The humanitarian of child abuse education classes in elementary schools would provide knowledgeable information to every c hild about dealing with child abuse. Education is a very key part to preventing the spread of violence. In order to really understand child abuse, it is important to know some of the main facts about child abuse. Iowa law actually defines six specific type of abuse. They are physical, emotional, sexual, denial of critical care, child prostitution, and drug exposure. Abuse happens to children of all ages and backgrounds, it affects all economic classes, races, cultural and religious groups. It is estimated that a child is abused every 26 seconds in America. Abused children suffer emotional, social, and intellectual deficits that may be with them throughout their lives. Criminal and godforsaken behavior, psychoses and psychiatric illness, drug and alcohol abuse, school and learning difficulties, and employment problems are all documented outcomes of child abuse. For these reasons as well as countless others, the acquire to stop this cycle is so very apparent. So why is more attention given to the effort of preventing child abuse? Here is one realizable explanation to this question.

A Call To Occupy Movement Essay examples -- Social Issues

The Occupy Movement has inspired a domino-like effect the world over, starting rebellions from the Americas to Asia. The normal vision of the movement is its aim to get the 99% to overthrow the rules decided and regulated by the rich, the powerful and the unitary percent for the greater benefit of the one percent. According to the anonymous writers of the official Occupy Movement page, to occupy is to embody the spirit of liberation that we wish to manifest in our society. It is to exercise our freedom to assemble. We argon creating space for community, values, ideas, and a level of meaningful dialogue that is absent in the present discourse (Occupy argueSt.org, 2011). The circulation of this idea to reach an extensive spectrum of mint has never been as easy as it is in todays globalized world. The world, just a few decades ago, was very(prenominal) contrasting from the world we see today. Today, information from one estate can be accessed ten thousand miles away in a few sec ondsand it is this type of access to information that makes the rebellions, sprouting all over, possible. The amount of different opinions and ideas people in todays society have is as great as the number of people who can access the Internetthe of import thing that makes our world as globalized as it is. And all these people with Internet access can take action through occupation. A person who occupies the very streets the movement is being done in is another voice to the 99%, trying to change the old ways of politicians and company bigwigs. And with the movements growth, people continue and join the fight against dated practices still trying to be pushed forward by governments all over the world. The occupiers fight back they do not stay in the clear they figh... ...Nov. 2011 .Beinart, Peter. Occupy Wall Street Will Have Seismic Effect, Marks Split With Obama, Dems. The Daily Beast. 26 Nov. 2011 .Adam, Karla. Occupy Wall Street protests go global - The Washington Post. Washing ton Post Breaking News, World, US, DC News & Analysis. 26 Nov. 2011 .Moran, Lee. Global protests Occupy the London Stock throw takes over the City Mail Online. Home Mail Online. 26 Nov. 2011 .

A Call To Occupy Movement Essay examples -- Social Issues

The Occupy Movement has inspired a domino-like effect the realism over, starting rebellions from the Americas to Asia. The universal vision of the driving force is its aim to get the 99% to overthrow the rules decided and regulated by the rich, the powerful and the one percent for the greater benefit of the one percent. According to the anonymous writers of the official Occupy Movement page, to occupy is to embody the spirit of liberation that we wish to manifest in our society. It is to praxis our freedom to assemble. We are creating space for community, values, ideas, and a level of meaningful dialogue that is absent in the present discourse (OccupyW eachSt.org, 2011). The circulation of this idea to reach an extensive spectrum of bulk has never been as easy as it is in todays globalized world. The world, just a few decades ago, was very different from the world we see today. Today, selective information from one country can be assentinged ten thousand miles away in a few s econdsand it is this type of access to information that makes the rebellions, sprouting all over, possible. The amount of different opinions and ideas people in todays society have is as great as the number of people who can access the Internetthe main thing that makes our world as globalized as it is. And all these people with Internet access can take action through occupation. A person who occupies the very streets the movement is being done in is another voice to the 99%, trying to change the old ways of politicians and company bigwigs. And with the movements growth, people continue and join the fight against dated practices still trying to be pushed forward by governments all over the world. The occupiers fight sanction they do not stay in the clear they figh... ...Nov. 2011 .Beinart, Peter. Occupy Wall Street Will Have Seismic Effect, Marks Split With Obama, Dems. The Daily Beast. 26 Nov. 2011 .Adam, Karla. Occupy Wall Street protests go global - The Washington Post. Washin gton Post Breaking News, World, US, DC News & Analysis. 26 Nov. 2011 .Moran, Lee. Global protests Occupy the capital of the United Kingdom Stock Exchange takes over the City Mail Online. Home Mail Online. 26 Nov. 2011 .

Disaster Recovery Planning in Banking Sector Essay

On September 11, 2001, the terrorist attack destroyed the World Trade Center in New York, which was the most highly concentrated financial area. This attack not only destroyed the twin attracters, but also ruined the financial system. lodges fixed in the World Trade Center went through an unprecedented misfortune. The companys back-up facilities which were too close to the primary facilities were disrupted as the primary facilities. angiotensin converting enzyme points of failure in perceived diverse routing resulted in failed back-up communications systems. Because of the terrorist attacks of 9/11, there is signifi tin cant increased focus on the accident retrieval formulate. (Robert Bronner, 1997) fit in to Robert Bronner, argots were among the earliest adopters of information technology in the business world. The widely use of information technology in the swear system forced a overbold diligence the misfortune recovery industry. adventure recovery computer progr amme is an important part of depository financial institution business continuity externalize. It is a processes or set of procedures that help oneself firms prepare for turbulent events.The goal of the plan is recover and protect a business IT facilities, such as the network, document management system, and core system, in the disruptive events. Those events include both(prenominal) natural disaster such as earthquake and man-made disasters such as power outage. It is impossible that a chamfer can always avoid disasters, so the disaster recovery plan plays an important role afterward a shore suffer a disaster. With a metric plan will effetely help the slang to minimize downtime and data loss to ensure some level of organizational stability and an orderly recovery after a disaster will prevail. The Automated Clearinghouse Association was formed by 7 Philadelphia-based banks in the mid-1970s for the sole purpose focus on how to manage banks data recovery when banks computer systems go down. This group started the disaster recovery industry in 1987 by SunGard Recovery Services.The serious of adventure Recovery PlanThe disaster recovery plan is important to the bank, because the benefits it can obtained from the drafting of a disaster recovery plan.The basic benefits of a disaster recovery plan include (disaster recovery plan)(1) Providing a sense of security(2) Minimizing risk of delays(3) Guaranteeing the reliability of standby systems(4) Providing a standard for testing the plan(5) Minimizing decision-making during a disaster(6) Reducing strength legal liabilities(7) Lowering unnecessarily stressful work environmentDisaster recovery plan is a decisive proactive approach to banks. Because the objective of the disaster recovery plan is protect the bank do minimize loss during the disaster, preparation is vital to the disaster recovery plan. The type of disaster recovery plan can be variety, but all of them should follow three basic measures (1) pre ventive measures, (2) detective measures, and (3) disciplinary measures. The purpose of the first measures is to prevent a disaster from occurring. This measure is focus on identify and reduce risks. Preventive aimed to stop a disaster in the lead happening. These measure try to identify the risks before it happens and reduce the happen ratio. To achieve the saloon purpose, the measures whitethorn include keeping data backed up and morose site, using surge protectors, installing generators and conducting routine inspections. Detective measures are used to find the presence of any unwanted events among the IT infrastructure. They focus on the unfound new potential threats.These measures include installing fire alarms, using up-to-date antivirus software, holding employee training sessions, and installing server and network monitoring software. The system which is focus on restores a system after a disaster or otherwise unwanted event takes place is corrective measures. There meas ures may include keeping deprecative documents in the Disaster Recovery Plan or securing proper insurance policies, after a lessons learned brainstorming session. (Disaster recovery plan) Banking industry certainly contends the Disaster Recovery Plan. The research shows that among 170 disasters recoveries, 45 were for banks in the last 10 years. (Robert Bronner, 1997) In 2012, hurricane Sandy highlightsthe banks need for disaster recovery planning. Sandy struck the East Coast of Manhattan, where is the location of ring Street. Many banks headquarter located on the East Coast, such as Citi and Bank of American, were flooded under water. The financial markets in New York City were closed for at least two days cause loss of millions of dollars. Disasters are unheralded and costly, so the planning is critical for the bank to reduce loss from disasters.Disaster recovery is of particular importance for the banks than other businesses because the huge demand of services during generat ion of community disaster. The average bank is multi-plat formed, with multiple locations and varied operations and computer applications. For example, Chase Bank has over 19,500 ATMS and 5,600 branches across the country. Mergers and acquisitions make the bank facing a more complicated situation. Mergers and acquisitions hold caused banks to endure more different kinds of applications. Basically, banks run 20 to 30 critical applications simultaneously. When organizations merger or are acquired, a bank may run 40 to 60, double than before, critical application at the same time. Furthermore, because the banks global expanding, the banks operations become more alter that expands their reach beyond the back office into satellite locations. Last, banks are still relying heavily on paper.For example, the bank often needs the copy for its customers copy of ID. If a bank suffers a disaster, what would happen to these decentralized operations and manifold applications? What happens to the many paper transactions in branches that have not entered the central system? As soon as the disaster happened, no matter its man-made or natural, despite of its local or nation, it can disrupt critical business operations significantly for weeks and sometimes months. Thorough preparation can shorten recovery time dramatically and keep banking operations ongoing. (Robert Bronner, 1997)The planning methodologyAccording to Geoffrey H. Wold of the Disaster Recovery Planning Process, 1997, an integrated plan should include 10 travel1. Obtain Top Management CommitmentTop management in the bank essential support and involved when developinga disaster recovery plan. Managements have the responsibility to supervise the plan developing process and confirm the terminal disaster recovery planning is effective within the bank. The process of developing the plan should include enough time and adequate material resources. Resources could include both financial considerations and the effort of all personnel involved. This process requires the bank to hire educated managers who has fill inledge about disaster recovery. If the top manager doesnt know about disaster recovery, the final disaster recovery plan, which has the participation of the top manager, can be poor.2. Establishing a planning committee later on the draft of the disaster recovery plan is finished, the bank need to build a planning committee. The function of the planning committee is overseeing the development and implementation of the disaster recovery plan. The planning should consider all functional areas of the organization and effect represent them. The committee members should include the operations manager and the data processing manager. The employee is the first thing the bank should think about when develops a disaster recovery plan. What employee most concern about? The safety of families and personal property. As long as those two areas are safe, the employee can focus on the safety of the empl oyer and its customers property. So when the management making the disaster recovery plans, they should include essentials such as shelter, medical insurance, pension, as wholesome as counseling and information on the disaster recovery plan. The committee should ensure the final disaster recovery plan include a plan to ensure the safety of the employees family and property.3. Perform a risk assessmentRisk analysis and business impact analysis are important part of planning committee. They should contain the range of possible disasters for natural, technical, and human threats. The committee should analysis every functional area of the organizations potential consequence and enchant associated with different disaster scenarios. Furthermore, the safety of critical document and vital records should be evaluated, too. For example, fire always be considered the greatest threat to an organization, so manybanks demoralise the fire insurance. However, even the flood is infrequently, it still has a chance to happen. One of the reasons the Sandy cost huge loss is many banks located at Wall Street dont have bought insurance for flood. The disaster recovery plan should consider the worst case situation.4. Establish priorities for processing and operations scathing needs are the necessary equipment and procedures used to recover the daily operations of a department, such as main facility or computer summation when it suffered a disaster. The critical needs for each department within a bank should evaluate the areas include functional operations, key personnel, information, processing systems, service, documentation, vital records, policies and procedures. summary the processing and operations to try the maximum amount need f time each department of bank can operate without each critical system. To determining the critical needs for a department, the bank can document all the functions perpetrateed by every departments.As soon as the primary functions have been dete rmined, the operations and processes should be ranked in the order of essential, important, and non-essential. (Robert Bronner, 1997) Location is the first critical consideration of a recovery plan. A banks recovery plan should include geographically independent relocations sites for every work group. (Robert Bronner, 1997) The consideration of the location include whether it is easy to access to other facilities, Data mall professionals may work in an urban area and be more willing to travel or relocate. The recovery locations should be planned both for the data center environment and satellite locations.5. Determine Recovery StrategiesThe researched and evaluated processing alternatives are the most practical alternatives for processing. In order to make an effective recovery strategy, the bank must consider facilities, hardware, software, communications, data files, customer services, user operations, MIS, End-user systems, and other processing operations of the organization. Fu rthermore, the bank should consider its computer function. Hot sites, warm sites, cold sites, reciprocal agreements, tow data center, consortium arrangement, and vendor supplied equipment are the alternatives forevaluation of the computer function. The third elements should be prepared is the written agreements for the specific recovery. The example of special considerations include get duration, termination conditions, testing, costs, special security procedures, apprisal of system changes, hours of operation, and specific hardware and other equipment required for processing.6. Perform Data CollectionThe basic data accumulate for disaster recovery plan includes backup position listing, critical telephone numbers, communications inventory, distribution register, variety types of inventory, master call list and vendor list, notification checklist, software and data files backup/retention schedules, temporary location specifications, and materials and documentation. That information are helpful to develop pre0formatted forms to facilitate the data gathering process. According to Robert F Bronne of the banking industry and disaster recovery plan, 1997 the internal data central is no longer enough for the bank, with the expansion of bank, the bank needs the data beyond the inside data center.The remote of the working group of the remote locations should be part of the entire disaster recovery plan. The equipment and system in the remote locations should be accounted in the recovery plan. What is more, business recovery move advance to restoring and recreating business process. For example, the quick ship type of program that allows them to ship personal computers and related equipment to a designated recovery site within 48 hours of the declared disaster.7. Organize and document a written planThe disaster plan should be written in a standard form. The plan should include an outline of the plans contents. The managements should review and approve the outline. Th en, the procedures and the documentation should be written in the plan based on the standard format. It is helpful to create a consistent format and allows for go along maintenance of the disaster recovery plan. The plan should be used before, during, and after a disaster. It should include methods for maintaining and updating the plan to reflect any significant internal, external or systems changes and structuredusing a team approach.8. Develop testing criteria and procedures aft(prenominal) a disaster plan is created, it should be tested and evaluated on a regular basis. The tests will provide the organization with the assurance that all necessary steps are included in the plan. Furthermore, it helps to determining the feasibility and compatibility of backup facilities and procedures, identifying areas in the plan that need modification, providing training to the team managers and team members, demonstrating the ability of the organization to recover, and providing need for main taining and updating the disaster recovery plan.9. Test the PlanAfter testing criteria have been completed, the bank should test the disaster recovery plan. A good banks recovery plan doesnt means it works well in the reality. The test will provide additional information about the continuing steps, reasonable adjustment to the original plan. Each functional department of bank should be tested. The banks size and rate of organizational change decide the frequency of testing. Usually, small banks have low frequency of testing they may do testing once per year. Larger banks have high frequency they perform exercises two or three times a year or stretch an annual test over several days. There are quadruplet main types of tests checklist test, simulation test, parallel tests, and full interruption tests. The actual disaster is a true test to bank. It is similar to simulation tests, but more reliable than the simulation tests. Banks should document recovery efforts, evaluate results, an d refine plans accordingly carefully.10. Approve the plan.The last step of making disaster recovery plan is approving the plan. After the written and tested, the plan should be approved by top-management. The top management has responsibility to establishing policies and comprehensive calamity planning. Also, the management should reviewing and approving the contingency plan each year and writes a review paper for the plan. If the information is come from a service bureau,management should evaluate the adequacy of contingency plans for its service bureau and ensure that its contingency plan is compatible with its service bureaus plan.ConclusionWith the expansion of financial industry, banks become more sophisticated technology users the disaster recovery plan will play a more important role in the banking sector. The banks disaster recovery plan can help the bank to mining the lost due to an unexpected disaster and recover the bank back to use as soon as possible, but it acquired the bank to plan a disaster recovery plan system and effectively before the disaster happens. An effective disaster plan is made under the strict necessary in operate in planning, assessment, writing, and testing process. Nobody can estimate when the disaster will come, the disaster recovery plan is both a prevention method and insurance to decreasing the potential exposures and recover the organization for the bank.Work Cites1. Bronner, Robert F. Banking Industry and Disaster Recovery Planning. Banking Industry and Disaster Recovery Planning. N.p., n.d. Web. 17 Nov. 2013. .2. Disaster Recovery Plan. Wikipedia. Wikimedia Foundation, 11 June 2013. Web. 17 Nov. 2013. .3. Wold, Geoffrey H. Disaster Recovery Planning Process Part 1 of 3. Disaster Recovery Planning Process Part 1 of 3. N.p., n.d. Web. 17 Nov. 2013. .

The World Is an Apple

The play The World is an Apple is ane of the most famous Filipino play by famed playw amend, Alberto S. Florentino. In the level, it was shown how the main eccentric person Mario was forced to choose a path that he has long promised to not walk through again because of poverty. The story shows one sad reality of heart that when an individual was backed up on a w all, he will do anything even if its not accepted in his society.The scenario of the story is not far from whats happening with members of our society now that due to limited educational attainment that would qualify them for a proper-paying job that would be adequate for their families needs. The sequence of the story and the good aspect of the play should be commended. This has shown what Florentino is capable of. Its as if that the fluidity of the dialogues used in the play could nurse no fault and it came freely out from the playwrights sense into the sheets he spread out in front of him.Its no wonder that the play The World is an Apple is facilitate one of the most used plays in the Philippines. This is a story of how wrong decisions stimulate greater burdens to a family. Marios family happens to be in the lower bracket of society. He raisenot even provide for his familys basic needs. Albeit all this sullenships, his wife Gloria, still manages to keep her good virtuous. She insists that the way they are living is a much better than the one they will fetch if they do wrong acts. barely Glorias built-in constant reminder to Mario did not prosper.Mario decided to come back to his old life of crime when he lost his job when he tried to steal an apple for his daughter. He keeps on insisting that his priority is to provide what his wife and daughter needs. He unexpended with Pablo, his old crime buddy, even if Gloria pleaded very hard for him not to go with the man. This is a sad representation of what is happening in the society today. Due to lose of better opportunities to heighten on es standard of living, some become entangled with the wrong crowd. By doing so, these individuals do not foster their family at all instead, they end up worsening their familys problem.It is mans basic instinct that drives him towards his survival. But, no matter what, he should not forget that society expects him to line up to its norms. Ones action is weighed right or wrong and thus should be kept towards the proper action. Another User Said This is a story of how wrong decisions become greater burdens to a family. Marios family happens to be in the lower bracket of society. He cannot even provide for his familys basic needs. Albeit all this hardships, his wife Gloria, still manages to keep her good virtuous.She insists that the way they are living is a much better than the one they will have if they do wrong acts. But Glorias entire constant reminder to Mario did not prosper. Mario decided to come back to his old life of crime when he lost his job when he tried to steal an appl e for his daughter. He keeps on insisting that his priority is to provide what his wife and daughter needs. He left with Pablo, his old crime buddy, even if Gloria pleaded very hard for him not to go with the man. This is a sad representation of what is happening in the society today.Due to lack of better opportunities to heighten ones standard of living, some become entangled with the wrong crowd. Another Users Summary Marios family happens to be in the lower bracket of society. As Mario got home one night, Gloria, his wife, asked for money, which they needed to feed their daughter. Mario told her that he doesnt have money. Gloria didnt believe him, and asked him to enounce the truth. Mario told his wife the truth he was fired from his job. The reason is because of an apple. He stole an apple for his daughter because he thought that she would like it this trigger off shows his love for his daughter.He left with Pablo, his old crime buddy, even if Gloria pleaded very hard for h im not to go with the man. Another User Said When Mario got home. Gloria saw Mario and she was petition for some money to feed there children to Mario. Mario said that he have no money because he did something. Gloria didnt believe on what Mario said and said to tell the truth. When Mario answered it, Gloria was shocked on what she heard because Mario lost his job. Gloria asked Mario if how he lost his job and Mario answered it and Gloria was shocked again because Mario said that he lost his job because of an apple.Gloria said that how can he loose his job by just taking one not a dozen not a crate but one apple and Mario answered that he just saw it rolling and he found himself putting it in his bag because Tita would love to have it, and Mario told Gloria that theres no need to matter to because he found a new job. Suddenly Pablo was there ruining the whole conversation and asked them if how is there daughter doing and hell loan a few pesos to help there daughter and Gloria said that no thank you because Mario stopped depending on Pablo.Pablo said that Marios new job was with Pablo and when Gloria heard it he told Mario that its a bad doing and risky. But Mario didnt listen and walks away with Pablo and told Gloria not to worry because he will come back early morning and dont wait for him. Gloria cries and shouting Mario, while Tita was crying as well because he heard the conversation. This story is written by a Filipino author Alberto Florentino and has many morals, but one major point stands out no matter what circumstances you are facing in life (failed marriage, infidelity, illness, poverty) you have a role responsibility and you have the power to choose to do the right thing In the end we all have the power of choice. Plot Summary An apple factory worker is fired from work after thieving an apple. He claims that he stole it to feed his sick daughter, what he left out is that he actually had been using his salary to pay for prostitutes, hence, the mo ney that was mean for the family was diverted to satisfy his selfish desire for sex.

CODA: Family Awareness, Individual Growth

CODA Language is obviously a vital tool. Not only is it a means of communicating thoughts and ideas, but it forges friendships, cultural ties, and frugal relationships. Through off history, many have reflected on the importance of language. For instance, the scholar Benjamin Whorf has noted that language shapes thoughts and emotions. John Stuart Mill said that Language is the light of the mind. Lionel Groulx, a Quebec historian, put it this way Chacun retient toutefois que la supreme manifestation du genie national, la clef magique qui donne acces aux plus hautes richesses de la culture, cest la langue, Meaning Each retains, however, that the supreme revelation of the national genius, the magic key that gives access to the highest wealth of culture, it is the language. The conquest of an endeavour hinges on the ability to communicate effectively in todays fast paced life, everyone is asked to do much with less.In such a scenario effective communication holds the key. Effectively communication centers round the usage of words, speed of delivery of words, pitch modulation and body language. Some cadences communication can be a variety of different ways in one household. Language is an important part of ones own identity. Mother father indifferent(p) is a phrase commonly used in the desensitise community to identify hearing children with desensitise parents. Currently at that place are 28 million deaf and hard of hearing tribe in the United States. About 85% to 90% of children born to deaf parents are able to hear.Those children are referred to as CODAs (children with deaf adults). There are these families who face challenging obstacles between the two worlds including parenting challenges. CODA is an organization established for the purpose of promoting family awareness and individual growth in hearing children of deaf parents. CODA addresses bicultural identity through conferences, restrain groups and resource development Children with deaf parents a re as varied as children in the widely distributed population. Children with deaf parents can achieve just as much as any other child as well.Schools have a hard while with children and parents who have such issues. School board administrators are uncertain as to their legal obligation to provide communication access for deaf parents. For deaf parents, training is available for help on this subject but as a short be aware of legal responsibilities of schools for the parents sake. Many adult children of deaf parents narration that entering school was a difficult period of adjustment for them sense or so teachers believe that students with deaf parents are in need of speech therapy or special education.When in contrast, its not necessary. Two of the earliest CODA success stories were Edward Miner Gallaudet and his brother doubting Thomas, whose parents co-founded the first school for the deaf in the United State. Thomas became an Episcopal minister and helped establish one of the first churches for deaf people. Edward founded the worlds only liberal arts higher education institution for deaf students. However, many CODAs enter fields of work that have nothing to do with deafness and still succeed at high levels.Texas attorney/politician bulls eye Thornberry became a member of congress, federal judge, and nominee to the United States Supreme Court. The list of CODAs who have earned Ph. D. degrees is very lengthy. Louise Fletcher, the daughter of a prominent deaf Episcopal minister, won an Oscar for best actress in One Flew Over the Cuckoos Nest in 1975. There are so many more success stories that could be listed but there are also the individual stories from CODAs themselves. How did you learn to talk? , Is asked towards Jake, a CODA with deceased deaf parents. His reply was, I was the firstborn, and there were no other hearing people who would regularly stop by, so I learned how to speak when I was old enough to go immaterial to play with the other heari ng children around 4 or 5. Two or more years of age is when the average child begins to talk, this means that a child with deaf adult is libel to take longer to begin its own speech. The next question, how did your parents manage parent-teacher meetings at school? this came the reply of, they never went however, I do remember one time my mother did come to school, while my first grade class was in session, and I subsequently found out that it was because she was told that I needed to repeat the first grade. I believe that if deaf adults were aware of their rights with their children, communication with school staff wouldnt be an issue and parents would passion to know about their childrens achidemic progress, and so issues with their child would promptly disappear.A third question was asked, Were your parents actively involved in the deaf community? If so, did they bring you along to deaf events and social gatherings? followed by the answer, yes, my mother would bring us to vari ous deaf functions in the Philadelphia area (where she grew up), such as functions at church, movie dark My father was from New Jersey, so all four of us would go to the deaf clubs and functions in New Jersey. I think hearing children born with deaf parents grow up feeling a part of both the deaf and hearing communitys, but many deaf, especially ones I meet for the first time as an adult, seem to put us in a strictly hearing category and ignore me somewhat, exclaims Jake. I dont think that is incisively fair considering that hearing children with deaf adults do grow up with the same life style and they do know the challenge most deaf go through. Yet, there are many assumptions that are far from correct. Such assumptions as, deaf parents cannot hear or speak, is a myth that is far from true.In fact, almost all deaf people can speak, although the clarity may vary they still can. Many deaf people have had bad experiences using speech to communicate. Sense as children, many deaf perso ns were forced to speak, and they are also aware of the negatively noted reactions made by the public sense their speech is not impeccable. another(prenominal) assumption of, all children with deaf parents know sign language, is incorrect. Many CODAs consider American Sign Language as their first language but some deaf parents are oral speakers and choose not to sign to their children.Read alsoSummary Love Is Never SilentMany parents also encourage their children to use side of meat exclusively. CODA helps many families in these situations figure out what to do for their children though. CODAs international servise is there helping so many families that would struggle with the diversity in a household. Deaf community has developed for over the last two centries, and is based on shared experiences of deafness. Children with deaf parents have shared the same experiences without the physical ascribe itself, thats why there is CODA. CODAChildren of Deaf adults, is a non-profit organi zation for the adult hearing sons and daughters of deaf parents. The organization began in 1983 and has grown to include people from many different countries and very different family and extended family situations, is the first thing that is stated on the national CODA webpage to back up their reassuring support with so many families. They insure effective communication within the family and stay to help. Thank you, is what so many are saying to the CODA foundation and they deserve more than that, how about a round of applause?

Management Control in Mnc’s

Control and organisational learning in MNCs an analytic thinking through and through the subsidiaries Abstract For any deep complex organization the conundrum of ensuring its constituent activity in accordance with overall policy and, at the same date adapt to its environment, is a aboriginal and continuing concern. Thus, the fundamental irresolution which must be answered is what contain mechanism good deal facilitate the adaptation performance in the local anaesthetic commercialise? In multinational corporations (MNCs), the swear mechanism, imposed by headquarters, has an objective to integrate the subsidiaries activities to the globose strategy.However, the dedicates on the local market necessitates the adaptation to the local environment characteristics. The objective of this composition is to contribute solving the dilemma among run across and learning in an MNC. The interaction between figure and learning process lead be analyzed. The literature study lead s us to develop a typology based on cardinal factors the stage of the learning process (k promptlyledge turn break through and mobilization) and its locus (local or global).The combination of these cardinal factors provides quatern constellations. The potency form produces knowledge, twain locally and globally, which can be mobilized by the local or global units. A proposition to resolve our principal(prenominal)(prenominal) problem is formulated. The combinations of these four configurations make it affirmable for an MNC to resolve the dilemma between fake and learning. An application of this typology has been carried out by analyzing pillow slip studies of MNCs operating in Ind unrivalledsia.Keywords retard, organisational learning, multinational corporations, local / global 1 Introduction For many companies the process of globalization strategy leads them to operate in many countries spread over unit of measurement continents they argon then confronted with the increasing risks related to uncertainty which rapidly developing countries present (e. g. Argentina in 2001 or Asia in 1997). The MNCs must olibanum moot with a great number of local entangled situations, fast growth in one, crisis elsewhere, which require local adaptive apacities, but at the same time require the implementation of coordination mechanisms or effective control systems, which do not paralyse initiative and innovation. In order to define the issue of globalization, the question of integrating and specialization can be asked, as was initially developed by Lawrence and Lorsch (1967). The brand-new element which emerges is that of the scale, that of planetary organizations. It is thus a question of answering the centralisation / decentralization dilemma which is too describe as a local / global dilemma.Beyond the terminologies, this traditionally structural issue has developed in a context where note is at a maximum national cultures, logistic structures, regulati on, local industrial structures and, more in the main, multiplicity of peculiar(prenominal)ities. One of them seems worthy of interest to us, the case of a local situation which is characterized by a fundamental crisis. These situations ar of situation interest for the rehunter adaptation to major up pieces and the decisions payoffn to respond to these haphazard upsets at bottom a time and space period of time.This question can similarly be nominate in the design of the control mechanisms. Whereas the comment of Anthony (1988) lets us tight that the only purpose of focussing control is to implement strategy, but the reality is more complex with an explicit role of questioning that strategy (Simons, 1995). Control appears thus not only one factor of order and integration, which fights against entropy and inefficiencies, but also like a vector for learning intended to restore the strong point of in sufficient local or global strategies.This aspect is even more releva nt when the environment is strongly heterogeneous, even more so when it is changing a lot. epoch taking into consideration that the suitableness of the control systems to forms of learning which ar sought after within the framework of the strategy ensures a certain organizational surgery, we will try to reformulate the traditional integration / differentiation dilemma in ground of control / learning interactions. This movement, this rotation, has the advantage of representing a traditional problem in a more dynamic way.After all, the question of adaptation is not so much a problem of structure as a problem of process. After having specified the subject of our compend, the MNC, and having outlined the meanings selected of control and organizational learning, we will then describe their possible interactions in order to define an analysis power grid. This grid will be tested on French companies located in Indonesia. Control / learning interactions in MNCs The denomination of an MNC covers various realities which all harass such(prenominal) varied problems, in particular as regards integration and differentiation.Between the global specialist which provides a more or less universal present in all the countries of the world and the transnational organization which locates its global processes according to the comparative advantage on that point are major deflections in terms of goals as well as means. After having assessed the various forms of organization involved in international activities and specified their dynamics, we will develop a framework of analysis of the control / learning interactions in order to propose an analysis grid.The structure of the MNC and its dynamics The diversity of MNCs has led to the proposal of various typologies. The most frequently quoted are those of bartlett pear and Ghoshal (1989) which distinguish global, multidomestic and transnational firms, and Heenan and Perlmutter (1979) which notice the ethnocentric, polycentri c, geocentric and regiocentric imitates. These deuce typologies lead some common points, for example, the ethnocentric can be associated with the global firm.The typology of Bartlett and Ghoshal (1989) will be customd in preference to that of Heenan and Perlmutter (1979) which is more revolve slightlyed on the personal element. This factor re chief(prenominal)s the basic-class honours degree lever of control but we wanted to focus on the way in which operations are organized, which will induce, inter alia, choices in the field of human resources. The configurations described by Bartlett and Ghoshal are model types which are seldom discover (Harzing, 2000). Organizational type Configuration of assets and competencesEvery MNC is faced with the integration / differentiation issue for ii main reasons organizations always extract differences in relation to the standard described ideals, which lets us believe that differentiation and / or integration processes are still on goi ng the adoption of heterogeneous organizations according to function maintains tension between integration and differentiation. There are strong differentiating and integrating tensions within the MNC they are sometimes reformulated in the form of a centralization / decentralization dilemma.These same tensions are observed in the di imageryal company they are at the origin of the appearance of a particular coordination mechanism, solicitude control. The basis of this coordination mechanism is on the one hand the decentralization of responsibility and on the an different(prenominal) hand the centralization of information. This reflectivity indicates to us a oddly relevant analysis approach. Whereas the differentiation forces introduce into the organization a form of entropy which requires an additional control effort, the integration forces, initially motivated by the search for economies of scale, pose problems of local adaptation.Therefore, the increased learning capacities ar e essential in order to benefit from these economies. The idealtypic model of a transnational organization would thus be that of a company which is able to strongly centralize information, but at the same time able to inspire considerable learning faculties within its subsidiaries. An other way to appreciate the differentiation integration data link is to analyse the relationship between learning and control. The need for the latter must nourish the former. A bigger meaning of controlSince its emergence in the 1920s at General Motors and its first definition as suggested by Anthony (1965), management control has always be delicate to define. Nevertheless, there is a certain consensus around the second definition of Anthony (1988), who stated management control as the process by which film directors influence other members of the organization to implement the organisations strategies. Analytical vision Synthetic vision The analytical vision leads us to consider control systems a s a altogether set of control tools or means. The synthetic vision provides varied analysis grids in terms of dimensions, goals or configurations.Whatever the approach adopted, the field of management control appears in the end to be particularly wide there is a divergence between the organizational practices and the meaning outlined by the absolute majority of the researchers. This is why it appears preferable to use the expressions control or organizational control which cover management control but larger-than-lifely exceed it. By retaining such a definition, it is not a question of defending a hegemonic vision of control but simply of underlining the need for developing a whole set of systems with coherent objectives.This coherence is necessary in order to reach its strategic objectives, which is the main aim of control, but also to induce the essential learning in order to reinforce or to question the strategy. The definition of organizational learning is quite as difficult as that of control. Organizational learning and associated concepts The literature reviews addicted to organizational learning are numerous (Koenig, 1994 Huber, 1991Levitt and March, 1988 Fiol and Lyles, 1985). Each one proposes an individual analysis of the phenomenon.For Levitt and March (1988), organizations learn when they code in routines, which guide the practices, of the lesson of their history. The definition suggested by Argyris and Schon (1978) is complementary we learn when we detect an error and correct it. An error corresponds to a difference between what we await from an action and what occurs indeed, once the committed action. An error, it is the difference between the intention and the result obtained. We also learn when we obtain for the first time an agreement between the intention and the result.Although Levitt and March (1988) emphasize the organizational dimension whereas Argyris and Schon insist on the individual dimension, the two reflexions indirectly agree about the recognition of distinct aims of learning. For Levitt and March (1988) referring to the work of Cyert and March (1963, pp. 123-125) and Nelson and Winter (1982, pp. 96-136), the two main categories of routine must be distinguished. In order to characterize these two categories of routines, they can be qualified as noneffervescent and the dynamic ones.The static routines consist of the simple repetition of former practices whereas the dynamic routines are continually directed towards new learning. This second category is a risky process do of trial and error these routines enable innovation and thus allow organizations to change. These two categories can be put in parallel with the two levels of learning as described by Argyris and Schon (1978) the wizard and the double loop learning. The first process, when a dysfunction is state, aims at correcting it by rehabilitating the practices (single loop).The second process requires the principles which underlie the practices to be meliorate in order to correct the noted dysfunction (double loop). Based on the work of Argyris and Schon (1978), Sinkula (1994) proposes a more detailed analysis by retaining seven ranked levels ranging from encyclopaedic knowledge (declaratory) to the deutero learning (way of producing new knowledge). Management control, in its most traditional and re relentlessive meaning, playacts a exclusive rightd role in the learning process its aim is to identify the deviances, the variations and to explain them in order to undertake corrective action.But is it a question here of individual or organisational learning? The question is of utmost importance even if the individual learning is the basis of the organizational learning. Learning is thus the production process of knowledge. Having defined the concepts of control and learning, their interactions can now be analyzed. Control / learning interactions The link between control and learning is frequently do (Simons, 1995 Macinto sh, 1994) even if systematic analysis are still rare.This is one of the research avenues as identified by Bouquin (1999) which are all the more promising as the reporting system activities are the principal sources of knowledge (Huber 1991). exactly Kloot (1997) has thoroughly investigated this interaction, even if particular consideration has to be given to the context of the empirical investigations two Australian districts. Kloot (1997) associates control systems with phases of the learning process but she concentrates principally on illustrating the role of control systems in generative learning, which is the only way of facing the changing environment.Control systems as varied as appropriate chronicle information, performance evaluation systems or a quality improvement program all appear to enable generative learning. These observations confirm those of Simons (1995) that organizations, in general, chip in an interactive control system which, through debate and dialogue, mu st enable the emergence of new ideas and new strategies. Simons (1995, p. 106) evokes double loop learning for the interactive systems whereas the diagnosis control systems do not generate single loop learning. Nevertheless, there is a contradiction between the two approaches.Kloot (1997) identifies within the two districts, multiple control systems which enable a higher level whereas learning according to Simons (1995 ), organizations should only adopt one interactive system. One can envisage two explanations which are more complementary than exclusive either the identified learning is not of a higher level, or the districts observed are undergoing a crisis period so that they use all their diagnostic control systems in an interactive way. However, the learning process can not only be hold in to the sole acquisition of knowledge.Thus, Huber (1991) described this process through the following phases acquisition of knowledge, distribution of information, interpretation of informati on and organisational memory. The interest of this division lies in the variety of locus of these phases. Acquisition can be dispersed or on the contrary concentrated in specific services, distribution can be spontaneous or planned, interpretation specialized or generalized and the memory can be distributed or centralized, thus producing a great number of possible configurations.Without exploring all of them one is able to notice that a control can be carried out with each phase. It thus channels the knowledge production process and in return also mobilizes it. knowledge and control If control is described as a vector of learning (knowledge production), it should also be noted that, in order to have a global vision of the interactions, control systems also mobilize knowledge. This last point will not be developed1 just like the influence of strategic orientations on the types knowledge produced.It is possible to think that the prospectors, such as they are defined by Miles and Snow (1978), will seek to induce more generative knowledge whereas the defenders will privilege more adaptive learning. According to the strategy, the control systems process different types of data. The control mechanisms thus appear as a privileged means of organisational learning, in particular from the point of view where organisational learning is considered as the sack of individual knowledge into organisational knowledge. The vision of organisational learning as a process which was developed by Crossan et al. 1999) take out the learning up into four phases (intuition, interpretation, integration and institutionalization) and associate them to trinity observation levels. This enables the transformation conditions to be specified. It is first of all advisable to outline that Crossan et al. are enkindle in strategic change whereas we are interested in all types of learning or knowledge, from the most factual to the most elaborate . To resume again with the terminology suitable fo r international management, institutionalization can be local as well as global.Incremental learning can also lead to local and global change the same is true for radical learning. It is in the phases of interpretation and integration that the control systems play a major part in the transformation of individual learning into organisational learning. We will not talk about the intuition phase which is basically individual, or the institutionalization phase which consists of using produced knowledge2. During the interpretation phase, the individual, through language, name calling things and starts to explain what was only feelings, foreboding or sensations.When interpretation moves from the individual to the conclave, it becomes integration. It is through the permanent exchanges between the members of a community and through appropriated practices that shared interpretations or the collective conscience develop. The financial indicators illustrate this process. The operations manag ers generally start by interpreting only the consequences of his actions (intuition followed interpretation). Analysis grid proposal The analysis of control/organisational learning interactions reveals two phases of the same process knowledge production and mobilization.Vis-a-vis the great diversity of knowledge produced, as illustrated by the typology of Sinkula (1994), it is essential to specify the cast the learning. In the case of the MNC, the characterisation of the scope of the learning can be made by analysing the learning locus. Does it relate to a local or global scale? Does it occur in an operational unit or in a central body? By associating the process phase (production / mobilization) and its localization (local / global), four cases thus appear. They correspond to four major types of interaction, which bring out four forms of learning induced by the control tools.The terminology adopted in this typology is more than metaphorical Knowledge mobilization Global Box 1 The media model ERP, CRM and SCM The integration of information systems enables global knowledge to be produced and circulated, erasing any local specificities, which will be mobilized in the same way. Knowledge is mediatized by technology. Box 2 The initiatory model Studies carried out by head office Studies carried out by head office (global production) are circulated to all the subsidiaries. Each one interprets them to its own local situation. Global knowledge is adapted. Knowledge production by the control system LocalBox 3 The evangelist model Identification of best practices The development process of a product used by a subsidiary company (local production) is used by all subsidiaries (global mobilization). The best practice, once identified, will be the good word spread through out the organization. Box 4 The pestiferous model Benchmarking Exchanges between subsidiary managers, within a benchmarking process, could mean that a locally eveloped practice could be used elsewhere, but always in a local context. Contagious circulation could be more or less widespread. Analysis grid for control/ learning interactionsLet us describe these four situations by means of some examples. During a monthly meeting between a manager and his subordinates, a performance follow-up system makes it possible to identify an evoke management practice (local production). This knowledge can be mobilized locally through interpersonal exchanges (box 4, benchmarking beingness another illustration) or globally if the practice is formalized and circulated end-to-end the organization (box 3, the ideas box is another example). By processing information from databases, an analyst based at head office will be able to identify a good practice (global production).If these conclusions lead to the formalization of a new management process, the mobilization will be global (box 1, example of a new procedure). If its conclusions are merely available, only the interested people will interpret th em and use them freely the mobilization will be local (box 2). To emphasize the link between the place where the knowledge is produced and that of its mobilization gives the control systems a logistical viewpoint, how then does the control reach its targets? Learning in general, is not limited to the production of knowledge it is also a way of transmitting that knowledge.The substance of our typology can be found in this dual observation. The controlled learning can thus be defined as the effort made when lend oneselfing the resulting knowledge and therefore intended to make organisational control effective. The four highlighted forms address this problem very precisely. The media model is also that of the mass media (corporate communication) as well as that of individualized media. It is also that of propaganda, of Utopia which makes us think that a small group can produce a single mental framework, circulated by means of communication technology, thus mediatizing the message.The i nitiatory model is characterized by two attributes it can be secret but more frequently discrete and specific to the person addressed. Discretion guarantees its specificity. In this model, the head office which produces knowledge circulates in a general and ritualized way, by adapting its application to local situations. The main aim of ritualization is to obtain commitment from the receiver. The evangelist model is based on the gospel truth, which solves the problem of circulating a general message by a minority or marginal employee of a message with universal vocation. In extreme cases, one could speak about prophecy.At the heart of the evangelist model one can find the problem of conversion. Finally the epidemiologic model corresponds to a kind of organized anarchy, a network model, without any center or aim, is built through a dynamic of individuals and thoughts. Is there an ideal type? Are some types more adapted than others to certain situations? At this stage of the analysis it is still difficult to decide. It is probably the combination of these four types of mechanism which increases the chances of succeeding internationally by exceeding the local/global or integration/differentiation dilemma.The purpose of empirical study is to further appreciate the relevance of this analysis grid by seeing it in action. Methodology The complexity of the phenomena studied as well as the exploratory character of this research justify the choice of a qualitative method. One must defend the right level of analysis. By asking the classical question concerning the link between differentiation and integration or, in a more dynamic way, the interactions between control systems and learning process, the favoured observation point is the subsidiary.From a strategic point of view, the question is not so much that of choosing a structure than that of the capacity of managing in a way which is adapted to each local unit. These factors are enough to justify the level of analysi s but do not take into trace the interest of the case which we are studying with the precise aim of testing our analysis grid. It was necessary to find a critical situation in which the need for adaptation was increased by the specific nature and dramatization of local conditions. Indonesia was very recently one of those environments which best met our methodological requirements.The contingencies enabled a multiple yet quite informed examination. These contingencies have their limits, they bare subjectivity. We will have controlled them through different circuits. The managers of six subsidiaries of the largest French groups setup in Indonesia were met by the members of a bicultural research team made up of two Indonesian and two French researchers. In all cases one of the team members spoke the mother tongue of the managers. We met other local members of staff who provided us which additional information. The interviews lasted between 2 to 4 hours.In five cases out of six, more t han two interviews were carried out. An information retrieval made it possible for us to contrive and complete the information collected. In all cases, the interviews took place on site, and were accompanied by site visits. They were supplemented by other meetings at the Franco-Indonesian Chamber of Commerce and Industry, within the economic development department and from among other Indonesian colleagues and specialists. Indonesia is the fourth most populated country in the world with 220 million inhabitants.The country began to climb out of the 1997 crisis which affected the all of South-East Asia. Although it is very rich in natural resources (oil, natural gas, tin ) and very vast (1. 8 million square kilometres), in 2002 the primary sector only represented 17% of the GDP as compared with 44% the secondary sector and 39% for the tertiary sector. The year 2002 is the period of study, i. e. during the period immediately after the fall of Suharto, after the social, political and e conomic shock. This was a period during which the companies interviewed had no clear general direction.The interviews carried out were general. They concerned three main topics the description of the Indonesian subsidiary, the manager experience and the relations with the group. During these meetings, we gave greater importance to the facts while being very conscious of the limits of such an approach the crisis situation boost the managers to rethink the facts or modify their interpretation in order find some sort of coherence. We sought to identify the actions and the reasons which caused them. The actions seemed to us to be more all-important(a) than the mental framework.The limits of this test lie in the difficulty of separating the actions from their intentions. Complex coordination mechanisms Given the impact of the strategic orientations on the types of learning, the six cases were split into three groups which are characterized by the combination of two criteria the degree of the firms involvement in Indonesia, and the level of centralized or decentralized control. The degree of involvement is characterized by the level of the investment and assets the centralized nature can be evaluated by the number of dislodges, the share of the capital controlled and the reporting characteristics.This classification is more down to the researchers than the application of strict criteria. It outlines an analysis in terms of strategic groups, from the nature of the criteria used, but also in the way they describe of homogeneous configurations. This aspect will not be developed. This split only has a methodological aim to compare control and learning systems by partially controlling the data through the strategies which generate them.The first two companies which correspond to the first group, are characterized by (1) minimal involvement, the following two (2) through a relative immersion in the culture and the thrift of the country linked to a large-scale involvem ent and by the indecorum given to the local unit, and (3) global sailing is the last involvement strategy identified, as it implies a large-scale investment, but with global piloting. Let us remember that all the companies observed are in a similar situation they are confronted by a country with an attractive market but whose political uncertainties induce risks which strongly influence the entry strategies.Minimal involvement The potential of the Indonesian market is arousing a lot of interest. The first to enter this market could take a decisive lead. Any lost time could only be made up for by paying the full price later on the preemption market strategy is thus a reasonable one. However, all the companies do not have the necessary financial resources to tap the market or wish to reduce the risk they thus minimize their investments, while ensuring a aim on the market. Two cases corresponding to this situation were studied.The way in which involvement is minimized is very differe nt in both cases an alliance in the first case and a commercial presence in the second case. The common point between these two cases is that the local entity is used as place for learning, for experiment and for observation. One could wonder whether the law rate of involvement does not simply reflect the intention to learn. Giving up immediate profits is the corollary of the hope of unattackable profits in the medium/long term. EXAMPLE PT Bank BNP Paribas Indonesia began its operations in Indonesia in November 1989 under the name of PT Bank BNP Lippo Indonesia.This was a crossroads venture between the BNP group and the Lippo Indonesia group, one of largest Indonesian conglomerates. Up until February 2000, the distribution of the capital was split between the BNP group with 70% and Indonesian associate with 30%. In October 2000, following the merger between BNP and Paribas, this joint venture became Pt. BNP Paribas Indonesia. For the Lippo Group, the co-operation with BNP Paribas was the result of its strategic development plan in the financial business through an alliance with an organization of worldwide reputation.However, the drop in business after the 1997 crisis led BNP Paribas to increase its share to 100%. PT BNP Paribas Indonesia provides corporate banking services for large Indonesia companies and MNCs. That means that BNP Paribas does not have a retail activity on the Indonesian market, which would be very heavy in terms of investment. The presence of BNP Paribas in Indonesia can be justified by its will to accompany its traditional clients, the MNCs, on the majority of their markets. It is also a question of eing present on a market which could experience strong growth.Thus, BNP Paribas is preceding its clients when they decide to enter the Indonesian market. The weak presence of the competition frequently puts BNP Paribas in a position of being the only key player, hich enables it to demonstrate its know-how and which can help it to grow on oth er markets. The interest of this strategy is further intensified by the fact that BNP Paribas represents other banks in Indonesia. The manager of the subsidiary carries out the daily management operations. The strategic decisions are taken after consultation with the regional office based in Singapore.Many operations are carried out using the regional SOP (standard operation procedure) or logistics platforms. As with every corporate bank, PT. BNP Paribas Indonesia uses strict procedures in terms of credit granting. For these decisions, the senior banker who is located in Paris or New York plays a determining role he ensures the follow-up of major worldwide account portfolio. In other words, the manager of the Indonesian subsidiary is the nterface with the client (large Indonesian companies or MNC subsidiaries) but also with the market to make the regional office certified of business opportunities. ImmersionWhereas the two preceding case is characterized by a will to minimize inves tment in Indonesia, the following case can be distinguished by the amount of heavy investment. From these two cases, it is articularly hard to generalize, but the local managers appeared to us to be very receptive to the local culture. The two managers interviewed have few contacts with the French expatriate community This situation is also the result of the plant location of these groups which are not present in the center of the Indonesian capital, but rather symbolic located on industrial parks in the suburbs of this large city.Another common point, lies in the large amount of autonomy in decision reservation and action taking at the subsidiary. The control mechanisms which have been developed are particularly complex they illustrate perfectly the local / global dilemma. 4 Case n3 Aqua, a subsidiary of Danone This agro-food company has invested heavily in Indonesia by taking a majority share in a family company with more than 7. 000 employees. The family was unable to finance i ts large industrial investment projects.However, the transition was carried out carefully, over several years, with the objective of tout ensemble taking over the Indonesian company. The local manager shows the group culture after 4 months of presence, he speaks to its teams in ndonesian. The manager is the only expatriate the other managers are Indonesian and mainly trained in the United States or in Australia. The company also benefits from support functions in finance, marketing and human resources, called travail forces, all based in Singapore. Every month, one of these teams plays a consulting role.As concerns technology, the local managers are kept directly informed indeed, the law wage cost bring about very different problems from those encountered elsewhere. Generally speaking, there are few procedures. The group values are internalised, except communication which has to meet the groups standards. Besides the geographic mobility of the few foreign managers, training is one of the main vehicles for spreading culture. This is only in-house training according to their specificity, which is organized in Asia or in Paris.One is tempted to conclude that control is based on values, ways of thinking, modify the company to adapt locally with complete freedom. It can be noted that the Singapore regional coordination ensures the groups presence even if it is only temporary, minimal and specific. The subsidiary is responsible for its financial performance, but the group influences the marketing methods, technologies and finance through a close but discrete piloting. Global piloting The last two subsidiaries studied have one main feature they both undergo strict control from their head offices.The difference being from the two previous cases is that these companies are based in the Jakarta business district, completely immersed in a cosmopolitan culture. They are characterized by the large presence of expatriates and various and numerous contacts with the Parisi an headquarters. Case synthesis and discussion The observations carried out reveal three recurring factors the presence of French expatriates, the existence of an intermediary level between the parent company and the Indonesian subsidiary and the misuse of the joint venture.The French expatriate manager often represents the first lever of control. This observation must however be balanced there are other mechanisms highlighted in the case presentations and there is also bias in the case selection. The French expatriate manager is happy to share his experience which, for the researcher, facilitates the exchanges a lot. It is a means for them to break with a certain form of nsulation. However, when reading the directory of French companies located in Indonesia, one can see that usually the manager is French.The proposed theoretical framework was based on the local / global distinction whereas the reality appears to be more complex with the existence of a quasi-systematic regional dire ction. A buffer seems necessary either to apply decisions or to support local initiatives. The Asian office is often located in ingapore or Bangkok but sometimes in Paris. The office generally has few means it is a country manager who frequently carries out this coordination role. The analysis of the role of this level would in itself be a research subject.Finally, the joint venture is often presented as a privileged way to enter an unknown market. This type of governance would make it possible to spread the risk and take advantage of the local partners market knowledge. This is what we observed for only one of our six cases. In the other cases, the co-operation is only an administrative constraint which should imperatively be respected in order to obtain authorization to invest in Indonesia. One of the limits of this type of organization is that it makes us believe that development opportunities can only be seized with a minimum of involvement hereas a strong implication is essent ial to overcome the real cultural barriers. For example, how can one speculate working with a partner who always says yes or more precisely never dares to say no? Having raised these recurrent facts, it is now interesting to present a synthesis of the control mechanisms observed by classifying them according to the proposed analysis grid A first striking fact is the difficulty to observe mechanisms enabling the global circulation of local learning, except in the case global piloting strategies (case 5 and 6, LOreal and Total).The fact that these mechanisms are not emphasized does not mean that they do not exist. The two cases are in particular engineers who go back to France presumably with bags of local knowledge thus contributing without doubt to the organisation of a more global knowledge. In the other case, his type of knowledge is circulated through interaction between the local manager and his international business manager in Paris. In both cases, one can witness the role o f a local information agent.The similarity between the two cases is to be found in the media learning models which move from the center to the periphery and which make up a form of group culture, including sophisticated reporting systems, as well as a specialized structure for international business. The tools which make it possible to produce and mobilize global knowledge (box 1), in accordance with the global corporate model, are mainly not that suprising it concerns information systems and communication strategy. When products need to be adapted to a market, apart from communication, R&D centralization is a powerful control lever.An original tool has been identified with the case of the senior banker who can make us think of operational form of matrix structure. For the two global piloting cases (LOreal and Total) one can see the emergence of a configuration which is based on linking a media learning model (where the center lights up intensely the whole of its empire) and of an e vangelist model, limited in range, which would seem to balance the other model. At this stage of the research, one could formulate the idea of a relation between these two models the first would arouse the second, the latter being finally the control of the control.If the amount of investment justifies uniform knowledge, the weaknesses of the imperial model could be corrected by vaccination in the center of the organization coming from the periphery and brought about by the channel of conviction and personal experience from among the expatriate executives who were then repatriated. One observed the tools enabling organizations to capitalize from learning which is only produced and mobilized locally (box 4, the epidemic model). That mainly concerns cases 1 and 2 (Sanofi and BNP Paribas).It can be explained by the careful strategies of these firms and their limited involvement. The subsidiaries would be laboratories where one tries to adapt and control the local conditions for a poss ible expansion on a regional level. There is therefore a balance between the epidemic model and the media model which takes on the form of centralizing some knowledge which is mainly related to the technology of the product or service. This learning configuration thus enable a certain acclimatization, if possible, of a core competence and letting local learning processes adapt them.It has been noted that some tools producing global knowledge which will be differently mobilized from one country to an other training, international experts and tasks forces (which only have an advisory role and distinguishing them from the senior banker). At first sight, we could have thought that these tools would not be widespread that is not the case. Some of the tools observed are used in different ways. This is the case with corporate culture (box 1 or 2) or expatriates (box 1 or 4). A strong culture can lead to homogeneous behaviour at a global level (Total).However, when the respect for and the a daptation to local cultures are key values (Danone and Air Liquide), the culture brings about different behaviour according to the context. These two last cases are characterized by an initiatory learning model which is based on important information, expertise and training, but leaves the subsidiaries with a strong amount of autonomy. These companies core competences (technology, brand, markets knowledge) could be circulated gently and unintentionally with support from the regional offices as concerns the cultural implications.This is backed up by a second occurrence the need to adapt locally leads to the organization of learning around a central point made up of a local manager and his regional alter ego. Let us note that it is in these two cases that one observes the lowest number of expatriates and in some cases totally absent. These few cases not only illustrate the different types of control mechanisms used but also the variety of their uses. Two main results emerge. The first one is the identification of three learning configurations linked to the control systems.The first includes two flows, one based on the media model which is balanced by an other flow from an evangelist model. The second one is also based around a media model and uses local support through an epidemic mode. The third one which is also based on a media model which guarantees the group values, is organized around tension between an epidemic and an initiatory model. The first one ensures a certain homogeneity of initiatives and the second one the adaptation and the suitability. ConclusionThe proposed analysis grid concerning the interactions control / learning which are based on the phases of the learning process (production and knowledge mobilization) and its locus (local / global) has been developed to study parent company / subsidiary relations. legion(predicate) control tools which can be used in different ways have been observed tools enabling the control / innovation or integrat ion / differentiation dilemma to be overcome, to broaden its dynamic perspective and to provide deeper analysis of the adaptive process.This grid which was used during the observation period, even though superficial, has finally provided coercive results. It reveals learning structures and takes into account their internal and external coherences. It appears to be relevant. One needs, of course, through further in-depth case studies, to test the validity of those three configurations which have been identified. Finally, since we are limited to examine the learning produced by the control system, it would be suitable to examine the relevance of this grid in relation to other sources of knowledge (i. . dealings with the suppliers and customers, market research ). These results will necessarily be confirmed through further investigations. The perception of headquarters would be very enriching. One could also contemplate making some comparisons with the practices of American, British, Japanese or German companies. The interviewees have often underlined the differences that exist in practices between their group and their main competitors.It would appear that in terms of international management there exists a French exception. As far as the expert are concerned, the analysis grid represents a diagnostic tool which enables control system weaknesses or further action levers to be identified, to understand further the general configuration of relations between the parent company/ subsidiary and also the general coherence of adaptive mechanisms. It is finally possible to envisage using this grid to analyze other control situations.If we have chosen to work from the specific point of an international management problem, the suggested model could also be applied to other issues, provided that we take are taking into account a question of suitability between local and global learning and that there is a central link between this two points. We should also consider that organizational control systems play a key role in the acquisition, circulation, memorization and use of organizational knowledge.

Project Management Process Groups and the Six Questions in Pmlc

Mapping the six (6) questions to basic march Groups of the PMBOK methodology. According to Wysocki (2012, p. 25) Project management is a set of tools, templates, and dish outes designed to answer the following six questions What furrow situation is being addressed by this bedevil? What do you need to do? What entrust you do? How will you do it? How will you know you did it? How well did you do it? Wysocki (2012, p. 4) likewise added that In addition to answering the six questions that a valid get wind management methodology must answer, whatever project management life cycle model you use must contain all(a) of the following Process Groups Scoping (PMI calls the Initiation), protrudening, Launching (PMI calls the Execution), Monitoring & Controlling and Closing. The process groups will each be completed and in sequence, some or all of them may be tell a number of times.PMI recognized the five process groups and nine knowledge argonas to make up the Project management Body o f Knowledge (PMBOK). PMI also identified the five process groups as building blocks of every project management life cycle. Scoping is identified by PMBOK as Initiation. Projects brainstorming, client need analysis, alternative requirements, documentations and management compliment are handled at this stage. This stage clearly answers questions like what business situation is being addressed? and what needs to be through with(p)? .Key gossips at this stage can include contracts from the clients, deliverables from a troupes annual business think, policy, procedure and other social factors w here the project will be cited. The outputs of scoping process group are Project Charter and Preliminary Project Scope Statement. Scoping is aimed at addressing the business situation at hand by indicating what needs to be done. For example, IT projects scoping in NLNG activities are handled by a multi-disciplinary team of subject-matter experts (SMEs) including IT eams from Strategy and Pl anning. The whole team reports to IT projects review team of senior management positions to secure management approval on the project. Planning follows Project Charter and Preliminary Project Scope Statement produced by the scoping activity to establish project objectives and how to go about achieving much(prenominal) objectives within the project scope. Planning will answer the questions what to do? and how to do it? by setting clear objectives for the project, allocating resources, identifying the best-fit model, setting milestone/targets throughout the project lifespan, and so forth A Project Management Plan is drawn up at the end of the planning process. For example in NLNG a three-year IT projects plan document is updated with modish approvals, milestones and closeouts to produce what is called IT Master plan for the year which various project managers use throughout the year in implementing IT projects.Launching/execution works with the Project Management Plan to deploy hum an and material resources to ensure all deliverables are achieved as planned. The question of how will you do it? gets answered here. Project management plan is the only input here and it must be strict to objectives, targets and specifications. The output at this stage a performance according to plan. In NLNG, IT project teams work across company locations in line with IT Master plan all through the year.Monitoring and Controlling process group ensures projects are run in line with targets by identifying KPIs for biyearly monitoring based on clients requirements in the project plan. Changes to project scope, budget performance, maintenance/repairs to project equipment, etc, are all represented here in an attempt to answer the question how will you know you did it? Project deliverables are only recognized at this stage. Key inputs to this process group are KPIs of the launching/execution group while their output is the project delivery/milestone status.In NLNG, various teams are involved in monitoring and controlling projects. Ranging from the price Controller who monitors budget and reports cost (work-in-progress), through quality assurances and process auditors who ensure compliance with procedure, risk management and corporate governance. Closing process group collates all deliverables and closes all sub-process when a project is adjudged completed. Contracts and procurements, manpower engaged, work-in-progress close out and so many other project administrative supports are rounded up here.At this stage, the concluding product derived from the project is presented to the client according to specifications. The question of how well did you do? will be answered when client approves of the output, asset/output gets installed, audit tests post-implementation status and a final report submitted. In NLNG for example, IT projects are closed with a report and a go-live activity. In conclusion, the questions of what business situation to address and what needs to be done are critical success factors to any project.The Project Charter and Preliminary statements derive from such questions and are therefore essential to how a project plan is developed with achievable objectives, what resources are required to launch/execute the project, how to monitor and control parameters and when to identify project ending and close out. Wysocki (2012, p. 9) aptly captures this in his rendering of project as a sequence of finite dependent activities whose successful completion results in the delivery of the expected business value that validated doing the business.Therefore, until a business need is identified, there cannot be a project. Reference 1. Project Management Institute (undated). Available online at http//www. pmi. org/pmief/learningzone/KCMA_Curricula_Documents/Lesson_1-Five_Processes_Definitions. pdf (Accessed 23rd March, 2013) 2. White, D. (undated) The 5 project management process groups. Articles Dashboard, Available online at http//www. articledashboard. com/Article/The-5-Project-Management-Process-Groups/484871 (Accessed 23rd March, 2013)

How does music affect your heart beat? Essay

The disembodied spirit is a vital organ in the human body. Though completely the size of the fist, it pumps blood to the rest of the body by rhythmic expansion and respite. The frequency of this cardiac cycle is measured by the term philia put. The shopping center wander is the number of contractions (beats) of the nub in a minute. The heart rate tends to increase with response to a wide variety of conditions like vigorous corporeal activity or according to our hypothesis, euphony. Music has an arousal effect which is related to its frequency and tempo. Slow or meditative music can induce a relaxing effect and thus put the psychological sense in rest. Music may be used as an alternative technique of relaxation or meditation.Recent research suggests slow music influences a persons relaxation, and that musical pauses modulate heart rhythms (in a good way).The researchers found that music with faster tempos resulted in increased ventilation, heart rate, and blood pressure. Whe n the music was paused, ventilation, heart rate, and blood pressure decreased, sometimes below the beginning rate. Slower music caused declines in heart rate, with raga music influencing the largest decline. Overall, researchers agreed that the style of music wasnt as important as its pace.Music has also been shown to reduce stress, benefit athletic performance, and heighten motor function in people with neurological impair manpowerts. So turn up the volume and chill out.Listening to music can influence your heart rate and how fast you breathe especially if youre a teach musician, a new instruction indicates.Listening to faster music with a to a greater extent upbeat tempo has the opposite effect speeding up respiration and heart rate.The results support a growing body of research on the potence stress-reducing health benefits of music, the researchers say.In the current study, Sleight and colleagues monitored alert rate, bloodpressure and other heart and respiratory indexes i n 24 healthy young men and women, before and while listening to short excerpts of different kinds of music.The music ranged from slow and fast classical compositions of differing complexities to rap.They also monitored the subjects during 2 minute musical intermissions.Half of the subjects were trained musicians and the other half had no musical training.The investigators report that listening to music initially produces varying levels of arousal accelerated breathing, increased blood pressure and heart rate that are directly proportional to the tempo of the music and perhaps the complexity of the rhythm.The style of the music or an individuals music alternative appears less important than the tempo of the music.They also found that calm is induced by slower rhythms and by short pauses or intermissions in the music.Pausing the music for two minutes actually induces a condition of relaxation greater than that observed before subjects began listening to the music tracks, the inves tigators report.Sleight suggests these effects are most salient for people who have musical training because they have learned to synchronise their breathing with the musical segments.Musicians breathe faster with faster tempi, and had slower baseline breathing rates than non-musicians, he says.The researchers speculate that music may give pleasure, and perhaps healthbenefits, because it induces a controlled alteration between arousal and relaxation.They say the present study suggests that an appropriate selection of music alternating fast and slower rhythms interspersed with pauses can be used to induce relaxation and may therefore be full in heart disease and stroke.References above background information obtained fromReaders Digest December 2006Specific Research DesignWe will be measuring the heart rates of each subject to cook the effect of music on cardiovascular activity. In order to do this, we first must measure, using a heart rate monitor, the resting heart rate of the subject, as the control.Furthermore, the subject will be asked of their physical activity level, as well as to rank, in cost of preference, thefive genres of music to be used for testing. The subject will then be exposed to, sequentially, five genres of music 20th century classical, ambient electronica, tremble, metal, and rap. During each baste of music the heart rate of the subject will be recorded, and following each piece the subjects heart will be allowed to government issue to resting heart rate to eliminate any sampling error that might otherwise occur.Which genre has the greatest effect on heart rate? use To find out which genre of music has the greatest effect on heart rate.Hypothesis I believe from research, that either house or rock will get the heart rate going the most.ApparatusHeart-rate Monitor This object is usually a strap attached to the persons government agency with electrodes in contact with skin, which detects the hearts voltages. Once these are detected , they are then sent to the receiver through radio signals, which is usually around the wrist. The receiver uses these findings to determine the subjects heart rate.iPod This device will be used to expose the subject to the 7 different pieces of music throughout the experiment and at the same volume at 2minseach song.The Human The people tested are all between the ages of 18-23 and similar physique to keep a fairly constant. We are also taking into account their favourite type of music based off of the seven choices we give them to see if this affects the way they react to the stimulant drug of the music. We are also considering their physical condition, for this will influence the hearts activity.Method criterion 1. The volunteer was allowed to rest for 1 minute while seated.Step 2. The volunteers heart rate was measured using the LifeSource heart rate/blood pressure monitor.Step 3. The first music track was play using a CD player. When the track was completed, the volunteers hea rt rate was recorded.Step 4. The volunteers heart rate was recorded afterward playing each of the 7 music tracks. The music tracks were played consecutively, in the same order for each volunteer as followsa) Acoustic No opposite Way by Jack Johnsonb) Blues/Jazz Georgia On My Mind by Ray Charlesc) Classical Leave No Man basis by Hans Zimmerd) mansion/Electronica La Musique by Riot In Belgiume) Hip-Hop Dont Matter by Akonf) R&B Stronger by Kanye Westg) quake Start Me Up by the Rolling StonesVariablesControlled Ipod, volume, songs, heart rate monitor, time of music play, volunteers age bracket and gender.Dependent Heart rate of volunteers measured in beats per minute.Independent The songs played, time of play, different volunteer.This shows that the tempo is like the human heart and how it beats.ConclusionFrom the experiment, I found that the genre of Dance, House/Electronica had the most affect on heart rate with an average of 69.7 beats per min. The genre of Classical music had the least affect on the heart rate with an average of 57.3 beats per min.BibliographyReaders Digest, sciencebuddies.org, www.uncp.edu, en.wikipedia.org/wiki/, agsci.eliz.tased.edu.au, Encarta, sonybmg.com.au, musiclab.com, Mozart.org/