Entering International Markets Essay -- GCSE Entering A Foreign Market

Entering International Markets Measuring a potential business venture has many aspects which the international manager must be aware of in order to convey the correct information back to the decision makers. Being ignorant to any of the aspects can lead to a false representation of the project, and hence an uninformed decision being passed. In order for a business to survive it must grow. For growth to be optimal, management must first be able to identify the most attractive prospective leads. The country as a whole, specifically geography, government, and financial aspects must be looked at in order to yield the best possible picture of the market a company wishes to enter. Concentration should be placed on gathering reliable facts that are backed up by more than one source. It is to be hoped that after creating "a picture" of the market, management's analysis of the potential business venture and plan of action will be structured as to avoid losses and to find the most profitable scenarios. The success of the multinational corporation lies on the shoulders of it's management. International management and organization-design expert Henry Mintzenberg says every CEO has three essential duties: direct supervision, development of the organization's strategy, and management of the organization's boundary conditions. Top management's responsibility at and beyond the organization's boundaries is largely a communication responsibility; however, no commonly accepted model exists for decision, execution, and assessment of communication opportunities. Within even some of the largest and most venerable organizations, the process used is haphazard and inconsistent. The Wyatt Company's survey of communications professionals showed that just 58.1 percent agreed that their organization's communication objectives are linked to business objectives, and 83.3 percent reported that their organizations conduct no formal review of return on communications investment. CEOs must establish and re inforce an organization's image in public by viewing each target public as a client; by doing research, looking at trends, and talking to experts, a CEO focuses on selling what the client wants to buy.1 Finding a country to conduct business in can be a very easy task depending on if the organization's top management follows the advice of Mr. Mintzenberg. The way a company normally d... ...atistics on market for your product (internal production plus imports less exports) * Source: Penetrating the International Market, p.27-8. Bibliography: 1 McGrath, John J. Sell Your CEO! Vital Speeches of the Day. vol. 61-14. May 1, 1995: 444-7. 2 Stuart, Robert Douglas. Penetrating the International Market. American Management Association. New York 1965: 25-39. 3 Haner, F.T. Multinational Management. Merrill. Columbus, Ohio 1973: 43-58. 4 Ewing, John S. and Meissner, Frank. International Business Management; Readings and Cases. Wadsworth. Belmont, California. 1964: 146-70. 5 Robinson, Richard D. International Management. Holt, Reinhart and Winston. New York. 1967: 71-85. 6 Morden, Tony. International Culture and Management. Management Decision. vol. 33-2. 1995:16-21. 7 Harris, Philip R. and Moran, Robert T. Managing Cultural Differences. Gulf. Houston, Texas. 1979: 12-24. 8 Fayerweather, John. International Business Management; A Conceptual Framework. McGraw-Hill. New York. 1969: 51-64. 9 Haner, F.T. Multinational Management. Merill. Columbus, Ohio. 1973: 60-64.

Controlling Case study Essay

Abstract This paper studies management control design of supplier relationships in manufacturing, a supply chain phase currently under-explored. Compared to supplier relations during procurement and R&D, which research found to be governed by a combination of formal and informal controls, supplier relations in manufacturing are more formal, so that they could be governed by more formal and less informal controls. To refine the management control system and influencing contingencies, we propose a theoretical framework specifically adapted for the manufacturing stage. This framework is investigated by an in depth case study of the supplier management control of a Volvo Cars production facility. We identify three types of suppliers visualizing the associations in the framework and illustrating the framework’s explicative power in (automotive) manufacturing. Furthermore, the case contradicts that supplier relations in the manufacturing phase are governed by little informal control, because the automaker highly values the role of trust building and social pressure. Most notably, a structured supplier team functions as a clan and establishes informal control among participating suppliers, which strengthens the automaker’s control on dyadic supplier relations. Keywords: Management control; Supplier relationships; Manufacturing; Contingency theory; Case research; Automotive 2 1. Introduction In the current economic environment, characterised by globalisation and enhanced levels of competition, companies require an effective supply chain with inter-organizational relationships (IORs) to strive for sustainable competitive advantage. Not surprisingly, studies show that IORs have a high potential impact on organization performance (e. g. Anderson & Dekker, 2005). Literature, however, also argues that many IORs do not provide the expected benefits and are often terminated because of managing difficulties (Ireland, Hitt & Vaidynanath, 2002). Academics often propose that lack of coordination and opportunistic behaviour of partners are the two main reasons for the relatively high relationship failure rate (e. g. Dekker, 2004). Hence, management control systems (MCSs) are argued to play a critical role in preventing such failure, by establishing governance mechanisms to control the relationship (Ireland et al. , 2002). The fundamental goal of MCSs is to influence decision making in attaining strategic objectives (Nixon & Burns, 2005). In an inter-organizational setting, this implies creating bilateral incentives to pursue mutual goals. Already in the mid-nineties, scholars started calling for more attention for this topic (e.g. Hopwood, 1996; Otley, 1994), and have not stopped since (e. g. van der Meer-Kooistra & Vosselman, 2006). Consequently, inter-organisational MCSs have been studied from several angles, including outsourcing (e. g. Anderson, Glenn & Sedatole, 2000), inter-organizational cost management (e. g. Cooper & Slagmulder, 2004), partnerships (e. g. Seal, Berry, Cullen, Dunlop & Ahmed, 1999), strategic alliances (e. g. Dekker 2004), networks (e. g. Kajuter & Kulmala, 2005) and joint ventures (e.g. Kamminga & van der MeerKooistra, 2007). Yet, the main emphasis was put on relational collaboration during the first stages of the supply chain, namely procurement, which involves the make-or-buy decision, partner selection and contract design, and R&D. Although this historical focus is certainly justified, management control in a later phase of the supply chain, namely manufacturing, remains relatively under-explored (Cooper & Slagmulder, 2004; Langfield-Smith & Smith, 2003). However, purchased products and services for manufacturing account for more than 60% of the average company’s total costs (Degraeve & Roodhooft, 2001) and are subject to continuous improvement with suppliers, also requiring adequate management control. Therefore, this study illustrates how manufacturers design the MCS of supplier relations in the manufacturing phase of the supply chain, which we refer to as â€Å"manufacturer-supplier relationships† (MSRs). In other words, we abstract from 3  procurement and R&D influences. 1 Nevertheless, management control research on previous supply chain stages, offers a first theoretical insight into how a MCS for MSRs could look like. In particular, prior empirical research on IORs such as R&D collaboration (Cooper & Slagmulder, 2004), strategic alliances (Dekker 2004) and joint ventures (Kamminga & van der Meer-Kooistra, 2007) found MCSs that combine both formal controls, like outcome controls, and more informal controls, such as trust building. Also the execution of service outsourcing projects, like industrial maintenance (van der Meer-Kooistra & Vosselman, 2000), IT (Langfield-Smith & Smith, 2003) and accounting (Nicholson, Jones & Espenlaub, 2006) is governed by a combined MCS. So if we assume these findings to hold for other IOR types (external validity) and neglect potential characteristic differences, MSRs could be expected to be governed by a combination of formal and informal control as well. Yet, by taking into account differences between MSRs and other types of IORs, the MCS design could be different. In that respect, we argue that manufacturing is more formal than procurement and R&D. Indications for that argument and its consequences for management control can be found in the management control framework of Das & Teng (2001). Based on the variables in their framework2, task programmability and outcome measurability, it should be clear that for manufacturing both variable levels are high, or at least higher than in the case of procurement and R&D. Consequently, the framework indicates that formal controls are suited mechanisms to govern MSRs. This argument is strengthened by the type of knowledge usage in MSRs, for which organization literature provides a clear distinction between knowledge exploration and knowledge exploitation. On the one hand, it is argued that the first supply chain phases, think of procurement and R&D, aim at knowledge exploration, while the later stages, like manufacturing, primarily 1 Obviously, procurement and R&D do impact the manufacturing phase. Yet, as our aim is refining supplier MCS design in the  manufacturing phase, we deliberately exclude these influences. In terms of research methodology, this abstraction is put into operation by studying a MSR between a manufacturer facility and supplier facility only dealing with manufacturing, while procurement and R&D are handled by their respective mother companies (cf part three of this paper â€Å"research methodology†). 2 Although this framework was originally developed by Ouchi (1979) for use in MCS design within organizations, Das & Teng (2001) further adapted it for use in IORs. Task programmability refers to the degree to which managers understand the transformation process in which appropriate behaviour is to take place. Outcome measurability refers to the ability to measure outcome precisely and objectively. When outcome measurability is high/low and task programmability is low/high, formal outcome/behaviour control should be set up to govern the relation. When both dimensions are low, informal control is preferable, but when both measures are high, both outcome and behaviour control are suited control mechanisms (Das & Teng, 2001). 4  aim at knowledge exploitation. On the other hand, research shows that the exploration of knowledge is best governed by informal controls, while knowledge exploitation is most adequately controlled by formal controls (Bijlsma-Frankema & Costa, 2005). Thus, based on the characteristics of high task programmability, high outcome measurability and knowledge exploitation goals, MSRs could be expected to be governed by primarily formal controls with little informal controls. In other words, the literature offers different management control designs for MSRs regarding the informal control level. Therefore, this study investigates how the MCS of MSRs is designed and how important informal controls are in that design, in particular in IORs between an original equipment manufacturer (OEM) and suppliers of outsourced manufacturing activities in the trend-setting automotive industry (cf Womack, Jones & Roos, 1990). An automobile is a complex product manufactured with thousands of components. Consequently, also this industry increasingly outsourced non-core activities and started relying on suppliers to create lower costs. To that end, a variety of supply chain management practices has been implemented, such as lean supply and continuous improvement. Yet, these induce the need for appropriate management control structures and bi-directional communication to organize and manage the relation (Carr & Ng, 1995; Scannell, Vickery & Droge, 2000). In that respect, one particular automaker, namely Toyota, is known for partnering with suppliers, transferring its expertise to help suppliers and installing softer forms of control including trust. To govern the search for continuous improvement in manufacturing, Toyota established the â€Å"Toyota Group† by means of a supplier association, an operations management consulting division and voluntary small group learning teams (Dyer & Nobeoka, 2000). However, practitioner literature (e. g. Automotive News/Automotive News Europe) describes several other automakers governing this search by heavily formalized supplier relations. Contrary to cooperation during procurement and R&D, manufacturing is argued to become much more demanding towards suppliers. Automakers increasingly transfer manufacturing risk and supply responsibility to first-tier suppliers, which results in suppliers delivering to very tight just-in-time and in-sequence schedules (Alford, Sackett & Nelder, 2000). As a result, OEMs install formal controls and supplier improvement techniques, which alert suppliers to the importance of ameliorating supply performance at lower costs. Hence, also automotive practice shows evidence of high and low levels of informal control. Therefore, this study specifically investigates how the MCS of automotive MSRs is designed. Yet, besides illustrating MCS design, this paper contributes to explaining MCS design of automotive 5 MSRs. To our knowledge, little inter-organizational management control research specifically investigated contingency theory’s explicative power in manufacturing. Naturally, several papers study influences on MCS design in production environments, like the impact of manufacturing flexibility (Abernethy & Lillis, 1995), customization and related interdependence (Bouwens & Abernethy, 2000), profit centre strategy (Lillis, 2002), production strategy, production technology and organization (van Veen-Dirks, 2006). However, these studies investigate characteristics explaining MCS design in one organisation, while our study focuses on inter-organizational relations. To that end, we propose a refined theoretical contingency framework based on recent inter-organizational management control theory, but specifically adapted for the manufacturing stage. This framework proposes several contingencies determining the level of risk, which is governed by different levels of management control techniques. In order to illustrate the validity of the framework in practice and answer how and why automakers design their MCS, we perform an in depth case study of the relations between a facility (VCG) of the international OEM Volvo Cars and a selection of its first-tier supplier facilities. The case study provides considerable evidence of three supplier types, namely batch, low value-added just-in-sequence and high value-added just-in-sequence suppliers, visualizing the associations in the framework between contingencies, risks and management controls. These controls include both formal and informal techniques, of which trust building and social pressure are highly valued. Most notably, VCG’s structured supplier team functions as a clan and establishes informal control among participating suppliers, which strengthens control on the OEM’s dyadic supplier relations. As our framework draws on case findings from other less formal IORs, it seems that our case findings offer more evidence of their external validity. That way, the findings contradict that informal controls play a minor role in automotive MSRs. In particular, VCG’s MCS, combining both formal and informal controls, is argued to be designed specifically to improve supply performance. The remainder of this paper is organized as follows. In the second part, we develop the theoretical contingency framework. The third part describes the case research methodology. The fourth part is the actual case study, which presents VCG, describes three supplier types by means of contingency levels and clarifies how VCG designed the MCS governing them. In the fifth part, we discuss our findings by comparing VCG’s management control with previous findings and elaborating on the significance of VCG’s supplier team. We conclude the paper with a summary of the main findings and some avenues for further research. 6 2. Theoretical framework In this part, we develop a theoretical contingency framework for MCS design of MSRs, which can be found in figure I. > Contingency theory originated with the aim of explaining the structure of organizations by particular circumstances. Later, management accounting researchers adopted and further developed the theory in order to explain the shape of MCSs in organizations (e. g. Chenhall, 2003; Luft & Shields, 2003). Therefore, contingency theory suits this study, regarding MCS design of MSRs and its explicative variables. The central concept of the framework is the level of risk a certain MSR runs. Inter-organizational management control theory proposes two types of risk, which result from five different situational antecedents, characterizing the MSR. Although we clarify both risk types separately, we stress the integrative interpretation of all contingencies jointly determining both levels of risk. Subsequently, this risk is governed by different management control instruments, either with a large or a small role for informal control. 3 2. 1. Performance risk The first risk type is performance risk, defined as the probability of not achieving the MSR objectives, despite satisfactory cooperation (Das & Teng, 2001). This type of risk is also referred to as â€Å"coordination requirements† (Dekker, 2004; Gulati & Singh, 1998) or â€Å"the mastery of events† (Tomkins, 2001). As the MSR objective concerns manufacturing as many products of the order book as possible, on time, with good quality at the lowest possible cost, performance risk is the risk of a supply chain interruption disturbing the realisation of this goal. Three contingencies related to technology increase this risk, namely complexity, task uncertainty and task interdependence (Chenhall, 2003). Yet as complexity and task uncertainty are highly related (Chenhall, 2003), the framework does not include complexity separately (cf Dekker, 2004). 3 According to van Veen-Dirks (2006), all situational characteristics and MCS characteristics are determined jointly instead of sequentially. Also Kamminga & van der Meer-Kooistra (2007) propose that the influence of contingencies is not determined by each antecedent as such, but by their interaction. In addition, they suggest studying control as an integrative concept, in which all control dimensions are incorporated. Consequently, we do not propose one-on-one associations between one specific contingency, one specific type of risk and one specific type of control, suggested to suit that risk type. Instead, our model simultaneously studies the associations between situational contingencies, risks and management control techniques, as put forward by the three boxes of figure I. The boxes of contingencies and risks are put together to stress their interdependence and joint impact on management control. 7 Task uncertainty relates to variability in transformation tasks and the available knowledge of methods for performing those tasks (Chenhall, 2003). This situational characteristic determines the measurability difficulty of output and activities (Kamminga & van der Meer-Kooistra, 2007; van der MeerKooistra & Vosselman, 2000), which increases with increasing levels of complexity of both the delivered product and its operational processes (Woodward, 1965). The first complexity is related to the added value of the product and gradually increases depending on whether the supplier delivers a standard component or an important customized module (Cooper & Slagmulder, 2004). The second complexity regards the added value of the production process and reflects the complexity of the supplier’s manufacturing processes needed to effectively produce and deliver products as required. Task interdependence refers to the degree to which subactivities of the value creation process have been split up and made dependent on each other (Dekker, 2004). In MSRs, this interdependence is sequential (Thompson, 1967)4, because the relation involves transferring the supplier’s output to the manufacturer’s input process. The level of sequential interdependence is impacted by the dependence level of the manufacturer’s operational performance on the supply quality (timeliness and product quality). Moreover, the interdependence level of a specific MSR is influenced by the production flexibility required from both parties and the manufacturer’s lack of precise knowledge to perform activities previously done in-house. 2. 2. Relational risk The second type of risk is relational risk, implying the probability of not having satisfactory cooperation because of opportunistic behaviour of the supplier, exemplified in shirking, cheating, distorting information and appropriating resources (Das and Teng, 2001). This type of risk is also referred to as â€Å"appropriation concerns† (Dekker, 2004; Gulati & Singh, 1998) or â€Å"the generation of trust† (Tomkins, 2001). Transaction cost economics (TCE) theory5 proposes three contingencies that influence relational risk and subsequently determine appropriate control: asset specificity, environmental uncertainty and transaction frequency (Williamson, 1979). Yet, as the manufacturer possesses no specific assets related to a certain supplier, at 4 Thompson (1967) identifies three levels of task interdependence from low to high, which influence the level of inter-organisational coordination and communication: pooled, sequential and reciprocal interdependence. 5 TCE argues that parties are only boundedly rational and behave opportunistically. Therefore, the total cost of outsourcing is the sum of both the supplied component costs and the transaction costs, including costs for negotiation, drawing up contracts, coordination, control and risk of opportunistic behaviour (van der Meer-Kooistra & Vosselman, 2000). 8 least not in the manufacturing phase of the supply chain, there is no lock-in to supplier opportunistic behaviour. 6 Hence, unlike uncertainty and transaction frequency, asset specificity does not influence supplier opportunistic behaviour in MSRs and is not included in our theoretical framework. Consistent with being a central contingency research concept, environmental uncertainty also forms a powerful characteristic of MSRs (Chenhall, 2003). In particular, this contingency relates to general market uncertainties and uncertainty about unknown future contingencies (Kamminga & van der Meer-Kooistra, 2007; Langfield-Smith & Smith, 2003; van der Meer-Kooistra & Vosselman, 2000). Because manufacturer and supplier interact under these uncertainties, both parties face changes over time, which require detailed contracts (Dekker, 2004). However, incomplete contract theory argues that there exist limitations in drawing up complete contracts, because all future contingencies can not be foreseen, are too expensive to foresee or are too expensive or impossible to contract upon (Gietzmann, 1996). Consequently, the combination of uncertainty and incomplete contracts leads to potential opportunistic behaviour of the supplier. According to TCE, more frequent interactions lower the possibility of opportunistic behaviour (Williamson, 1979). So, to preserve a positive relation between contingencies and relational risk, we could utilize infrequency as contingency variable (e. g. Anderson & Dekker, 2005). Yet, as we study MSRs with no connection to commercial negotiations determining the contract term, we include the antecedent relational stability aim. This contingency relates to the manufacturer’s aim of continued future interactions with the supplier and serves to build bilateral commitment (Cooper & Slagmulder, 2004). We argue that MSRs, in which relational stability is considered necessary and thus aspired by the manufacturer, are subject to higher relational risk. For example, if supplier switching costs are high due to high interdependence, high commitment from the manufacturer could incite the supplier to accept lower quality or delivery performance. Besides including a transaction environment characteristic and a transaction characteristic, we also incorporate a transaction party characteristic (Langfield-Smith & Smith, 2003; van der Meer-Kooistra & Vosselman, 2000). In particular, we include supplier knowledge importance, which encompasses the degree of importance for the manufacturer to know the supplier and to be able to assess characteristics, such as management competence, trustworthiness and willingness to share proprietary knowledge. Usually, this kind of assessment is done by means of first-hand or second-hand experience. Hence, we argue that when the 6 Obviously, suppliers do have specific assets in place, rendering them vulnerable to opportunistic behaviour from the part of the manufacturer. However, this study and the developed theoretical framework only focus on supplier opportunistic behaviour. 9 importance of supplier knowledge rises, the risk for insufficient or erroneous assessment and subsequent supplier opportunistic behaviour increases. 2. 3. Management control system Although MCSs have been conceptualised and categorised in various ways, the current management control literature has reached a consensus on two types of management controls, namely formal and informal control instruments (Langfield-Smith & Smith, 2003). Obviously, studying the usage of informal controls compared to formal controls requires both control types to be included in the theoretical framework. Formal controls are explicitly set up to coordinate the MSR and include outcome controls and behaviour controls. Outcome control involves the measurement and evaluation of the outcomes of operations against pre-defined outcomes or targets, by using several performance measurement techniques (Ouchi, 1979; Dekker, 2004). The most important outcome metrics for MSRs are percentage of defects, quality of delivered goods and on time delivery of goods (Gunasekaran, Patel & McGaughey, 2004). Behavioural control concerns the specification and actual surveillance of behaviour, by means of rules and standard procedures (Ouchi, 1979). Additionally, behaviour control includes evaluating compliance with pre-specified planning, procedures, rules and regulations (Dekker, 2004). Informal controls (also called social controls) are not explicitly designed, but are grown out of shared norms and values, shaped by frequent interaction, meetings and management attitude (Ouchi, 1979; Merchant, 1998). Especially trust building7 has emerged as a very important informal control instrument in inter-organizational MCSs (e. g.Dekker, 2004). While formal controls reduce the risk by altering the incentives for underperformance and opportunistic behaviour, trust mitigates risk by minimizing the fear of underperformance and opportunistic behaviour to occur (Das and Teng 2001). Therefore, we include three types of inter-organizational trust building, namely building contractual trust, competence trust and goodwill trust (Sako, 1992). 8 Contractual trust results from previous contractual relations or grows during the MSR 7 Rousseau, Sitkin, Burt & Camerer (1998, p. 394). Define trust as â€Å"a psychological state comprising the intention to accept  vulnerability, based upon positive expectations of the intentions or behaviour of another†. According to them â€Å"trust is not a behaviour (cooperation), or a choice (e. g. taking a risk), but an underlying psychological condition that can cause or result from such actions† (Rousseau et al. , 1998, p. 395; italics added). As such, trust in itself can not be a control instrument in the MCS of MSRs. Instead, the control techniques are the actions the manufacturer performs to create and build trust in the supplier. 8 Contractual trust is based on the expectation that the supplier will keep promises and comply with agreements made, whether these10 (Sako, 1992). Competence trust is increased by previous good performance, i. e. good quality and delivery results. Moreover, competence trust results from buying activities from reputable suppliers or transferring competences to the supplier. Additionally, product and/or process certification and process standardisation enhance competence trust (Sako, 1992). To develop goodwill trust, Sako (1992) identifies shared values and norms as necessary, but insufficient, as transaction parties also need to show the willingness to be indebted to each other. Gulati (1995) stresses creating and growing an inter-organizational bond of friendship to trigger goodwill trust (Gulati, 1995). Other possible goodwill trust initiators are interactive goal setting, trustworthiness reputation and a long term relationship (Dekker, 2004). Next to these specific trust building mechanisms, the literature also proposes an important overall trust building technique, namely close interaction, based on mutual interests and established by means of joint decision making and joint problem solving via a joint relationship board and/or joint task groups (Das & Teng, 2001; Dekker, 2004). 9 Besides trust building, MSRs can be governed by another type of informal control, which Ouchi (1979) refers to as clan control. Based on shared norms, values and a common inter-organizational goal, supplier behaviour in the interest of the MSR will be reinforced, because suppliers are motivated to achieve the goal (Das & Teng, 2001). This incentive results from inter-organisational social pressure (Spekle, 2001) exerted by the manufacturer, which we believe is social control in its literal meaning. Because of high interdependence between manufacturer and supplier, below standard results of the supplier directly impact the manufacturer’s performance. Consequently, supplier management is unpleasantly confronted with manufacturer management and faces personal humiliation because of the error. Additionally, supplier management runs the risk of their reputation and personal relationship with interacting manufacturer management getting injured. Also Dyer & Singh (1998) mention reputation and personal relations as social control mechanisms, besides norms and trust. By acting as negatively valued social sanctions (Bijlsma- are contractually stipulated or not. Competence trust concerns the expectation that the supplier possesses the necessary technical and managerial competences to deliver the order as agreed. Goodwill trust regards the expectation that the supplier shares an open commitment, with the willingness to perform activities beneficial to the MSR, but possibly neither in the supplier’s interest nor required by the contract (Sako, 1992). 9 Other potential overall trust building techniques in a MSR are communication via regular inter-organizational meetings (Chalos & O’Connor, 2004; Das & Teng, 2001), information sharing of problem areas (Chalos & O’Connor, 2004), supplier development activities (Carr & Ng, 1995), networking (Das & Teng, 2001), training (Chalos & O’Connor, 2004) and the extent to which the employees of both parties understand the factors ensuring the collaboration’s future success (Chalos & O’Connor, 2004). 11 Frankema & Costa, 2005), these social consequences create incentives for satisfactory supplier performance and render supplier opportunism hard to sustain (Spekle, 2001). If we assume operational snags to be day-today business in MSRs, this social pressure creates an informal means to mitigate risk in MSRs. 3. Research methodology 3. 1. Case study research The empirical part of this paper is based on an in depth case study, which is an investigation of a real life phenomenon, relying on multiple sources of evidence and benefiting from prior development of theoretical propositions (Yin, 1994). This research method suits our research that concerns refining existing interorganizational management control theory for the relatively under-explored manufacturing phase of the supply chain. 10 According to Keating (1995), such theory refinement needs a clear theoretical starting point, supplemented with openness to the discovery of unexpected findings. To balance these theory attachment and detachment requirements, we developed a theoretical framework to guide the data collection, but at the same time used data collection techniques allowing sufficient openness. Furthermore, several interorganizational management control case studies (e. g. Cooper & Slagmulder, 2004; Dekker, 2004; Kamminga & van der Meer-Kooistra, 2007; Nicholson et al. , 2006) strengthen the argument that cases allow investigating in detail the structure and influencing variables of IORs (Sartorius & Kirsten, 2005). These studies show that theory refinement of MCS design can be adequately investigated by means of qualitative research. The social meaning of inter-organizational MCSs, especially regarding the use and interpretation of informal controls, and the subsequent behaviour of companies and employees is very complex. So if we only skim the surface, we will never discover how different parties interpret certain IORs and whether the MCS is designed accordingly. This argument not only justifies the choice for a case study, but also forms the reason 10 Our research corresponds to investigating a complex phenomenon within its real life context of which empirical evidence is rather limited, and answering how and why questions about this phenomenon, for which case study research is most suited (Eisenhardt, 1989; Yin, 1994). Furthermore, Keating (1995) argues that case studies suit three goals and that our theory refinement goal represents the middle ground between theory discovery (describing novel phenomena) and theory refutation (disconfirming well specified theories by bringing in negative evidence). More specifically, our case research is of the theory illustration type, documenting â€Å"previously unappreciated aspects of management accounting practice† and identifying â€Å"aspects of the illustrated theory that require reformulation or more rigorous specification† (Keating, 1995, p.71). Indeed, the goal of this study is to illustrate how manufacturers design supplier MCSs, to what extent this design differs from designs in other IORs and how the design can be explained by means of a specifically adapted theoretical framework. 12 why more of this research is requested (e. g. Langfield-Smith & Smith, 2003; Dekker, 2004; van der MeerKooistra & Vosselman, 2006). 3. 2. Unit of analysis In most inter-organizational studies, the unit of analysis is one dyadic relation between two independent parties (van der Meer-Kooistra & Vosselman, 2006). Since there exist different dyadic MSRs within one manufacturer and we study MCS’s dependence on relationship contingencies, our unit of analysis consists of specific MSRs. Dyer & Singh (1998) explicitly propose the â€Å"relational view†, focusing on the buyer-supplier dyad, as opposed to the â€Å"industry structure view† and â€Å"resource based view†, when analyzing cooperative strategy and sources of inter-organizational competitive advantage. In order to answer the proposed research questions concerning MSR MCS design, we analyzed all relations after the manufacturer had decided to outsource the manufacturing activities. In other words, we addressed neither the make-or-buy decision nor related commercial negotiations, but collected data from the start of production onwards. Furthermore, we only gathered data on standard MCSs for MSRs with good operational performance. 3. 3. Case company selection The selection of the case company and its suppliers was influenced by two selection concerns: theoretical sampling (Eisenhardt, 1989), and open and flexible access to.

Fiji Water Essay

FIJI Water has recently been accused of greenwashing. Greenwashing is a term that is used to describe companies that mislead their consumers into believing that they are an environmentally safe company. With the threat of global warming due to greenhouse gases, many people have become extremely sensitive to companies that aren’t doing their part to keep the world a great place to live for thousands of years to come. This has caused problems for FIJI Water because their business is successful only if they are able to get consumers to buy their water even though they aren’t an environmentally friendly company. Fiji, an island located in the middle of the Pacific Ocean, has to ship bottled water 5,500 miles to the United States, which produces 216,000,000 pounds of greenhouse gases per trip. This has a huge impact on the environment and therefore has led to many conservationists attacks due to FIJI Water’s claim to go carbon negative. FIJI Water promised to reduce their packaging by 20 percent per year, supply at least 50 percent of the energy used at its plants with renewable energy, optimized logistics and use more carbon-efficient transportations modes, restore degraded grasslands in Fiji, and support recycling programs for plastic bottles. They claimed that this would have a net reduction of carbon in the atmosphere, and used the slogan â€Å"every drop is green† to symbolize that their company wasn’t doing any harm to the environment. While they promised this and created a website to show that they were going carbon negative, there were no numbers to prove that they actually accomplished what they intended to do. I completely agree with the conservationists that they are greenwashing because it’s hard to believe that a company exporting 90 percent of their products to places that are thousands of miles away and emit a ton of greenhouse gases would be able to be carbon negative. Some companies don’t get caught for their greenwashing, but when it’s completely obvious it’s hard to fool customers, especially conservationists.

Harley Davidson History Essay

Actually, the history of the Harley-Davidson Company began in 1903, when two brothers, Bill Harley and Walter Davidson, invented their first motorcycle in Milwaukee (Gannon, 2002, p. 8). At that period of time other companies produced motorcycles in the North-American states and one of them, the Indian Motorcycle Company, became the main competitor of Harley-Davidson for many years. In fact, it was a bicycle, equipped with a one-cylinder motor. All details of that motorcycle were produced manually. Later, the second version of that bike was produced with more powerful motor and it became the first motorcycle for sale (p. 10). Three bikes were assembled that year and the Harley-Davidson Company opened the first page of its history. In 1904, the brothers produced 8 motorcycles and in 1906 it were 50. The company developed very quickly and by that period of time it included about 20 employees hired. Harley-Davidson constantly aspired to create a high speed bike and as a result the new model known as V-twin was introduced in 1909. The specially designed vacuum valves and a belt transmission were the main features of that model (Oliver, 1957, p. 26). In 1910, the legendary â€Å"Bar and Shield† logo was developed. It continues to be the main defining symbol of Harley-Davidson bikes today (p. 28). The significant progress of the Harley-Davidson Company took place in 1912. A new 6-story factory was built and first overseas sales were made in Japan. That year Harley-Davidson presented its first version of gear box. The mechanism of chain gear was designed in 1913 and a three-speed sliding-gear transmission was developed in 1915 (p. 32). It should be emphasized that the First World War played a big role in the development of the Harley-Davidson Company. So, about 20,000 motorcycles were sold to the U. S. military forces by the end of 1918 (Walker, 2000, p. 67). The given order significantly improved the reputation of Harley-Davidson and having 2,000 additional dealerships worldwide the company managed to become the biggest motorcycle factory in the world (Oliver, 1957, p. 34). Improving the construction of V-twin motors, company’s constructors couldn’t get rid of the main problems, typical for the given class of motors. The opened valves often clogged up and had a lot of maintenance problems. At that time, Indian Motorcycle Company used another construction of V-motors. Though, theoretically that construction was less effective the engineers managed to bring it to perfection and got the maximal power and maintenance simplicity. For that reason, the administration of the Harley-Davidson Company took decision to create its own class of V-motors with longitudinal placement. The first pattern of that bike appeared in the last days of the second decade (p. 35). The new model, equipped with the Flathead V-twin engine was invented in 1929 (Walker, 2000, p. 72). The motors of the given model were equipped with side-valves and the classical Flathead could successfully compete with the production of the Indian Motorcycle Company. Unfortunately, Flathead appeared two months earlier the moment when the Great Depression began. The number of sales decreased in several times, but the company managed to survive when others went bankrupt. However, having survived the depression time the company managed to stabilize its economy and was in very advantageous position – huge demand and the absence of supply. In 1932, the three-wheel Servi-Car was developed (Oliver, 1957, p. 38). Together with the change, called as the â€Å"eagle† design, which was painted on all Harley-Davidson gas tanks, there were a lot of changes made in the engine’ s construction. Afterwards, the given model made a good impression on the U. S. police, as a result, Servi-Car managed to become police vehicle (p. 38). In 1936, the Knucklehead motorbike was invented and managed to become the victory over the Indian (p. 39). The given model took place on the market for 12 years and had a huge influence on the further developments. The engineers continued working on Knucklehead model even during the Second World War. Having changed the motor’s configuration and added the hydraulic device intended for pushing valves, the constructors managed to get rid of adjusting gaps. Due to the aluminum body of engine the motor’s heat emission was increased. Afterwards, bikers called that model – Penhead. The main event which took place in 1953, it was the collapse of the main competitor of Harley Davidson – Indian Motorcycle Company (Walker, 2000, p. 88). Nevertheless, the company faced a lot of problems in the marketing field due to the fast development of Japanese and European motorbike companies. Thus, having sold the part of its stocks, Harley Davidson was involved in the cruel fight against foreign producers. In 1969, American Machine and Foundry Company bought the control packet of shares of Harley Davidson and became its actual owner (Oliver, 1957, p. 40). The new motorcycles had a negative impact on the company’s reputation and Harley Davidson began to lose the market of Big-twin and Sportster models. In 1971, FX Super Glide model was produced (p. 43). Although the given model wasn’t popular, Harley Davidson developed its further unique motorcycles on the basis of FX Super Glide. By the middle of 70-s the given models couldn’t cope with the production of Japanese competitors. As a result, in 1981 senior members of Harley-Davidson bought back Harley-Davidson Motor Company from AMF (Walker, 2000, p. 90). In 1983 the group H. O. G was founded and became the largest factory-sponsored motorcycle club in the world. By the year 2000, the club had over 500,000 members (Gannon, 2002, p. 15). In 1984, the new Evolution V2 model with an aluminum head was presented to public (Oliver, 1957, p. 42). At the end of this revolutionary decade for Harley-Davidson, the FXSTS Springer Softail model was introduced into the lineup. It was made on the basis of motorcycles of the 1940-s and equipped with the modern 1340 cc motor (Walker, 2000, p. 92). The appearance of the given engine allowed the Harley Davidson Company to produce many motorcycles by individual orders. So, introduction of such model as FLSTF Fat-Boy in the early 1990-s can be considered as a good evidence of that fact. In 2001, the new model of Harley-Davidson was presented for the 2002 model year. The main feature of the given model was suggested to be the modern engine, equipped with a liquid-cooled system. It should be pointed out that today the Harley Davidson Company takes the leading position in the business World, when demand exceeds supply, that allows to increase the prices of production and stock. References Gannon E. , Veno A. (2002). Brotherhoods: Inside the Outlaw Motorcycle Clubs. Crows Nest: Allen & Unwin Oliver S. H. (1957). Automobiles and Motorcycles in the U. S. National Museum. Washington: Smithsonian Institution Walker S. M. (2000). Bikers: Culture, Politics and Power. New York: Berg

Travel as a Political Act

Introduction: 1. The notion of travel that still persists is the relative affluence of wealthy travelers (Americans) who only seek the doctrine of pleasure. I believe overseas travel should be an understanding of different cultures, even educational. I’ve had the privilege to travel to Norway, Germany, France, Japan, Korea, Mexico, the Caribbean, Hawaii and Guam. Some of my travel was in early adolescents and my understanding of different cultures was drastically different. I expected life to be as it was in the United States with all the amenities we take for granted.Just last year in December, my job took me to Germany and France. I made sure to research there culture and customs concerning food, manners, and restaurants†¦ etc. I even tried to learn some German and French. The conveniences I desired as an adolescent where all the comforts of home, T. V. , water, video games and â€Å"American food†. As an adult my conveniences are more practical and hopefully sim plistic, clean water (without bubbles) a clean place to sleep and a few electrical outlets to plug in all my devices. 2. I believe Steves is making a generalization of the modern traveler.Steves has traveled all over and experienced many cultures and ethnicities. To me, Steves is telling us that he has â€Å"seen it all† and has a respect for others culture. 3. Steves defines good citizenship as, â€Å"Holding our country to a high standard and searching for ways to better live up to it lofty ideals. † Yes, it is okay to criticize our country. If we do not question and critic ourselves, we do not leave much room to grow and improve. Yes, we can learn from other nations. My observation in some of the countries I’ve visited is, they are better at recycling then we are. This is an opportunity to learn from another nation.Chapter 1 1. Elected leaders of today have no more of a connection then those â€Å"divinely ordained† kings did centuries ago. The example presented form a political office often differs from when they were campaigning. There seems to be a lot of hypocrisy in our politics. 2. â€Å"Travel challenges truths that we were raised thinking were self-evident and God-given† (pp. 5). We learn that other cultures and ethnicities do things differently according to religion, food†¦etc. 3. Looking out over the action, with Pillars of Hercules in the misty Moroccan distance is where Steves says two great civilizations came together.I would love to see Christianity and Islam co-existing in peace, but as he said before, this is nothing new. From my perspective, Islam was birthed from Christianity and there can only be one true God and that is through Jesus. Ultimately there will always be a battle until the new heaven and earth. 4. Fear is often a barrier to travel. Fear is not a factor in my willingness to travel. I believe we all should get out of our comfort zones and experience something different. 5. Americans would benefit most from international travel. Learning about the world and coming home with a new perspective 6.Steves learned that there are more Lutherans in Namibia then in the US. I don’t think it affects my perspective at all. If anything, my thinking brings me to spreading the gospel of Jesus and how many people are lost. Chapter 2-Lessons from the Former Yugoslavia: After the War 7. Ethnicities that exist in the former Yugoslavia are all South Slavs. The difference between them is what they choose to call themselves according to what religion they associate with. Catholic South Slavs are called Croats; Orthodox South Slavs are called Serbs; and Muslim South Slavs are called Bosniaks.In 1995 they laid down their arms and agreed to a peace agreement. According to Steves it is a slow progression each year. (pp. 28) It takes time to heal but all three countries are on the mend by putting aside their political and ethnic differences. 8. Home mortgages ceased to exist after the c ivil war ended. There is confusion on who owns what. Many surviving companies do not have money and the bank of Yugoslavia, which held the many of the mortgages is gone. The economic cost after the war still has a major affect concerning commerce, tourism and the ability to rebuild. 9.The effect of the â€Å"iconostasis† in the church Steve visited is to separate the common worshippers from â€Å"heavy lifting† priests. It gives them a sense of privacy. There shouldn’t be that much privacy between the religious leaders and the common worshiper. Jesus was very approachable. There is a certain humanistic ritual that comes with religion, in elevating the teacher or priest. I believe this is unnecessary. My pastor is very approachable. We are encouraged to get involved with many ministries within and outside of the church. It would be very difficult to be part of a church where your leadership was unapproachable.Chapter 3-Europe Unites: Successes & Struggles 10. 10. The big news in Europe today is Unification. Since the Unification of the 27 European countries they have opened up a free trade zone which promotes a competitive market along side the U. S and the up and coming powers of China and India. Benefits of the European Union come from high taxes. There is a much hire expectation of their big government to provide an extensive welfare network. This includes, childcare, healthcare, education, and retirement. In conclusion, I believe the benefits of their big government are well organized programs that benefit society as a whole. 1. Steves maintains that all societies have socialistic elements. I agree with Rick to a certain point. We (America) are a very well run Republic. I’d like to think that I would be open to more progressive policies in our country. So far, our in-class discussions and this book have shown me that we can learn from other countries and possibly adapt their policies to fit our style of government. The beauty of our constitution is it is meant to be adaptable. 12. Steves says, â€Å"In America we believe in government by and for the people through the corporations that we own. † Corporations in America do have a lot of influence and power.This can have a positive or negative influence. I believe it is there right to have choices. We are only as good as our ethics. Unfortunately we have seen many large corporations fail because of bad business ethics. As far as the Supreme court ruling concerning corporations and their ability to contribute unlimited funds to political campaign; I believe is a privilege. I do not know the intricacies of this policy, but with my limited knowledge, they have earned the right to give as much or as little as they please. Everything comes back to business ethics and morals in my opinion.Great power and wealth also comes with greater responsibility. The ability to choose is what makes our country unique. The ability and privilege to choose is healthy. The o utcomes of our decisions are what hinder or help. 13. Europeans work 25 percent fewer ours then we do. Americans work more hours at their jobs than Europeans because of cultural differences. The, â€Å"American Dream† is to work as much as possible to achieve more, financially and materialistically. 14. Steves maintains that Europeans prefer diplomacy to war, because of their interdependence on each other financially.I do not believe that we as Americans are to eager to go to war. Steves mentions that America has a unique position in the world as its â€Å"protector†. I believe this has become Americas default. If another country is suffering or looking for help, America has been the military presence. If anything, we over extend our resources. Many of my family members have served in our military or are closely affiliated with other government agencies. I fully believe that we as regular citizens do not know what goes on enough to truly have an objective opinion conce rning many of the wars we are involved in. 15.Steves took it upon himself after feeling oppressed, to speak with the local lions club president in his hometown concerning the numerous flags set out. When they did not take down their flags Steves took it upon himself to start removing the flags. I strongly disagree with what Steves did. For him to compare us flying our flag to the Nazi oppression concerning the â€Å"Gruss Gott† or even the Northern Ireland cause is ignorance. I believe the majority of this nation fly our flag in support of our troops and not towards a political affiliation. I also believe it is our right to fly our flag anytime especially in time of war.It shows pride toward our country and support of our troops and the freedom they fight for. Regardless of political affiliation, I feel it is insecurity that allowed him to proceed the way he did. That is also the beauty of our country. He can do what he did because our troops defend his rights as well. 16. St eves says we put a guilt trip on Europe in saying, â€Å" Don’t they remember how we saved them from the Nazis? † Hopefully, we are making an impact on countries, to where they don’t feel obligated but want to take our side. I would like to think they wouldn’t think twice about siding with us. 7. Steves says, he â€Å"loves America more. And because I care about our society, I challenge us to do better. † I don’t think it is fair to tell anyone to leave. I think it is more of an irrational emotional reaction. I’d be lying if I didn’t say I’ve thought about saying that to someone in a political position or even thought while reading this book about Steves. But I know that it comes from an irrational part of my brain. I agree with Steves in that, we need to find common ground and could learn from Europe and some of their policies. Chapter 4 Resurrection in El Slavador 18.Steve’s points out that the minimum wage is $ 1. 00 in El Salvador. Minimum wage in America is usually a starting point where as the indigenous people of El Salvador â€Å"only aspire to the minimum wage†¦and that’s all they get†. I think our minimum wage should increase with inflation. Many of our resources go up such as, groceries, rent, gas†¦etc. So it only makes sense that minimum wage go up as well. A â€Å"living wage† ideally sounds like a great. The problem with a set living wage is the affect it could have on independent businesses. A higher wage could contribute to higher unemployment.Employers may not be willing to higher as many people in order to make a profit. I’ve contradicted myself somewhat with my desire for an increased minimum wage. All that to say, it is a tough job to figure out. 19. 20. Globalization is defined as; the growth of interregional and worldwide linkages and the changes these linkages are bringing about. According to Steve’s, the driving force is, na ked ambition to open new markets to firms and products. Altruism is defined as the unselfish regard for or devotion to the welfare of others. Altruism is demonstrated in my life through giving.I currently sponsor two World Vision children. Hopefully at the end of my college education I can help better lives even further. My ultimate goal is to help others through the skills and education Trevecca will provide. 21. Steve’s says that he is not anti-globalization. He is anti-bad globalization. Steve’s believes that if globalization is implemented thoughtfully compassionately it can be the salvation of the developing world. Rick believes we have an obligation to be responsible. I agree that we have an obligation to be responsible. The role of the wealthy in our world is to continue to become wealthy. 22.Rick believes that our leadership manipulated our national grief to justify our actions in war. Rick believes that with the overwhelming sympathy from other nations we coul d have lifted the world into an unprecedented unity. I don’t think America could have done anything differently after 9/11. As Rick mentioned before, we haven’t had any conflicts hit American soil. In my opinion, a conflict reached our soil, and we reacted. 23. Steve’s quotes comes from Mathew 25: 35-46. I believe Steve’s is correct in these verses. Our responsibility as Christians with regards to poverty is what the verse in Mathew projects.Christians and the church as a whole can improve poverty. I recently, made a career change from Tour Manager in the Christian Music Industry to full time student. A large influence was because of an organization called World Vision and a book written by its CEO . â€Å"The Hole in our Gospelâ€Å" A paraphrased quote that had a large impact on me says†¦. †We have expansive, beautiful church buildings, huge choirs and the best praise and worship bands anywhere, but if all that is playing so loudly that ità ¢â‚¬â„¢s drowning out the cries of hundreds of thousands of suffering children all over the world.Then there is a hole in the gospel we are preaching here in America. † We are guilty of being a â€Å"me† society and need to improve our resources to the poverty in our country and the world. Chapter 5-Denmark: Highly Taxed & Highly Content 24. Rick states, they have an efficient train system and many Danes will never get around to buying a car. I believe we have to depend on our cars especially in more rural/ suburban areas. We do not have an effective transit system in many parts of the country. We are a society that does not provide sidewalks, or mass transit; in general we are not pedestrian friendly.We would need to build more mass transit station and less High ways. The best solution thus far is HOV lanes and carpooling. 25. Danes are more reliant on government then large corporations. They prefer to hold their government to a high standard and expect the elected off icials to do their job. In my limited knowledge I would say; Yes, we may give too much power to corporations but that is what our government is for. (Ex: monopolies) Government and corporations should balance one another. The proper role of our government is to uphold our constitution and liberties.The federal government is to establish Justice, insure domestic Tranquility, provide for the common defense, promote the general Welfare, and secure the Blessings of Liberty to our Posterity and ourselves. I think Ronald Reagan said it best during his First Inaugural Address: â€Å"We are a nation that has a government, not the other way around. Our government has no power except that granted by the people, and this makes us special among the nations of the Earth. † 26. I believe the â€Å"free rider† problem in the USA today is our social welfare system.This means that people take advantage of a government program that is meant to help lift you out of poverty rather then ke ep you in poverty. We are a society with an entitlement attitude. Americans take advantage of the system specifically through our welfare system. If you remember a show on MTV called cribs, they had a well known rapper who obviously made money then the allotted figure in the welfare system but was still being afforded a welfare check and food stamps. Without conviction he flaunted this on national t. v. Unfortunately this still happens today.This shows that a government program intended to help those in need is being taken advantage of and is broken. I thought of poor people and our broken welfare system. Now that I read this question our system is broken in ethics concerning corporate America as well. I’m not sure there is an explanation as to why I thought of the poor over the rich. 27. Taxes in Denmark are extremely high. Regular workers pay up to 50% in taxes and the wealthy pay up to 70% in taxes. There collective decision is based on what is best for society verses the individual. I don’t think we should model Denmark’s taxation policy.I think we need to fix ours. Our system has worked in the past and is what has made us unique as a country. We are a world power because of our unique economy not only because of our military. 28. The system for owning a car in Denmark is ridiculously expensive. If you are to buy a vehicle the cost and fees add up to buying 3 cars. This would not work in the USA. We rely to heavily on our vehicles for something like this to work. 29. Danes as a whole seem to not support marijuana. I do not believe we should legalize marijuana. We already have many vices that contribute to our society†¦ie alcohol and tobacco.Colorado is already having many issues on how to handle their legalization of the drug. I do not think there are any pros to adding to legalizing Marijuana. If I had to think of a pro, it would be to help generate revenue for the economy. Over all the disadvantages of legalizing this drug out w ay any positives. Regulation of outside distribution of the drug, affects it has on an individual, study’s show it kills brains cells over long periods of using. Colorado is already having problematic debates on where to grow and use the drug is acceptable. Chapter 6-Turkey & Morocco: Sampling secular Islam 0. One man keeps the Quran, Torah and Bible in his â€Å"Quran bag†. I believe we can and should get along with other religions. We should love people where they are. Christ calls us to love God and love people. The only way to affectively love and share truth is in love and relationship. I truly believe us as followers of Christ are all disciples and are responsible for representing Christ the best way possible. I deal with non-Christians the same way I would anyone else, with love. The best way to deal with Jews and Muslims again, is to love them where they are. 31.The evidence that Steves presents that Turkey maybe lurching into Islamic fundamentalism and theocra cy are women in public wearing the traditional headdress and walking behind men. He also noticed/felt disdained as he walked down the street, as if everyone should be praying and not out and about. I feel that our country was founded on Christian principles. In many ways we are a Christian nation. I believe our founding fathers intended this country to be free from religious persecution concerning the way they worshiped in their Christian beliefs. It is my opinion that we should be a God fearing Christian nation.We can still be a Christian nation and accept other people and the way they choose to worship. 32. Islamist are the expansionist/extremist and are afraid of the very existence of Israel. Islamic’s are the opposite. Truly, in my heart I do not feel any ill will toward Muslims. I see them as people just the same as you and I. The reason I feel this way is because of the love God has for us. I would be lying if I didn’t say that I often think they are wrong in the ir belief, and it is our job as Christians to lovingly start a conversation with them and hopefully share our beliefs. The problem is noted in this book.They believe Muhammad is the one true god. Steves friend also says, â€Å"Christendom should be threatened by Islam only if the Christian West seeks Empire here†. 33. Steves says there are advantages and disadvantages to a guided travel tour. He almost seems disappointed in the advice given in one of his books because of the fear seen on his trip to Morocco. Advantages of a guided tour are to see and experience landmarks and history behind a certain traveled area. Cons would be only experiencing the Touristy areas which are usually overpriced. I personally would prefer to visit another country on my own or with a local.I feel that is where you learn and experience the most. Although you are still a tourist you don’t stand out as much. Chapter 7-Eurpoe: Not â€Å"Hard on Drugs† or â€Å"Soft on Drugs†Ã¢â‚¬ ¦but Smart on Drugs 34. Most European nations have in common is the emphasis on education and prevention. Thinking back to my middle school and high school days. My thoughts on drug education were; it’s a joke. D. A. R. E. was the education tool used and was implemented in my elementary school. There weren’t any preventative measures in middle school or high school while I was in school. 35. Marijuana is not legal in the Netherlands.The Dutch take a more relaxed approach. There belief on Marijuana is as soon as you criminalize something; you lose any ability to regulate it. So they tolerate recreational pot smoking until it is harmful to themselves and others. I don’t really have an opinion on pot coffee shops in the Netherlands. What works for some may not work for others. I think it might be difficult to travel to the Netherlands and enjoy coffee if pot is there as well. I don’ think this would work very well in the U. S. We are not a society that appr oves of pot, and pot smoking is usually associated with harder drugs here. 36.Roughly 18,000 die of drug overdose in the U. S according to 2007 UN drug report. Looking at the statistics concerning the Dutch and Switzerland approach on hard drugs, I think it could work in the U. S. It would be something that would take time and diligence on private organization and government. The obstacles I see are our current healthcare debacle and recession. Chapter 8-Mission: Understand Iran 37. Steves had been giving his taxi driver a â€Å"thumbs up† when they had a good film take. His driver finally informed him he was mispronouncing his name and that giving someone a â€Å"thumbs up† was like giving them the middle finger.In my personal experience, reading about the culture before you visit is a huge help. Knowing currency, rate of exchange, tipping servers and even some food knowledge can go a long way. Try to understand and speak a little of their language. Most people are gr ateful you made an effort to speak there language. 38. Men and women squat when they urinate because they believe you do not get rid of your urine when you stand up. It is an overall Muslim religious conviction. I would definitely have some trouble in a place that did not have a toilet or toilet paper. I don’t think it would prevent me from visiting.It would just be difficult to deal with. 39. The dress code at the university was very strict and conforming. I think that we all need a little guidance. Dress codes help keep some order and moral decency. All within reason. I don’t feel the dress code at Trevecca affects me in any way. I think it is fine. 40. Steves said he was disheartened by the conformity imposed at the University of Tehran. The proper role of a university professor/instructor at Trevecca is to teach and inform the students on a certain subject. I think if, it is relevant to the class we should be challenged to use our brains concerning opposing views o r ideas.I don’t believe we should only look at one point of view. As for the Nazarene point of view we can learn about this specific view point but should also be challenged to see other viewpoints. 41. Brightly colored banners translated to â€Å"Death to Israel† where posted throughout the Mosque. If the police or some other group were there to â€Å"keep order† I would feel violated. Definitely grateful for our freedom of religion. 42. Steves says that the segregation among the males and females contributes to the negative image many of the Western Christians have of Islam.In some legalistic Christian churches women have to dress a certain way and in other situations, women do not have certain authority to â€Å"preach†. 43. The U. S. supported Iraq against Iran in the 1980’s. It does a little. Overall I would need to research more and find out why we backed Iraq. Then I could come to a better-educated thought. 44. Steves says, â€Å"†¦tra vel can be a powerful force for peace. Travel promotes understanding at the expense of fear. And understanding bridges conflicts between nations. † I think he means that we are at times very narrow minded as a nation.We would rather listen to what our preferred news source tells us and make our judgments from there. Traveling helps people see an entirely different perspective. Steves tends to see the humanism and similarities that cross cultural barriers. 45. Steves compares us by saying, â€Å"Iran has one dominant ethnic group and religion that’s struggling with issues of diversity and change, -liberal versus conservative, modern versus traditional, and secular versus religious. † Yes, we are sometime intolerant like the Iranians. People are imperfect and growing. We all have different opinions and some times allow our strong opinions turn into intolerance. 6. Steves is passionate about his personal experiences and how he has seen them affect others. He believe s that the American Flag doesn’t belong in his church and the Ten Commandments do not belong in City Hall. I have traveled all over the United States and have seen an American Flag in many of the churches I’ve visited. I don’t believe there is anything wrong with having the American flag in church. As far as the Ten Commandments, we are a nation that believes in the separation of church and state. I am personally not opposed to it but understand the necessity to not impose this on others.

Ecology Paper Review Essay

It is necessary to note that information provided on both sites is rather interesting and important, because it reflects the latest events and trends in ecological issues. Both sites are devoted to ecological problems discussing climatic changes, global warming, birds’ migrations, etc. for example, it is interesting to know that, according to the National Climatic Data Centre, the year of 2006 is considered the warmest year in the United States, though in the global context 2006 takes only the sixth place. It is mentioned that the previous warmest years in the UA was ranked 1998 caused by El Nino exacerbated warming. El Nino appeared this year and caused the effect of global warming leading meteorological offices to predict that â€Å"worldwide average tempts would hit a new high in 2007†. (Warming Trends 2007) According to statistics the hottest ten years noted in records have been logged since 2004: â€Å"The past nine years have all been among the 25 warmest years on record for the contiguous U.S., a streak which is unprecedented in the historical record†. According to reporter from New York Times, global warming becomes a fundamental factor affecting annual climate reports meaning that global warming is one of the serious problems not only in the USA, but in the rest of the world. (Warming Trends 2007) It is necessary to underline the article â€Å"Poverty & the Environment† providing discussion of economic and environmental injustice. For example, the author thinks that poverty and environmental degradation are combined factors characterizing the USA. Certainly, the lower income the family has, the higher the chances to be exposed to toxins either at home or at work. Apparently, low-income families have greater risk to develop asthma or cancer caused by environmental factors. Not all families are able to afford healthy food and safe outdoor spaces. Furthermore, such families are more vulnerable to human-made tragedies and natural disasters. The author says that â€Å"the worst consequences of environmental degradation are visited on the homes, workplaces, families, and bodies of the poor†. Nowadays more than 12% of the US population is behind the poverty line. (Poverty & the Environment 2006) References â€Å"Poverty & the Environment†. (2006, February 13). Retrieved January 11, 2007, from http://www.grist.org/news/maindish/2006/02/13/pate/index.html â€Å"Warming Trends†. (2007). Retrieved January 11, 2007, from http://www.sierraclub.org/compass/   

Literary Forms in the Book of Job and Ecclesiastes Essay

Literary Forms in the Book of Job and Ecclesiastes - Essay Example The book of Job has numerous frames narrative that arises from the shifts in voice, perspective, language, and scene. The most outstanding of all is the frame narrator who tells the story of Job from the perspective of God’s eye. This is done through the prefacing of the book in Job 1:1 – 2:12, the introduction of most speeches in Job 3 – 42, and giving the conclusion in Job 42 from verse 7 to 17. The perspective of the omniscient narrator is written in prose form, and it stands together with a set of human speeches in Job chapter 3 to 42. It is also written in poetry, and it develops a sense of paradoxical juxtaposition between the human and divine views of Job’s sufferings. The differing sides of Job found on the two sections of the frame (reverent and silent) and the sporadic reaction in the poetic body emphasize the juxtaposition (Enns and Longman 242). The book of Job relies heavily on lament. This literary genre is expressed in the two plays of Job i n chapter 3, 29, 30, and 31. It is important to note that lament is an important characteristic of the Joban arguments. The formal characteristics of lament normally comprise an invocation, questions of reproach, a condemnation of enemies, an affirmation of confidence, assertion of innocence, a vow, hymnist blessings, and praise, recognition of divine response, a petition for help and a description, or complaint of suffering. Lamentations made by Job resemble the accusatory laments made in chapter 10, 13, and 23 of the book of Job (Perdue 94). The lamentations are even more clamorous in criticizing God for the unjust maltreatment of an innocent and just person. In addition, from the lamentation made by Job, there are no prospects for future redemption but only the ultimate outcome of eternal death. The political role of lamentations in that period was to merge the nation as one people who relied on the divine salvation through the monarchy. Lamentations also created an outlet throug h which defeat and difficulties disappointments would be expressed. However, lamentations by Job are generally accusations against God’s justice and an attempt to bring down the conceptual model of the temple’s function in effecting divine redemption. With the denial of God’s justice, this priestly spirituality collapsed (Perdue 95). In the book of Job, dialogue is the most important literary form, and in this case, it is an argument resulting to a heated debate. Job’s passionate attack on his opponents entails ridicule and show of direct allegations of fear and foolish reliance on a disproven hermeneutic of vengeance. Job blames them of senselessly defending the justice of God who abuses the righteous and his creation. The opponents refuse to give in to Job’s accusations and argue that Job must have done something bad that resulted to his suffering. From their arguments, it is very clear that the victim (Job) deserves whatever suffering he is goin g through (Perdue 95). The book of Job expresses a bold stroke in attaining the support of a significant number of exiles, that is, the manner in which we would be ready for a new sociopolitical certainty to come into existence. The book was not just based on theological debate or a theoretical explanation of the issues of innocent