How Is The Energy Generated Environmental Sciences Essay

Hydro engineering relies on H2O to reproduce electrical energy. Water is one of the most abundant beginnings in the universe we live in today. The force per unit area of the H2O will turn the turbines and generators to reproduce the electricity that so many people to a great extent depend on today. This engineering is clearly the manner frontward in respects to providing the general populace with clean renewable energy.IntroductionThis study will be concentrating on the Renewable energy beginning of Hydro engineering that is used in the universe today. It will be discoursing how this energy is transformed from kinetic energy into electrical energy, the constituents and different types of turbines that are used to build this engineering. How much power can be generated from this Renewable energy beginning. The study will be discoursing Ireland ‘s largest Hydro power station Ardnacrusha in Co. Clare. This study will discourse the advantages disadvantages of utilizing this energy beginning to provide electricity to the populace and the new advanced underwater turbines.Hydro TechnologyHydro engineering is a renewable energy that is one of the most abundant that is available today. Hydro power is supplied by bring forthing energy from falling H2O or cyclosis H2O and even sea H2O. This means that all these beginnings can be renewed. Unlike other energy beginnings that are most normally used like coal, gas and rough oil, the fact of the affair is that we will ne'er run out of H2O to the full, so we can safely state that this H2O can besides be renewed after we have used it. ( Lenntech n.d. ) hypertext transfer protocol: //www.lenntech.com/water-energy-faq.htm # ixzz1dEQL6A2E When rain H2O falls or flows depending on the environment/application energy will be generated. This power coevals of H2O is carried out in big power workss, this will include a figure of process stairss and the usage of power coevals equipment such as turbines and generators. The energy that is expelled from the H2O can be used to bring forth electricity. ( Lenntech n.d. ) hypertext transfer protocol: //www.lenntech.com/water-energy-faq.htm # ixzz1dETAw6Pv There are two chief factors involved in the operation of hydro engineering. The perpendicular autumn of H2O this is known as the caput this is indispensable for hydro power coevals. Fast streamlined H2O by itself does non hold sufficient energy merely on a big scale illustration of this would be the ocean, this is why the caput is so of import. Large scale coevals would imply the likes of ocean turbines that would be situated on the sea bed. So for smaller graduated table production the caput and flow rate are indispensable. There are two basic turbines that are used in this industry they are called reaction turbines and impulse turbines. The reaction turbine, this type of turbine is turned by the force/pressure of the H2O. The blades are mounted on the go arounding rotor these are called traveling blades. An illustration of this turbine is the Francis and Propeller turbine. ( Tpub n.d. ) hypertext transfer protocol: //www.tpub.com/content/engine/14105/css/14105_164.htm Figure 1 shows a David Darling Francis reaction turbine. hypertext transfer protocol: //www.daviddarling.info/images/Francis_turbine.jpg Figure ( David Darling n.d. ) Impulse turbines are turned/driven when a high speed of H2O which is directed from a nozzle hits of the vanes or pail. These vanes or pails are attached to a wheel which so turns the turbine and removes the kinetic energy from the H2O. ( David Darling n.d. ) hypertext transfer protocol: //www.daviddarling.info/encyclopedia/I/AE_impulse_turbine.html Figure 2 below shows the impulse turbine that are used in hydro engineering. hypertext transfer protocol: //www.leander-project.homecall.co.uk/Engines/Impulse.jpg Figure ( leander-project.homecall.co.uk n.d. ) The turbines that have been mentioned above are non suited for all the same applications as different power station will differ. For illustration a hydro station that will hold a caput tallness of over 200 meters, the pelton impulse turbine will be suited. For applications that range between 6 meters and 300 meters the Francis and Kaplin reaction turbines will be suited. For extremist low caput highs between 6 and 8 meters the reaction turbine which includes the reversible Gorlovka and the Francis tally over river turbines may be installed. The Francis turbines where the most common types used in early portion of this century but have since been superseded by the propellor turbine, this turbine is more compact and can be run in the same application. The Francis and Pelton have a good efficiency of around 70 to 85 % . Many of these turbines are still in topographic point today as they so where so normally used many old ages ago.How is the Energy GeneratedA hydro power works will dwell of a high H2O dike, this dike will be built across a river this in bend will now make a reservoir to incorporate the H2O, the station will house the turbines and generators this is where the procedure will take topographic point to pull out the energy organize the H2O and convert this energy to electricity. The first measure is gather the H2O, the beginning of the H2O will be from natural rain, rivers and streams all of these will be directed to the reservoir. This is called the hydrological rhythm. After all the H2O has been gathered the H2O will fall through the dike and into the hydropower works this in bend will get down to turn the turbine. The turbine will now get down to drive the generator the shaft will get down to revolve which will turn a figure of barons that are inside the generator this procedure produces the electricity. The power that is usually generated by this type of engineering is 10.5 Kv ( kilo Vs ) 10,500 Vs. Step up transformers will increase the electromoti ve forces to the desired end product for local distribution this will be 40 Kv ( kilo Vs ) 40,000 Vs and for longer distribution this will be stepped up once more to 110 Kv ( kilo Vs ) 110,000 Vs. This procedure does non do any pollution as no harmful chemicals are added to the H2O, after the H2O has been used it will be dispersed back into the river merely as how it came in. ( Lenntech n.d. ) hypertext transfer protocol: //www.lenntech.com/water-energy-faq.htm # ixzz1dFVeQ8iiUnder Water TurbinesUnder H2O turbines are progressively being installed today. They are soundless, unseeable, predictable and come from a renewable energy beginning. Twice a twenty-four hours every twenty-four hours the tides will alter high tide and low tide. The H2O flows in and out of the seashore lines and estuaries. The force of these tides will whirl the turbines in both waies which will in bend produce electricity. The turbines will be situated at the underside of the sea bed so they will non blockade any marine traffic. These turbines are now being produced in Ireland today by Open Hydro and have new innovated designs characteristics so they do n't hold any impact on the marine environment. A big gap in the Centre will supply equal infinite for marine life to go through safely. These new sleek designs will guarantee that fish and any other marine life will be able to go through with easiness and non go embroiled within the turbine. These new turbines do non utilize any lubricating fluids that may be harmful pollution to the marine environment. ( Open Hydro n.d. ) www.openhydro.com The universe has many oceans which mean that there is a immense resource for non fouling renewable energy. Around the universe there are many major tidal watercourse, these can be identified within every continent doing this natural resource available everyplace in the universe. It has been stated that if 0.1 % of the oceans energy was harvested it would be able to fulfill the planetary demand by more than five times over. Beginning: UK Marine Foresight Panel Figure 3 below shows the submerged turbines that are produced in Ireland by Open Hydro. hypertext transfer protocol: //www.openhydro.com/images/devGal4.jpg Figure ( unfastened hydro n.d. ) *Source: UK Marine Foresight Panel.Ireland ‘s Hydro Power StationIreland ‘s first hydro power station was commissioned in 1929 at the Ardnacrushafacility is Co. Clare. This is Ireland ‘s largest hydro river strategy. It is operated on a intent built canal which is connected to the river Shannon. This power generating works is made of three Francis perpendicular shaft turbine generators and there is one Kaplan perpendicular shaft turbine generator this turbine was non commissioned until 1934. The Ardnacrusha installation has an one-year end product of 332,000 Mwh ( mega W hours ) . This power is generated at 10.5 KV ( kilo Vs ) 10,500 Vs. This power is so transformed utilizing a measure up transformer to 40 KV 40,000 Vs for local distribution and 110 KV 110,000 Vs for long distance distribution. When the installation was foremost built in 1929 the end product of the works was 86 MW 86,000 ( mega Watts ) this was equal to run into the full electricity demand of Irelan d. The caput tallness of this hydro works is 28.5 meters which is the equivalent of around 95 feet.Today theArdnacrusha works merely represents 2 % of the ESB ‘s entire installed capacity. ( ESB n.d. ) hypertext transfer protocol: //www.esb.ie/main/about-esb/ardnacrusha.jsp Figure 4 below shows the ESB ‘s Ardnacrusha installation in Co. Clare. hypertext transfer protocol: //b.vimeocdn.com/ts/125/790/125790166_640.jpg Figure ( vimeo n.d. )Advantages and DisadvantagesHydro power has a high sum of utile energy and has a low cost of runing with really small care costs. These types of workss emit really small emanations during their operation. The submerged turbines are non seeable to oculus they are besides soundless. They besides have a life span of two to ten times that of a coal or atomic works. The dike will assist environing countries from deluging. However there are some disadvantages hydro power Stationss take up a batch of infinite this will hold a knock on consequence to animal home grounds and wildlife. Large dikes will interrupt the flow of rivers. With big dikes and reservoirs fish may be unable to swim to the sea mercantile establishment this will hold an consequence on the aquatic life and may diminish fish stocks in the surrounding seashore lines. ( Lenntech n.d. ) hypertext transfer protocol: //www.lenntech.com/water-energy-faq.htm # ixzz1dFvvPjILDecisionHydro engineering uses a complete renewable energy to bring forth electrical. This type of engineering is a really sustainable manner to reproduce energy with really small emanations being released during the procedure. The thought of seting the turbines underwater is really efficient manner to bring forth electricity around sea countries due to the fact that people populating on these seashore lines clearly do n't desire air current turbine environing at that place country as people maintain that the turbines obstruct the scenic position.

Sampoerna Guiding Coalition and Anchoring Culture Through Acquisition

IN3N – ORGANIZATION DEVELOPMENT AND CHANGE MANAGEMENT TEAM PAPER SAMPOERNA Guiding Coalition and Anchoring Culture Through Acquisition Disusun Oleh: Adrien Lasserre(Bordeaux) Adhitya Anggripinanto(2009 02 2986) Kokoh Ronald(2009 02 3000) Shauma Nugroho(2009 02 3005) I. INTRODUCTION This paper consists of three parts; organization background, analysis of key success factor, and recommendation. We capture briefly the situation when acquisition happened. Judging from fact that acquisition was succeeded – reaching it goals – we identified that was two key success factors. Guiding by Kotter’s Model we focused on building guiding coalition and anchoring new culture. As our objectives, we recommend some action to Sampoerna’s new CEO which can improve change management in the organization after acquisition. II. ORGANIZATION BACKGROUND PT. Hanjaya Mandala Sampoerna (Sampoerna) is the biggest cigarette manufacture in Indonesia. In 2008, it can sell almost 73. 3 billion unit cigarette, valued up to 33. 9 trillion rupiahs. These stats are the highest among other competitors in the cigarette industry. With terrific product brand like Dji Sam Soe, A Mild, Sampoerna Hijau Kretek, etc, this company became an icon of cigarette industry in Indonesia. Sampoerna’s story of success is inseparable from the history of its founding family. Sampoerna traces its origin to Liem Seeng Tee, a Chinese immigrant who founded the Company in 1913. At his home in Surabaya, Indonesia, he began producing and selling hand-rolled kretek cigarettes, named after the crackling sound they make as they burn. His small company was among the first to manufacture and market kretek as well as non-clove cigarettes on a commercial basis. Kretek cigarettes quickly grew in popularity. By the early 1930’s, Liem Seeng Tee had changed his family name and the name of his company to Sampoerna (Indonesian term for ‘perfect’). However, by 1959, three years after the passing of Seeng Tee, and in the aftermath of Indonesia’s struggle for independence, Sampoerna was once more on the verge of closure. In that year, Aga Sampoerna (Seeng Tee’s second son) was appointed to lead the company, and succeeded in reestablishing and rebuilding the company. Aga’s second son, Putera took over the helm of PT. HM Sampoerna in 1978. During Putera Sampoerna’s tenure, the company established itself as a public company with a modern corporate structure, and embarked on a period of investment and expansions. During the process, Sampoerna consolidated its position as one of Indonesia’s top-tier companies[1]. Sampoerna’s vision is embodied in the â€Å"Three Hands philosophy†. The philosophy embodies the business environment and Sampoerna’s role in this context. The Hands, which represent adult smokers, employees and business partners, and society at large, are the three key stakeholders the Company must embrace to reach its goal of becoming the most respected company in Indonesia. They address each group through: (1) delivering high quality cigarettes with fair value to adult smokers, (2) providing good compensation and working conditions to employees and building a good relationship with business partners, and (3) giving back to the society at large. There are 225 large (28%) and 585 medium (72%) tobacco related industries in 2004 (Central Board of Statistic, 2004). From those companies, only three players leading the market with 68% market share [Exhibit 1]. In 2004, Sampoerna took second position with 19. 91% market share compared to Gudang Garam 30. 25% and Djarum in third position with 18,26% (GAPPRI in Agnes, 009). These three players are competing directly to become a market leader in industry. Sampoerna is well known as an innovative company with creative marketing strategy. We can see it from it phenomenal product called A Mild, the first low nicotine cigarette in Indonesia. May 18, 2005, Philip Morris International (PMI) acquired Sampoerna by buying 98% stake of the company at a price of Rp. 10. 600 per share or in total value of 18. 58 trillion rupiah[2]. This was not only surprising for the company's internal community but throughout Indonesia. This acquisition is one of the largest foreign investments in Indonesian history (Taco, 2007). Even until today, the company's internal do not know accurately the underlying reason Putera Sampoerna sold this company. Probably, Putera Sampoerna had seen an opportunity to sell his company in high price. Refer to Richter (2001: 341), so we can call in this case, pressure comes from vision of its owner. But, possibly there were several things considered by Putera Sampoerna in making this bold decision. We analyze them comprehensively to identify the pressures faced by the company. Putera Sampoerna realized that heavy pressures were not only occurred in his company but also in Indonesia’s cigarette industry in general. Those pressures were: a) Government Mandate Pressure (Palmer et al, 2009: 54). The industry has been experiencing great pressure as public awareness of cigarettes negative impacts and demand to regulate them are increasing. One of the laws which regulate tobacco control is legislation Prov. DKI No 2 / 2005 on the control of air (Tempo, June 22, 2009). b) Geopolitical Pressure (ibid, 55) Cigarette industry also faced pressures from many non-government organizations such as â€Å"Warga Indonesia Tanpa Tembakau† (WITT) and â€Å"Yayasan Lembaga Konsumen Indonesia† (YLKI). This issue has become global. It is proven by the UN Conventions – 2 Framework Conventions on Tobacco Control/FCTC. Indonesia has not ratified it yet. c) Hyper-competition Pressure (ibid, 57) The high competition market was also a strong factor that convinced Sampoerna to let go off the businesses. Although famous for its innovation, the company was not able to overtake the domination of Gudang Garam in the industry of clove cigarettes. Putera Sampoerna concluded that cigarette industry will not stay profitable in the future. One striking fact convinced him was the slow growth of the industry. According to Adrian Rusmana, BNI Securities’ Head of Research, in the last three years, the revenue growth of tobacco companies in Jakarta Stock Exchange (JSE) was under the level of 10%; -0. 3% in 2006 rate and 1. 9% in 2007 (Kurniawan, 2009). In the company's official statement, this acquisition provides an opportunity for it to take advantage from PMI's knowledge and experience from various countries over decades. In addition, the acquisition also brings resources, as well as new methods and procedures in the company's management (HM Sampoerna's Annual Report, 2005). For PMI, their acquisition could increase market power, avoiding the cost of new product development, increase the speed of penetrating the market, and avoid the barriers to entry (Agnes, 2009). After acquisition, company achieved its success. Within 1. 5 years, they reached first place in the national tobacco industry with 28. 3% market share in the year 2007 (see Figure 2, more detail in Exhibit 1). In the same year in November 2007, The Indonesian credit rating agency PT. Pefindo upgraded the Company's credit ratings from id AA+ to id AAA with a stable outlook. This is the first time the Company achieve an id AAA rating. Revenue also showed a growing trend, accompanied by increased net sales and income of the company (PT. HM Sampoerna Annual Report, 2007). The acquisition also speed the company's business acceleration. In 2008, Sampoerna added more than eight Cigarette Production Partners, 15. 000 new employees, build a new factory in Jakarta, then â€Å"pelintingan† through partners increased by 8. 000 (PT. HM Sampoerna Annual Report, 2008). From those facts we know that the management did the right action to achieve success. Their action proved to be effective based on result they achieved. In early stages of acquisition, Martin Gray King takes the helm of Sampoerna. With his charismatic leadership style, like Putera Sampoerna did the organization growth rapidly in stable situation. Since May 27, 2009, John Gledhill took leadership role in Sampoerna (www. vivanews. com). Now we can recommend him what else he can do to maintain and improve Sampoerna performance. Before that, we have to analyze what make this acquisition works well. III. KEY SUCCESS FACTORS IN ACQUISITION OF SAMPOERNA The acquisition decision brings fears to Sampoerna’s employee. For most employees, the figure of Putera Sampoerna is not only perceived as a corporate leader, but also as a parent that is worthy enough to be considered as role. The acquisition feared would damage the harmonious atmosphere that had been created. Most of Sampoerna’s management was concerned in the decreasing of employee’s motivation. They were worried that there will be a reduction of employees (Yos Adiguna in SWA, 2007). Worker can produce 350 cigarettes/hour, while the machine is able to produce 8000 cigarettes/min. Thus, one machine is approximately equal to 1,500 people. Fears of uncertainty and cultural shock are major challenge to management that needs a planned change management action. Based on eight step model by Kotter, there are two main key success factors in this acquisition. First, they succeed in creating guiding coalition. Second, they make cultural change come last not first. On this part, we discuss about what management did align with some concepts developed by Kotter. 1. Creating Guiding Coalitions The change idea in organization usually comes from groups of people who realize the importance of a change to be done by the organization in order to work better in the future. But the idea is not always accepted immediately by some elements of the organization, such as the employee, the owner, or the CEO. This happens although they already sense the urgency to change. Even the CEO would not be able to make some change if he just fends for themselves without any support from the employees. In Kotter's Eight Step Process of Creating Major Change, Building Guiding Coalition is one of the early stages of important thing to make a change, because in essence a change who wants to do will not run properly if the plan change will not get support from elements of organization. If the plan to change is supported by an influential group of the company, the next process will be carried out more easily, especially in expanding the vision, mission, strategy and communication of the change process (Kotter, 1996:51). All top executives considered this thing when decision gets final. Putera Sampoerna summoned all the leaders and gathered them in one big room to announce the acquisition decision. Putera Sampoerna directly builds coalitions to notify changes. All the people obey the Sampoerna family ansd no one questioned the reasons behind the decision. Putera Sampoerna directly coordinate all these leaders, calling them as ‘change agents’ to transmit the spirit as change agents to all Sampoerna’s internal parties, and ordered them to spread the information to the lowest level within the organization (SWA, 2007). Realized this step should be arranged quickly, he make it quickly executed. Monday, 13 March 2005, the draft notification is made for the acquisition news sent to all employees of Sampoerna promptly at 9 am. Velocity in the notification is critical to prevent the rumors come from outside. After the information communicated to all employees, then they understand. At the operational level there was nothing really changed, except for expansion. What will they feel may be more adherences to the rules and improved overlooked. That does not mean that once Sampoerna not obey the rules, but the assertion that the rule is an area that could follow it becomes thick, because it is the value of Philip Morris. What makes Sampoerna’s change agent succeed in guiding coalition? Kotter said a strong guiding coalition needed – one with the right composition, level of trust, and shared objectives. In term of making right composition, first important thing is Putera Sampoerna and PMI’s leader at that time (Martin King) involved, engaged, and committed to the change. If Putera Sampoerna just let go without making a good coalition, maybe realities come contrary. Martin King continued his predecessor becoming the change leader in the organization so Sampoerna will ensure they have leader’s support for change. Putera Sampoerna also selected peoples who have strong position power, broad expertise and diversity, and high credibility within their circle of influence. When the information has spread, there was resistance from some parties, although a small number, including several directors. Some of them even chose to resign. Most workers accept the decision because management promised no changes in operations; all will still be working as usual. The resistance does not occur because of all the elements felt the certainty of their fate. Kotter (2009: 163) stated that resistance can occur because of fears of status uncertainty. Besides, the lack of resistance is also due to the factors of good communication and high level of trust in employee. After they had sufficient powerful persons and mutual trust, now it’s time to deal with what new shared visions. In Kotter, we need to create shared vision in coalition when all the members of the group want to achieve the same objective and real teamwork become feasible. Vision in this term is related with Martin King’s vision about Sampoerna in the future. Martin King demanded Sampoerna to improve acceleration, starting from the quantity and quality of products, as well as human resources, considering the very dynamic business changes. This is a key strategy of the future development of Sampoerna. Continuous improvement being implemented by the Sampoerna with employee development systems, management and control report, reward & punishment, as well as information technology systems / IT (PT. HM Sampoerna Annual Report, 2005). Vision and mission are translated into the main target. One of the targets that best describes the spirit of change in Sampoerna is to become a market leader in the national tobacco industry in the next five years. After building a vision and make measurable targets, then for all elements have to work harder than before achieving it goals. 2. Culture Came Last Not First One of change challenge faced from acquisition is cultural adjustment (Palmer, 2009: 105). In Sampoerna acquisition, the challenge is the cultural adjustment because both of two companies came from different countries, different area, different operating systems and procedures that can often lead to conflicts. The way in which this is managed can be a major determinant of the success or failure of merger. There will be a culture shock if it wasn’t treating properly. The cultural is refers to norms of behavior and shared values among a group of people (Kotter, 1996). Norms of behavior are common or pervasive ways of acting that are found in the group and that persist because group members tend to behave in ways that teach these practice to new members, rewarding those who fit in and sanctioning those who do not. Shared value are important concern and goals shared by most of people in a group that tend to shape group and that persist over time even when group membership changes. In the big company such as PMI and Sampoerna, one typically finds that some of these corporate cultures affect everyone and that others are specific to subunits. The culture that exists in the organization is the most powerful forced in change management, because: (1) Individuals are selected and indoctrinated so well (2) The culture exerts itself through the actions of hundreds or thousands of people, and (3) It happens without much conscious intent and thus is difficult to challenge. Because culture so powerful, when the new practices made in a transformation effort are not compatible with the relevant cultures, they will always be subject to regression. Management realized that the culture problem is one of the critical factors in the acquisition of the company. This will hamper the achievement of goals if the accumulation of it not at the right proportion. Therefore, he will not intervene in the existing culture and prefers to focus on the company's strategic plan forward. Sampoerna’s cultural remains will be preserved as such because prior to the acquisition, Martin considered that the culture in Sampoerna is already very good and strong – a local company with international workings (SWA, 2007). This is also the reason why he only brought 14 of his staff and entrust some of the top management to the the previous leaders of Sampoerna. PMI, basically from USA, has its American Culture. The style of American in being outspoken at giving opinion is very different to Javanese culture that tends do the contradictory. In American style, criticism is usually thrown straightforward and sometimes spicy but still in the context of work, not personal. On the other hand, Sampoerna’s staff is very polite, lack of courage in conveying thoughts in mind, and not straightforward. They are not talking about right or wrong, but rather to complement each other. Other Javanese culture will be maintained by PMI. One is in terms of product launch time, raising the selling price, and a meeting with the Javanese calendar system. Other culture, such as it’s a tradition that Sampoerna always budget cost for the â€Å"pawang hujan† at the launch of its products. PMI which is a foreign company, although did not understand, still follows these tradition. This made the PMI headquarters confused when auditing the financial statements because of the ‘unique' cost. Martin, as PMI representative in Indonesia must explain that this is common in Indonesia. PMI‘s culture was also signed to strengthen the existing Sampoerna culture. The use of English is increasingly common not only in top management but also in the middle management; both oral and written. In lingual matters, Martin did not have problem because he can speak Indonesian and Sampoerna himself always recommend English to be used by every employee (Hidayat, 2007). Culture acculturation can be seen in [Exhibit 2]. From those, referring Kotter, we can conclude that change in culture come to last not first. But, in this case we see in different point of view that culture problem prevent early. They know it will caused problem, so they prevent it with choosing company (Sampoerna) which has similarity in culture. The fundamental similarity is that both companies have a passion to become the market leader. Also, both have a behavior and a willingness to improve them to perfection. When judging Sampoerna, PMI found that culture in Sampoerna is good and strong, so they don’t need dramatic change, just little adjustment. Referring to Lewin’s theory of cultural formation (Kurt Lewin in Schein, 2004: 319-329), acquisition of Sampoerna has four phases. Four phases are the explorations phase, unfreezing phase, merge phase, and freezing phase. The first phase, exploration, should already be identified where the cultural similarities and differences between the parties, and goodwill to achieve the best should remain preserved. The second phase is to dilute the old culture to the parties in the merger. The third phase is merging cultures, or the forming of cultural synergy, usually by defining a new culture, through education or training, coaching, mentoring, and so on. The fourth phase or freezing is realized by various artifacts such as logos, colors, physical appearances of the building, and so forth, as well as organization’s system such as regulation, the definition of a new culture, reward & punishment, and furthermore, the stabilization is continue done by gathering activities, and so on. The first and second phase faced wisely by PMI so Sampoerna is now in the third stage, and was relatively easy to be done, because the critical point is in the second phase. PMI as the new owners did not implement their culture to be dominant. Similarly Sampoerna with the Javanese culture, that has a desire to become more globally. IV. RECOMMENDATIONS The next year, the story of Sampoerna has dramatically taken a new direction; the firm has suddenly moved from an Indonesian family-owned company to an American global company. As results, Sampoerna had to adapt itself and challenged major issues. The change process has been really successful and Putera Sampoerna passed the relay to Martin Kings and now to John Gledhill, avoiding too much troubles. Nevertheless, we can wonder what can be the reactions of the labor force if the company faced other issues in the future. For sure, even if John Gledhill is very skillful, he doesn’t have the aura of two former CEO. Then, the markets move more and more fast and conduct the company to adapt quickly. So, can the change process be implemented in the same conditions in the future? In other words, how the new CEO of Sampoerna can keep implementing successful change process in the future? Here are our recommendations. †¢ Building the Guiding Coalition The Sampoerna family has a really special place in Indonesian mind; the successful story of the company and the charisma of its leaders had led to create individual governance under the control of monarch-like CEO. Indeed, despite of the increasing size of the company and fast-moving industry, what Putera Sampoerna said, people did. Now, the situation is definitely different in many aspects. First, John Gledhill can’t have the same influence on the employees company as his predecessor. He is a foreigner, coming from a major global company and could be suspected not to focus on Indonesian interests, unlike Putera Sampoerna. Second, the tobacco industry is obviously an unstable sector. Law pressures, growing health considerations, strong competitions make the market more and more complex. Today’s business environment clearly demands an efficient decision making. Considering these two factors, it appears that leading the new company with the same leadership style could at least be very difficult and most probably impossible. So, to tackle that issue and build a relevant change governance structure, we can suggest John Gledhill to create a strong guiding coalition that can make change happen. As Kotter said, there are three steps in building strong guiding coalition. We recommend what CEO should do based on these. The first step of this process is to find the right people; that means people with strong position power, broad expertise, high credibility, and overall leadership and management skills. Being sure of leadership skills of the change team members is a key to achieve the goals and special efforts to assure of it must be done. Considering the structure of Sampoerna [Exhibit 3], we think that John Gledhill must involve each part of the organization to build the next guiding coalition. The first reason is that to be enough efficient, the guiding coalition has to be aware of all the aspects of the company. Indeed, in such a complex and fast-moving market, developing a vision and taking strategic decisions quickly and efficiently become more and more difficult. To succeed in the future, the CEO must lean on the specific knowledge of each department’s top managers. In fact, with such a coalition, the information would circulate faster and in better conditions. The other reason that supports this choice is the fact that if each division of the different departments are represented in the guiding coalition, then the trust inside the company would be reinforce. We consider that this kind of coalition is able to increase the feeling of sharing the same goals and doing things in the same direction. If people think that the quality of their job is decreased because other departments don’t go in the same way, they would low their efforts as results. So, concretely, we recommend John Gledhill to build the guiding coalition not only the director of each department but also the head of each subdivision. Considering the organization structure of Sampoerna, the coalition will consist of 25 persons. One obstacle is to assure that the directors and managers have sufficient leadership skills to join the guiding coalition. We suggest John Gledhill measuring their ability to do the job properly and take the decisions required if not. That means don’t hesitate in firing the weakest people and hiring good leaders to increase the efficiency of the coalition. The next step of building a guiding coalition leans on creating trust among the team. Team building today usually has to move faster and Sampoerna’s CEO must conduct the process efficiently by using carefully planned off-site events with lots of talk and activities. The last step deals with the necessity to develop common goal inside the team work. Typical goal that can be chosen for Sampoerna is a commitment to excellence, a real desire to make their organization performs to the very highest level possible. Indeed, the common goal must be both sensible to the head and appealing to the heart. The combination of these elements leads to a powerful coalition with the capacity to make future change happen despite all the forces of inertia. †¢ Developing and Communicating A New Vision The success of the change process in Sampoerna must not hide the fact that some employees can feel uncomfortable with the growing uncertainty in the company. An acquisition is a major change in the mind of people, even if processes in operational level don’t change in the first time. Martin Kings had to be aware of this issue and deal with decreasing the potential fears or skepticism inside the company. Now Sampoerna lead by John Gledhill and he has to aware those concern too. Developing and communicating a new vision is the solution to give to people the answer to their question. In fact, in order to implement future change in the company, vision is definitely essential. If new vision is not built, the feeling of risk and, so on, resistance to change could be an unsolvable problem when implementing a new change. Moreover, it allows simplifying many detailed decisions, it motivates people to take action in the right direction, and helps coordinate the actions of different people. We can recommend Sampoerna’s CEO assuring that the vision is imaginable, desirable, feasible, focused, flexible, and communicable to be understood and shared by the whole company. For instance, next vision could be becoming a strong global brand able to develop itself on international markets. Then, to communicate the vision, John Gledhill and his guiding coalition have to respect key elements in the effective communication. Metaphor, analogy and example must be preferred to incomprehensible jargon and must be communicated many times under multiple forums (big and small meetings, memos, newspapers, etc). Furthermore, behavior from important people must be appropriate to reinforce the message: they have to act as examples, try to explain seeming inconsistencies, and listen to people interrogations. To sum up, the new vision or strategy of the company is an essential step to anticipate future change process. People must understand and share the company vision to involve fully in the necessary change. †¢ Anchoring New Approaches in the Culture When Martin Kings took the head of Sampoerna, he underlined the fact that PMI believed in the former corporate culture. He said that the Javanese company was really adapted to the Indonesian market and that the new orientation of Sampoerna would still lean on the values built by the founders. Philip Morris, as a global company, is experienced in such an acquisition and executives are obviously aware of how anchoring new approach in the culture of a company is difficult. So they decided to take time before dealing with that sensible issue. Therefore, even if Sampoerna’s corporate culture seems to be efficient, PMI has to integrate little by little its own values. Indeed, being part of a global company means share a common main culture (particularities can obviously survive). We can recommend John Gledhill first to be patient: the acquisition has just happened and people must be really sensitive regarding that kind of change. In fact, culture can be considered as the last step in change management process. Moreover dealing with culture issue is very difficult because of its own nature. Some aspects are almost not visible and some others not at all. Saying that doesn’t mean doing nothing; we suggest John Gledhill to implement few changes in the approach of each step of the change process. That means he has to give to Sampoerna a â€Å"Philip Morris Touch†, especially considering efficiency and results. We think that managers and mid-level managers are able to disseminate the values if they are involved enough. To conclude, anchoring new approaches in the culture would be very difficult, John Gledhill must do it very patiently with a great humility if he wants to success. V. Conclusion Overall, the steps taken by management in conducting a post acquisition changes are very good, especially in a guiding coalition and cultural adjustment. In building a guiding coalition, management can create a coalition based on the right composition based on the strong position power, broad expertise and diversity, and high credibility within their circle of influence. In addition, management has succeeded in creating a level of trust between the members, and has a good ability in shared objectives. Management also can overcome the cultural problems faced after the acquisition, the many cultural similarities that owned by PM and Sampoerna cause the process of cultural assimilation is not working too complicated. Although in essence PM have a different culture with Sampoerna, Management still retain the the old culture to avoid cultural shock within the organization. Bibliography Books Kotter, J. P. 1996. Leading Change. Boston: Harvard Business School Press Palmer, Ian. , Richard Dunford, and Gib Akin. 2009. Managing Organizational Change. New York: McGraw-Hill Schein, Edgar R. 2004. Organizational Culture and Leadership. USA: John Wiley & Sons. Newspaper and Magazine SWA Magazine. HM Sampoerna: Padukan Budaya Lokal dan Multinasional. Kamis, 01 Februari 2007. ____________. Ketika Timur dan Barat Menyatu. Rabu, 06 Februari 2008. Tempo Magazine. Indonesia Pasar yang Menggiurkan Bagi Industri Rokok Asing. Senin, 22 Juni 2009. Electronic Reference Sampoerna’s website. http://www. sampoerna. com. Accessed at October 27, 2009. 16. 40 PM http://berita. liputan6. com/ekbis/200503/97974/class='vidico'. Accessed at October 27, 2009. 15:30 PM http://bisnis. vivanews. com/news/read/61146-john_gledhill__dirut_baru_hm_sampoerna. Accessed at November 5, 2009. 13:30 PM Kurniawan, Agnes. 2009. Why Putera sold his Sampoerna. Accessed at October 27, 2009. 15:30 PM. ______________. 2009. Analisis Industri Rokok Nasional 2007-2008. Accessed at October 27, 2009. 16:38 PM. ______________. 2009. Kenapa Philip Meminang Sampoerna dengan Mas Kawin Sedemikian  Besar. Accessed at October 27, 2009. 16:30 PM. ______________. 2009. Perubahan Sampoerna di Tangan Philip Morris. Accessed at October 27, 2009. 16:22 PM. Taco, Tuinstra. 2007. A New Chapter. Accessed at November 2, 2009. 15:12 PM. Institution Central Board of Statistics, Indicator of large and medium enterprise, various years (the latest publication was in 2004) PT. HM Sampoerna Tbk. Annual Report 2005. Jakarta. 2006. __________________. Annual Report 2007. Jakarta. 2008. __________________. Annual Report 2008. Jakarta. 2009. Exhibit 1 NATIONAL CIGARETTE INDUSTRY MARKET SHARE 2003-2008 (in percent) |COMPANY |2008 |2007 |2006 |2004 |2003 | |Djarum |18. 0 |20. 4 |17. 2 |18. 26 |18. 71 | |BAT Indonesia |2. 4 |2. 3 |2. 2 |2. 54 |2. 86 | |Others |22. | |Batik uniform, black dress. |Batik uniform, black dress. | |Meeting date: 9, 17, 29. |Meeting date: 9, 17, 29. | |â€Å"Pawang hujan† when launching products. |â€Å"Pawang hujan† when launching products. | |Employee rather reluctant to talk with the boss ( Javanese |Employee more outspoken sharing their opinion ( Straight to| |preferred manners. |the point, provoked more sales-oriented, more creative, and| | |more initiatives with a global outlook. | |At managerial level, everyday conversations in English | | |People are encouraged to become more high-achiever, with | | |opportunity in career development, to branches of PMI in | | |another country. | Sourc e: SWA Magazine, February 6, 2008. Exhibit 3 SAMPOERNA ORGANIZATION STRUCTURE [pic] ———————– [1] Cited from company’s website; http://www. sampoerna. com; accessed at October 27, 2009; 16. 40 PM [2] Cited from http://berita. liputan6. com/ekbis/200503/97974/class='vidico'; accessed at October 27, 2009; 15:30 PM ———————– [pic] Source: Annual Report, 2005-2008 Figure 1. Sampoerna’s Net Income and Sales 2004-2009 We provide general recommendation to CEO of Sampoerna about building guiding coalition and anchoring new culture post acquisition of Philip Morris. Acquisition gets its objectives and makes significant results to organization. What makes it succeed? What should they do next in term based on their key success factors? DOSEN Dr. Ningky Sasanti Munir, MBA Ir. Setiadi Johar, DBA Soekono Soebekti, PhD Tjahjono Surjodibroto, MBA WIJAWIYATA MANAJEMEN ANGKATAN LXI STM PPM MANAJEMEN JALAN MENTENG RAYA NO. 9. JAKARTA [pic] Source: Annual Report, 2005-2008 Figure 2. Sampoerna’s Market Shares 2004-2009 ———————– 2

Amy Tan’s “Two Kinds” and “Best Quality” Essay

Amy Tan’s â€Å"Two Kinds† and â€Å"Best Quality† depict a struggling and often stressful relationship between a defiant daughter and an overbearing mother. June Mei and her mother Suyuan engage in a destructive battle between what is possible and what is realistic. June, although headstrong, seeks her mother’s approval and adoration. Suyuan, although patronizing, yearns for her daughter’s obedience and best qualities. The relationship between mother and daughter falls victim to tension inherent in any mother/daughter struggle, especially between first-generation American daughters and their immigrant mothers (Yglesias 1). Their inability to understand one another largely stems from cultural differences; Suyuan is a Chinese woman who flees to America for a better life, while June is destined to demonstrate her self-worth as a Chinese-American. Due to distressed communicational nets, June and Suyuan maintain a staggering relationship, which ultimate ly ends in Suyuan’s poignant acceptance of her daughter’s individuality and cultural evolution. One of the most prominent cultural barriers June and Suyuan suffer from is communication. Suyuan remains a cultural alien in America because she is a first generation immigrant from mainland China (Xu 3). As a result, Suyuan speaks Chinese and broken English, while June speaks English and fractured Chinese. Furthermore, the communication barrier seems to be two-fold: between generations and cultures (Shear 194). The first generational and cultural gap materializes in â€Å"Two Kinds† when June announces her adolescent defiance by saying, â€Å"Why don’t you like me the way I am? I’m not a genius!† Her overbearing mother retorts in her fragile English, â€Å"Who ask you be genius? Only ask you be your best. For you sake †¦Ã¢â‚¬  (Tan 597). This short dialogue is extremely significant as it reveals the cultural tension between Suyuan and June, thus causing a bitter mother/daughter conflict. June’s difficulty in comprehending her mother echoes S uyuan’s frustration at her inability to pass on the benefits of her accumulated wisdom and experience (Rubin 13). Suyuan’s frail English, concurrent with June’s adolescent will to defy her mother, illustrate the communication and culture nets they must overcome. Another example of their shared dilemma begins with June’s timid reaction to  her mother’s offering of her life’s importance twenty years later in â€Å"Best Quality.† Suyuan offers June her â€Å"life’s importance,† a jade pendant on a gold chain (Tan 221). Cultural and generational gaps illuminate the root of June’s uncertainty about this jade pendant Suyuan gives her after a Chinese New Year crab dinner. June reveals her bewilderment when she notices a bartender wearing a similar pendant. After asking him of its origin, he replies with, â€Å"My mother gave it to me after I got divorced †¦ I think she’s trying to tell me I’m still worth something.† June reflects, â€Å"I knew by the wonder in his voice that he had no idea what the pendant really meant† (222). This dialogue suggests there is a deeper, sadder miscommunication between June and her deceased mother. As June ascertains the meaning of Suyuan’s poignant offering by asking her aunties, her mother’s closest friends, she realizes â€Å"they would tell me a meaning that is different from what my mother intended† (222). Conversations with her â€Å"aunties† remind June of painful distances: â€Å"My mother and I never really understood one another. We translated each other’s meanings and I seemed to hear less than what was said, while my mother heard more† (Cheng 12). Her revelation is frightening, as she feels her mother’s words will be lost in a sea of translations and interpretations. This realization, although exacerbating her quest to gather her life’s importance, simultaneously opens her mind to the â€Å"Chinese† culture, thus slowly closing the cultural and generational gap felt between mother and daughter. Before reaching a blissful state of certainty, the pleasure of a life-altering epiphany, June engaged in destructive fights with her mother, ending in her embarrassment and Suyuan’s loss of hope. In â€Å"Two Kinds,† the conflict between Suyuan and June culminates after June’s piano fiasco when she decides she will no longer play. After Suyuan’s insistent struggle to get June to play the piano, the ultimate communicational barrier is stressed. June shouts through belligerent sobs at her mother, â€Å"You want me to be something that I’m not! I’ll never be the kind of daughter you want me to be!† Suyuan shouts back in Chinese bellowing, â€Å"Only two kinds of daughters †¦ obedient or follow own mind! †¦ Only one kind of daughter can live in this house. Obedient kind!† (Tan 153). These â€Å"two kinds† of daughters suggest Suyuan’s cultural expectations and customs which  contributes to the cultural net; her shouts in Chinese cause the communicational net, ending with the mother and daughter struggle. June responds with a devastating proclamation, leaving her mother, like her hopes, â€Å"blowing away like a small brown leaf, thin, brittle, lifeless.† As a result of June’s iron-will to assert her individuality, she fails her mother many times in the following years, including at a crab dinner twenty years later in â€Å"Best Quality.† At the beginning of the meal, everyone selects a crab until the last two are left for Suyuan and June. June, thinking it is the best and right thing to do, opts for the worst crab. However, Suyuan insists she take the better of the two crabs: â€Å"I knew I could not refuse †¦ that’s the way Chinese mothers show they love their children, not through hugs and kisses but with stern offerings of [food],† June recalls (232). This poignant moment is halted as the generational and cultural conflict between Suyuan and June intensifies during the crab dinner. During the meal, Waverly and June begin to bicker. However, Waverly gets the best of June, embarrassing her in front of her friends and family. Even worse, June remembers her mother telling Waverly, â€Å"True, cannot teach style. June not sophisticate like you. Must be born this way.† June laments not only is she humiliated, but â€Å"betrayed† by her mother (Tan 232). This bitter and oppressive remark strengthens the mother/daughter conflict. There are moments of redemption in both stories, however. In â€Å"Two Kinds,† Suyuan offers the piano June played when she was a child, while in â€Å"Best Quality,† she gives June a jade pendant with a poignant message about her life’s importance. After these offerings many years later, Suyuan and June finally come to an understanding. For June’s thirtieth birthday, Suyuan decides to give her the piano she played as a child in â€Å"Two Kinds.† After their climactic argument at the piano bench, Suyuan never mentions June’s piano lessons again. This lack of communication seals the distance between mother and daughter. Once Suyuan closed the lid to the piano, June reflects the lid not only â€Å"shut out the dust and misery† but her â€Å"mother’s dreams† as well. Many years later, the birthday offer surprises June, feeling the offer was a â€Å"sign of forgiveness, a tremendous burden removed† (Tan 154). Suyuan’s generous gift opens an understanding between herself and her daughter. June takes this offer as a sign of not only forgiveness, but hope for a better relationship with her mother. Hope rekindles as June recalls, â€Å"after that, every time I saw the piano in my parent’s living room †¦ it made me feel proud, as if it were a shiny trophy I had won† (Tan 602). Similarly, â€Å"Best Quality† suggests reconciliation and an opening to June’s general sense of self. For example, upon giving June the jade pendant, Suyuan launches into a heartfelt message, â€Å"For a long time, I wanted to give you this necklace. See, I wore this on my skin, so when you put it on your skin, then you know my meaning. This is your life’s importance.† In this instance, June begins to understand herself, even if she does not fully understand her mother’s words. She implies her understanding by reflecting, â€Å"Although I didn’t want to accept it, I felt as if I already swallowed it† (235). The mother/daughter relationship mends further when June asks her mother, â€Å"what if someone else had picked that crab?† Her mother smiles and responds with â€Å"Only you pick that crab. Nobody else take it. I already know this. Everybody else want best quality. But you? You thinking different. Waverly took best quality crab, you took worst. Because you have best quality heart. You have style no one can teach, must be born this way† (Tan 234). This powerful, poignant message from mother to daughter mends the generational and cultural gaps poisoning the relationship. Thus, in â€Å"Two Kinds† and â€Å"Best Quality† there is a healing process with understanding but not before a cultural conflict can plague the relationship. Finally, the communicational and cultural barrier between mother and daughter almost breaks, broadening June’s understanding of her life’s importance and Suyuan’s hopes. The communicational barrier shatters completely when June reaches an epiphany in â€Å"Two Kinds.† As June begins to see Suyuan in a new light after the subtle offering of the piano as a sign of closure, she is revitalized and mature. After tuning the piano, June begins to play â€Å"Perfectly Contented,† the melody she butchered so many years ago during the talent show fiasco. She then notices â€Å"Pleading Child† next to it. As June recalls, â€Å"†Pleading Child† was shorter but slower; â€Å"Perfectly Contented† was longer but faster† (Tan  155). Finally realizing they are two halves of the same song, June becomes wiser. The two halves of the song serve as a metaphor about life to highlight the relationship between mother and daughter (Shen 244). The mother/daughter relationship involves two kinds of phases: a phase of barriers and a phase of maturity, understanding and redemption, the key ingredients to destroying cultural and co mmunicational obstacles. June’s epiphany shatters the communicational barrier, as she finally understands full-heartedly she is in another phase of her life, where the good intentions and hopes her mother have for her are genuine and true. A similar theme is portrayed in â€Å"Best Quality†, where June’s sense of self is truly realized. After her mother dies, she notices her father does not eat well. Without realizing it, she is already making the same dishes her mother used to make for her father. As she cooks the dish, she remembers her mother mentioning how hot things restore the spirit and health (Tan 235). June begins to realize her cooking is not only restoring her father’s spirit and health, but the spirit and health of her Chinese identity. In essence, she is slowly becoming like her mother, the same woman she resisted for many years. This duality is further accentuated when she hears the tenants upstairs. â€Å"Even you don’t want them, you stuck†, her mother says. June finally understands her mother’s meaning (Tan 236). Again, not only can she finally understand her mother, she begins to become her mother, feeling the regret of having noisy tenants. Finally, she fully becomes aware of her Chinese identity when she mimics her mother’s discontent for the tomcat on her windowsill: â€Å"†Get away from there!† I shout, and slap my hand on the window three times. But the cat just narrows his eyes, flattens his one ear, and hisses back at me† (236). This illustrates June’s moment of awakening. She is truly like her mother as she remembers Suyuan’s complaints, the same three slaps of the hand and finally, the same hissing as a retort. June recognizes her mother’s traits and how they shape her, thus completely shattering the cummunicational and cultural barriers between them. As a result of communicational and cultural barriers, June and Suyuan endure a stressful relationship. Although the conflicts between June and Suyuan are bitter and cold, there is a moment of forgiveness and reconciliation. â€Å"Two  Kinds† implies without a struggle for identity and understanding, one cannot live the two halves of human experience. Illuminated by her mother’s words, June begins to understand her life’s importance and herself as a Chinese-American. â€Å"Best Quality† depicts that understanding and how parental guidance combined with cultural experience can create character and, above all else, identity. Life exists in antitheses and paradoxes. Joy and sorrow, love and hate, pleasure and pain, success and failure, guild and redemption are all inextricably intertwinced as part of the human experience, each making the alternative possible. Tan’s â€Å"Two Kinds† and â€Å"Best Quality† reveals the human experience through a mother and daughter conflict going through two kinds of phases, a communicational and cultural barrier creating the conflict and the best qualities of one’s identity healing a broken relationship.

Business Ethics from Profit domain Essay Example | Topics and Well Written Essays - 1000 words

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The Sustainability Development in Russia Essay Example | Topics and Well Written Essays - 2000 words

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Trayvon Martin Case Essay Example | Topics and Well Written Essays - 1500 words

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Unfair Competition from Countries without International Labour Laws Term Paper

Unfair Competition from Countries without International Labour Laws - Term Paper Example This research paper examines that there have been arguments for the imposition of free trade among all member countries taking part in international trade.   These have been increasingly believed to be of benefit, especially to the developing countries. To begin with, markets get liberalized from the interference of government. This is important because the government does not have a direct contribution to the prevailing prices in the economy due to actions such as subsidies or even tariffs. The involvement of government in the setting of prices may lead to market failure arising from forced priced that have been set without due regard to the natural forces of demand and supply, which work together to determine the prices of goods and services.  This research paper examines that there have been arguments for the imposition of free trade among all member countries taking part in international trade.   These have been increasingly believed to be of benefit, especially to the deve loping countries. To begin with, markets get liberalized from the interference of government. This is important because the government does not have a direct contribution to the prevailing prices in the economy due to actions such as subsidies or even tariffs. The involvement of government in the setting of prices may lead to market failure arising from forced priced that have been set without due regard to the natural forces of demand and supply, which work together to determine the prices of goods and services.

Buyer behavior Essay Example | Topics and Well Written Essays - 2750 words

Buyer behavior - Essay Example This refers to a relationship between individual and the collectivity prevailing in a certain society (Hirchman, 1983, 197).   It is exhibited by the manner in which people live together and are intimately linked to the norms of the society. The concepts of individualism explain societies where their loose ties between people. In such a society, everyone is expected to look after himself or herself and/or the immediate family. The concept of collectivism refers to societies where people are integrated into strong groups in which people protect each other in exchange for unquestionable loyalty.The consumers behaviors attributed to individualism-collectivism pertains to the behavior of persons in a given group, relationships with others and perception of themselves vis a vis others. These consumer behaviors are the influence by reference groups, self-concept, and information sharing, ethnocentrism and opinion leadership.Reference Groups A reference group takes the form of an actual o r imaginary group or individual born of the existence of significant relevance upon individuals’ aspirations, evaluation and behavior (Park and Lessig). Witt (1970) defines reference group as a group taken as a frame by an individual in evaluating himself/herself and formation of attitude. Three means are known through which behavior can be influenced; value expressive, informational and utilitarian (Park and Lessig 1977).The reference group extent depends on a group’s behavior and identity. It is reasonable to think of a possibility.... m and Collectivism and their Consumer Behaviors effects This refers to a relationship between individual and the collectivity prevailing in a certain society (Hirchman, 1983, 197). It is exhibited by the manner in which people live together and are intimately linked to the norms of the society. The concepts of individualism explain societies where their loose ties between people. In such a society, everyone is expected to look after himself or herself and/or the immediate family. The concept of collectivism refers to societies where people are integrated into strong groups in which people protect each other in exchange for unquestionable loyalty. The consumers behaviors attributed to individualism-collectivism pertains to the behavior of persons in a given group, relationships with others and perception of themselves vis a vis others. These consumer behaviors are the influence by reference groups, self-concept, and information sharing, ethnocentrism and opinion leadership. Reference Groups A reference group takes the form of an actual or imaginary group or individual born of the existence of significant relevance upon individuals’ aspirations, evaluation and behavior (Park and Lessig). Witt (1970) defines reference group as a group taken as a frame by an individual in evaluating himself/herself and formation of attitude. Three means are known through which behavior can be influenced; value expressive, informational and utilitarian (Park and Lessig 1977). The reference group extent depends on a group’s behavior and identity. It is reasonable to think of a possibility of the existence of interpersonal influence brought about by individualism and collectivism, on the consumption behavior. A study by Shaw (1971) on the effects of individual interactions and

Work Based Practice Project Essay Example | Topics and Well Written Essays - 3000 words

Work Based Practice Project - Essay Example vascular dementia, medical conditions such as pick’s disease substance induced dementia must be first ruled out in order to com to this diagnosis. The accurate assessment of DAT is done through extensive testing Psycho – motor testing and neuroimaging as well as standard lab work to mention but a few deficits are found in the following areas. This study is based largely on experience gained through the ongoing with Care Company who wish to develop a training capability in Dementia care. This research will be involved working intensively in an Elderly Mentally Infirm registered residential home. The purpose of this research is to outline ways in which training can be use to help staff develop into reflective practitioners. This study concerns a case study examination of Care Company from which permission has been obtained. It is hoped that this research will contribute to the company’s development and implementation of health sector goals and objectives. Studies done have indicated the major signs of dementia are forgetfulness. A condition called mild cognitive impairment is observed first. This is the stage that describes the situation where one develops normal forgetfulness that is due to old age and the commencement of dementia. People that find themselves as victims of this MCI generally experience problems that are related with memory and thinking capacity. This however does not interfere with their daily undertaking. Several studies have been done to develop the major causes and symptoms that are associated with dementia. According to Biernacki (2007) the major cause attributed to Dementia is the damaged brain cells. Damage to the brain cells causes breakdown of communication making it impossible to translate the different undertakings of the body for instance thinking and behaviour. This can be explained by the through looking at the composition of the brain. From the studies done, the brain is made up of several distinct regions. Each region

Dysfunction and Parannoia Essay Example for Free

Dysfunction and Parannoia Essay This just clarifies the fact that Henry is manipulative: the traitors are completely unaware anything is wrong, and the audience is given constant reminders to how Henry is about to act. He appears to act on the interest of the nation seeking no revenge and kill the traitors for our kingdoms safety. However it could be doubted that his leadership overrules his personal wants partly because he had already known of the plot for a while. This gives the thought that Henry had carefully been thinking of a scheme to make him not appear as a tyrant. When he accuses the traitors his language uses exaggeration. He uses rhetorical questions excessively, repeating why, so didst thou four times and compares the situation of the mens betrayal to Mans betrayal of god. This shows hes not revealing his true feelings, and trying to gain sympathy through a carefully planned act of making sure that it isnt perceived as him attaining personal revenge. Towards the end of the Act, Henry has developed into confident leader with the notion God is behind him. Through his speech he is portrayed as a manipulative leader who is sure of himself and what he is doing. This contrasts his previous speeches which portrayed him as weak and giving the appearance of being tough and eminent. It felt forced as he had been so unsure of himself and shows that such a strong, assertive stance taken in his later speech would have been genuine: we doubt not. The transformation from being unsure of what was morally acceptable as a leader to a man, who chose manipulation and execution, was incredibly sudden. It could be said however that the cause of different events led up to this new strong character or perhaps it was the fact that it became clear that his effective role as a leader was needed by more people than just himself. If Henry wouldve left the traitors to live, people would perceive him as weak and easily swayed. If he was to make the exception, his role as a weak leader could be taken advantage. This makes the suggestion that Henry sacrificed his personal interests for those of the nation as he comes to the realization that not doing so will lead his followers to becoming anarchists. However, Henry believes that to be a strong leader, there is no room for him to be humane which is conveyed through his manipulation in exposing the traitors. Henry. Being humane by showing mercy and being ruthless in regards to the role as a stronger leader, is meaningless. He makes the quick assumption that he is wrong in being moral and should be decisive and abide by the laws which isnt always the traits of a good leader. Henry uses the excuse for his previous (some may say tyrannical) actions for his success in leadership. This insinuates that he is good kind-hearted man who has had to sacrifice his own friendships for the sake of good leadership. However it could also evoke the fact that he is a tyrant using the excuses for leadership as excuses for his own revenge. Shakespeare hints at this through Henrys rhetoric and complex language contrasting with the inept and prose-written language of the common man. Regardless of this point, the audience can evidently see the commoners grief over Falstaffs death, whilst Henry sentences them, without showing his true feelings. This evokes Henrys cold character and suggests that underneath all the different surfaces of his nature, that he is ultimately a tyrant. Show preview only The above preview is unformatted text This student written piece of work is one of many that can be found in our GCSE Miscellaneous section.

Secundum Atrial Septal Defect: Surgical Closure

Secundum Atrial Septal Defect: Surgical Closure Surgical closure of secundum atrial septal defect in a patient with atrial situs solitus and interrupted inferior vena cava: report of 2 cases Key Words: Interrupted inferior vena cava, Situs solitus, Atrium septal defects, limited skin incision Abstract The occurrence of an interrupted inferior vena cava (IVC) in setting of atrial situs solitus is relatively rare. Here, we reported two cases of the surgical closure of secundum atrium septal defects (ASDs) in patients with atrial situs solitus and an interrupted IVC. The first case was a 7-year-old boy with a secundum ASD without the posterior rim whose interrupted IVC and azygos continuation had been preoperatively diagnosed by the echocardiography and cardiac catheterization. The operation was safely performed using a large-sized venous drainage cannula from the superior vena cava (SVC). The second case was a 2-year-old boy with a secundum ASD without the superior rim whose interrupted IVC was not diagnosed at the preoperative examination. The operation was performed through a median partial sternotomy via a 5.0cm limited skin incision, so direct inspection of the SVC was not clearly obtained. A cardiopulmonary bypass was established using the recommended size of venous drainage ca nnulae; however, the SVC could not be removed without elevating the SVC pressure. As a result, the ASD was closed directly under sucking the venous return from the SVC without snaring it. Post-operative computed tomography detected an interrupted IVC with azygos continuation and a persistence of both supracardinal veins, known as a double IVC. Introduction Whereas an interrupted inferior vena cava (IVC) because of the absence of its hepatic segment is mainly noted in patients with heterotaxy syndrome, the occurrence of an interrupted IVC within the atrial situs solitus is reported as ranging from 0.08 to 0.1% [1,2,3]. In these patients, cardiac malformations are frequently associated, and the main types of abnormalities include atrial septal defects (ASDs, 10.5 %) and ventricular septal defects (7.5 %) [1]. Although this systemic venous anomaly provides no symptoms by itself, it seems to be relevant in cardiac surgery, especially in procedures that require approaches through the right atrium. Here, we reported two cases of the surgical closure of secundum ASD in patients with atrial situs solitus and interrupted IVC, focusing on perioperative findings and associated issues. Case Case 1 A clinically asymptomatic 7-year-old boy (body weight, 22 kg; height, 125 cm) with an ASD secundum, which was detected at the age of 10 months, was admitted for surgical closure of the lesion. Device ASD closure by catheter intervention was contraindicated because of the absence of the posterior rim. Preoperative echocardiography revealed an atrial sinus solitus with an 18 by 21-mm ASD secundum without the posterior rim and relative valvular pulmonary stenosis. Also, interrupted IVC was suspected because drainage of the IVC into the right atrium was not detected. Cardiac catheterization to assess the indication for surgical pulmonary valvotomy showed a systemic and pulmonary blood flow ratio of 3.14 and pull-buck pressure gradient of 10 mmHg from the right ventricle to the main pulmonary artery. Furthermore, no hepatic segment of the IVC was detected; thus, an interrupted IVC with azygos continuation was confirmed (Fig. 1). Through the median full sternotomy, a cardiopulmonary bypass was established using arterial cannulation through ascending aorta perfusion with a 16-Fr cannula and venous drainage from the superior vena cava (SVC) and the hepatic vein using 28 and 20 Fr cannulae, whereas recommended cannulae sizes were 20 and 24 Fr, respectively. The ASD secundum was closed directly through the right atriotomy under moderate hypothermia and cardioplegic arrest. The operation was completed without any issues. Case 2 A clinically asymptomatic 2-year-old boy (body weight, 10 kg; height, 81 cm) had recently been diagnosed with a large ASD secundum without the superior rim. Further examination revealed an atrial sinus solitus, an 18 by 18-mm ASD secundum without the superior rim, and a bicuspid aortic valve. However, an interrupted IVC was not diagnosed. Through a median partial sternotomy via a limited skin incision (50mm in length), a cardiopulmonary bypass was established using arterial cannulation through ascending aorta perfusion with a 12-Fr cannula and venous drainage from the SVC and hepatic vein, although it was thought to be an IVC at that time, using the recommended sizes of 16 and 18 Fr cannulae. During the surgery, the SVC was attempted to be snared, but it could not be because of the elevating SVC pressure. The depth of cannula and the location of snaring were repeatedly changed without resolving this issue; therefore, the SVC was left without being snared. The ASD secundum was closed directly under moderate hypothermia and cardioplegic arrest with sucking the venous return from the SVC. Weaning off from cardiopulmonary bypass was uneventful, and the operation was completed without any issues. Post-operative computed tomography showed an interrupted IVC with azygos continuation and a persistence of both supracardinal ve ins, known as double IVC (Fig. 2). On medical check-up at the outpatient clinic one year after discharge, advanced sick sinus syndrome was detected by electrocardiography. 24-Hour Holter electrocardiography monitoring showed that the total number of heartbeats was 142,036 per day, 8 beats of isolated premature atrial contractions, and had no evidence of premature ventricular contractions or more than 2.5 seconds of sinus pose. Discussion Like the first presented case, an interrupted IVC with azygos continuation can usually be diagnosed by preoperative echocardiography [1], which can be easily treated at the establishment of a cardiopulmonary bypass by selecting adequately-sized venous cannulae. If it is not preoperatively diagnosed, direct intra-operative inspection usually makes the diagnosis possible. However, the cosmetic outcome must be taken into consideration during surgical ASD repair as well as secure defect closure after the popularization of percutaneous device closure, like in the second case. Therefore, a limited skin incision with partial sternotomy was selected for this patient, which unfortunately interrupted clear observation of the SVC. Selection of large sized SVC drainage cannula should have been considered first during inadequate venous drainage, however, which was deferred because the total cardiopulmonary bypass was easily established as long as the SVC was not snared. As is our policy, the IVC is not snared during the closing of the ASD secundum in order to obtain a certain identification of the posterior rim. Therefore, the tip of the IVC drainage cannula was positioned at the IVC around the right atrial junction for sufficient drainage of both the IVC and hepatic venous blood flow. As a result, such a maneuver enabled the establishment of a total cardiopulmonary bypass with small-sized SVC drainage cannula and eventually large â€Å"hepatic vein† cannula. As shown in Case 2, an anomalous IVC is known to accompany various rhythm disorders, though only a few cases have been reported [4,5]. One of the causes of rhythm disorders is the degeneration of the atrial muscle around the sinus node, which might occur as a result of a local volume overload on the sinus node by the presence of azygos continuation. Although the total number of heart beats was well maintained and more than 2.5 seconds of a sinus pose was not observed until now, a scheduled follow-up was mandatory for early detection of further advancement of the sinus node dysfunction. In summary, two surgical experiences of secundum ASD associated with an interrupted IVC with azygos continuation were reported. Under partial sternotomy via limited skin incision, precautions should be taken to detect the presence of this venous anomaly if venous drainage from the SVC is not adequately obtained using cannula of the recommended size.

Little Egypt Essay -- Personal Narrative Writing

Little Egypt There is a place where not far from my hometown, which, since my childhood, still holds the secrets to life. It was a place where we were free. Free to do whatever we wanted to do, say whatever we wanted to say, it was our place, our river. It was a simple place, no paved or asphalt roads for the commotion of busy traffic, no tall buildings to block out the sunlight, no sense of time to feel rushed or anxious, no effects from the outside world. It was a beach on the coast of Lake Sakakawea called â€Å"Little Egypt.† I grew up on a small farm just east of Williston, ND, which is located on the far western side of the state. This area of North Dakota is well-known for its beautiful badlands and rolling hills of buffalo grass. Most popular, is the great Lake Sakakawea with its luscious landscapes and sandy beaches of plenty. Recreational areas around the lake are unlimited and always welcoming. The lake was named after the Shoshone Indian woman who had aided the expedition of Meriwether Lewis and William Clark of 1805. The purpose of the expedition was to map the unknown area of the Missouri River and find a possible water route for trade and travel to the Pacific Ocean. Soon settlements were constructed within the valleys of the Missouri River. â€Å"Energy sources beginning with hydropower, and later lignite fired generating plants, came into being in the 1940’s and began with the federal government’s construction of Garrison Dam on the ‘Big Bend’ of the Missouri† . The length of the dam expanding over 2 miles had multiple purposes. Farmers downstream were provided with flood protection, the Lake of Sakakawea was formed providing many recreational purposes f... ... a little tired from the events of the day, but we would always leave Little Egypt fulfilled. It never really had to be the sandy beaches at Little Egypt, it was just being together with my two best friends. That was all that mattered. Time stood still when we were together, ten minutes for us three was two hours for the rest of the world. Where did all the time go, I’m not really sure. I am sure that those days at the Little Egypt with Leslie, Becca, and my brothers were some of the best days of my life. Looking at our society and my busy life filled with tests, deadlines, work schedules, and demands for my time coming at me from every direction, I almost with I could go back to that place where time and concerns for the outside world were of little or no consequence. How I love to remember, to relive the memories of my adolescence. My world was perfect then.

Comparing Red Badge of Courage and Great Expectations :: comparison compare contrast essays

Red Badge of Courage and Great Expectations The hero of The Red Badge of Courage, which was written by Stephen Crane in the late 1800s, was a young private named Henry Fleming, who was fighting for the North in the American Civil War. Like Pip, in Great Expectations, Henry was a commoner. He was new to the Army and few people knew his name. The main difference between Henry and the earlier heroes is that Henry was not born with leadership qualities or traits like bravery. In fact, in the first battle he fought, he proved himself to be a coward by running from it. Henry's flaws were very similar to those of Pip and the Greek heroes. Arrogance was a flaw that many Greek mortal heroes, especially Odysseus and Oedipus, had. When Henry realized that none of his fellow soldiers were aware that he had run from the first battle, he regained his self-pride and self-confidence. Before long, he had convinced himself that he was "chosen of the gods and doomed to greatness." At first, Pip believed that status and wealth determined the "goodness" of a person. Henry had similar illusions. He believed that a war hero was a person who could manage to escape every tight situation he got into, and also a godly figure people looked up to and were fascinated by. His other illusions were that the only the best could survive against the hideous "dragons" of war, and that the enemy was a machine that never tired or lost will to fight. An important difference between Henry and the Greek heroes was that Henry's flaws were recognized by the people of Crane's day, whereas the Greeks did not see any flaws in their heroes, like Odysseus (they thought traits like arrogance were cool). Another difference between Henry and the Greek heroes can be seen in their heroic acts. Greek war heroes were praised for their outward bravery and military genius (how many enemy soldiers they killed, or how they were able to trick the enemy). Near the end, Henry was a war hero in the eyes of his fellow soldiers and commanding officers (he fought fearlessly and led charges), but what was truly heroic about Henry was the way he changed and developed.

Life Skills for Personality Development

SKILLS ? What are skills? ? What is the difference between a skilled and unskilled person? ? Why is it necessary to have skills? ? How does one acquire skills? ? Why should the skills be enhanced? What are Skills? ? Skills are the learned capacity which helps us to do a task effectively. Skills are abilities to use know-how to complete tasks.Skills are acquired through practice and patience A skilled person uses less time, energy and resources to do a job and produces quality results Skills are gained through school/college, work experiences, hobbies, books, elders, peers etc Skills can be improved if we could identify, analyze and practice them. What are Life Skills? Life Skills are abilities for adaptive and positive behavior that enable individuals to deal effectively with the demands and challenges of everyday life (WHO) Adaptive means that a person should have the flexibility to adjust according to the situation.For positive behavior, a person needs to have positive thinking and look at opportunities even in difficult situations, in order to cope with the situation. . 10 Core Life Skills (WHO) ? Self Awareness ? Effective Communication ? Critical thinking ? Decision Making ? Coping with emotion ? Empathy ? Interpersonal Relationship ? Creative thinking ? Problem Solving ? Coping with stress Self-Awareness †¢The ability to introspect, analyze and accept one’s thoughts actions and feelings; recognizing and acknowledging one’s needs and desires. †¢Ability to know our self: Our Character, desires, likes, dislikes and our strengths and weaknesses. Developing self-awareness can help us to recognize when we are stressed or feel under pressure. It is also often a prerequisite for effective communication and interpersonal relations, as well as for developing empathy for others. Empathy ? Empathy is the ability to accept and understand others who are different from you. ? Empathy encourages a positive behaviour towards people in need of care and assistance. ? This skill works wonders when we apply it to our relationships with our loved ones, classmates, parents, friends, cousins and colleagues ?Finally it helps you to move closer to findings solutions, to resolve conflicts and enhance quality of life. Effective Communication ? Effective communication means that we are able to express ourselves, both verbally and nonverbally, in ways that are appropriate to our cultures and situations. ? Listening. ? Assertiveness. Interpersonal Relationship ? Initiate and maintain positive relationships and de -link unconstructive relationships. ? Interpersonal relationship skills help us to relate in positive ways with the people we interact with.. Critical thinkingAbility to analyze information, experiences, situations and circumstances etc in an objective manner and rationally. ? Recognizing and assessing factors influencing our attitude and behavior. ? It is not merely criticizing.? Making objective judgments about choices and risks . ? Critical thinking can contribute to health by helping us to recognize and assess the factors that influence attitudes and behaviour, such as values, peer pressure, and the media. Creative thinking Ability to; ? Think differently and out of the box ? Look beyond our direct experience? Respond adaptability ?Having flexibility to situations in daily life? Achieving the objectives in daily life situations Creative Thinking ? Creative thinking contributes to both decision making and problem solving. ? It helps us to look beyond our direct experience, and even if no problem is identified, or no decision is to be made. ? can help us to respond adaptively and with flexibility to the situations of our daily lives. Problem Solving ? problem solving enables us to deal constructively with problems in our lives.? Significant problems that are left unresolved can cause mental stress and give rise to accompanying physical strain.Decision-making Ability to; ? Choose the best amongst the various alternatives or options in many life situations ? Weigh the pros and cons of alternatives ? Accepting responsibility for consequences of the decision with confidence.? Decision making helps us to deal constructively with decisions about our lives. ? This can have consequences for health if young people actively make decisions about their actions in relation to health by assessing the different options, and what effects different decisions may have. Coping with Emotion ? Recognizing emotions in ourselves and others Being aware of how emotions influence behavior, ? Being able to respond to emotions appropriately. ? Intense emotions, like anger or sorrow can have negative effects on our health if we do not react appropriately. Coping with Stress ? Coping with stress is about recognizing the sources of stress in our lives, ? Recognizing how this affects us, & ? Acting in ways that help to control our levels of stress by changing our environment or life style and learning how to relax s o that tensions created by unavoidable stress do not give rise to health problems.