Decisions in Paradise Paper Essay Example | Topics and Well Written Essays - 750 words - 1

Decisions in Paradise Paper - Essay Example Kava is a struggling community that needs the influx of foreign investment in order to jumpstart their economy. A major investment from Capital One in Kava could help reduce the unemployment rate in Kava. Issues There are several issues that must be considered prior to making a full time commitment in Kava. The government of Kava has very limited resources. The company would not be eligible for any economic incentives. Despite the little government support that Capital One would get in Kava the expectations of the government are very high. The population demographics of the island could hurt the ability of the firm to recruit sufficient workers. In Kava 50% of the population is under the age of 15. Capital one is completely against child labor. â€Å"It is estimated that approximately 240 million children worldwide are the victims of child labor† (Sinha, 2007, pg.1). The population of Kava is composed of a wide mix of races including indigenous, Chinese, African, French, and A mericans. Such a wide mix of races could lead to issues such as cultural and language barriers. Another constraint related to the composition of its population is the fact that half the population is indigenous. People that are raised in indigenous tribes tend to have less formal education than people that are raised in the city and suburbs. The economy of Kava is very unstable. One of the biggest concerns regarding Kava is that the region is highly susceptible to natural disasters. The country is a high risk for tidal waves, tsunamis, typhoons, hurricanes, tornados, floods, fires, earthquakes, and volcanic eruptions. The region is at risk of terrorism from within and outside the country. Kava suffers from human health issues including a high incidence of HIV/ Aids and high risk of avian flu outbreaks. The high incidence of HIV among the population could raise the medical plan expenses of the company. Another potential risk associated with Kava is the threat of oil spills. In order for the company to operate in Kava it would need disaster insurance. Due to the high propensity of the region towards natural disasters Capital One would need to purchase disaster insurance. If any insurance company is willing to sell insurance coverage the premiums are going to be high. The company would have to create contingency plans in the event of a disaster. The possibility of prolong operational shutdowns is very high. Problem Statement Capital One is interested in expanding in Kava. The company feels that it is important to support the economy of struggling communities. Kava is a community that poses many issues including threat of natural disasters, high incidence of HIV, and high underage population. A problem statement for Capital One in Kava: Capital One needs to establish a presence in Kava while at the same minimizing the risk associated with the region. Stakeholders Perspective There are many different stakeholders groups that Capital One must consider in its expansi on plans to Kava. The government of Kava is an important stakeholder to consider. Kava needs the cooperation of the government in order to get all the permits to create a company in Kava. A second stakeholder group is the indigenous population. The company must respect the unique culture of the Indian tribes. A third stakeholder group is the American population living in Kava. As an American company Capital One should care about employing American citizens abroad that

Segregation Essay Example | Topics and Well Written Essays - 1250 words

Segregation - Essay Example Despite variety of theoretical models suggested by US scholars to explain the ongoing discrimination in various fields of social life (Massey & Denton 1993; Borjas 1998), the key question still remains unanswered: why several decades of intensive legal and social efforts did so little in terms of eliminating such negative phenomenon as discrimination of minorities Although legal status of minorities is an essential factor in fighting discrimination and segregation, there are likely other equally important factors involved. Main Discussion The efforts to cope with the problem of minorities' segregation and discrimination undertaken during the last five decades largely failed. The seeming success of affirmative action when in 1970 - 1980's the number of students who belonged to racial or national minorities significantly increased, was achieved by reverse discrimination of the white majority: cases of Bakke and Webber (Ball, 2000) in 1970's made this fact evident to the public. Eventually, the surveys of public opinion demonstrated the controversy caused by lack of understanding of the affirmative policy in the nation. A recent survey performed by CNN in 1995 discovered that 80 percent of the respondents felt "affirmative action programs for minorities and women should be continued at some level" (RCPO, 1995). However, at the same time any possibility of reverse discrimination, which in fact had been the main feature of affirmative action programs since 1964, was opposed by 63 percent of participants (RCPO, 1995a). Affirmative action programs in education seem to cause more damage than positive effects. Laws passed to protect minorities from discrimination often led to reverse discrimination instead of... One of the most known accounts of the relationship between prejudice and negative stereotype was suggested by Milton Rokeach, who established a strong link between prejudice and the perception of intergroup differences.Therefore, affiliation with a certain group is an essential aspect of any individual's life. However, an individual affiliated with a certain group starts to distinguish between his/her group and people who belong to other groups which result in the development of two concepts: in-group and out-group. In-group is defined as "†¦ a group to which a person belongs and which forms a part of his or her social identity" while out-group is "any group to which a person does not belong". The major difference between the individual's perception of in-group and out-group members is the following: members of in-groups possess overwhelmingly good personal qualities, while out-group members are perceived with a certain share of negativism. This unique psychological mechanism is likely to be an important contributor to the ongoing discrimination and segregation in the US. This mechanism provides a valid explanation for the phenomenon of ‘voluntary segregation': segregation and racial isolation which results from voluntary choices of the minority representatives in housing, education, etc. The set of negative stereotypes which developed over the centuries when the white majority and the minorities lived on the same territory is an equally important factor in the ongoing discrimination.

Critical Analysis of Marketing Audit for D-GSM

Critical Analysis of Marketing Audit for D-GSM 1.1 Introduction In todays dynamic telecommunication industry it is critical to analyze the dynamic environment and analyze key product/service offering to target customers. Further, the information gathered from marketing audit is used to critically analyze Dialog product line performance and current product management issues with relevant tools and models to identify the key opportunities/weakness which D-GSM could face in future. 1.2 General Issue Inefficient Channel Distribution Management The downstream distribution is a key part of achieving sales objectives for D-GSM. In other words, business-to-business (B2B) customers push the products of D-GSM to end customers. Currently D-GSM is operating with four major first tier distributors and 1200 retailers in 85 cities in Sri Lanka. In recent past further the retail distribution chain has declined in each province (Refer Appendix B 10.0). The long tier retail distribution has reduced the profit margin thus resulted the retailers willing to promote competitors products (Refer Appendix B 11.0). Another reason identified for this decline is high sales staff turnover which resulted for poor retail management. The issue highlighted above can be highlighted using Ishikawa Cause/Effect diagram shown below (Refer Figure 1.0) Model Adopted from (Albert, 1989) 1.3 Product Management Issue Current Health of Product Portfolio Figure 2.0 BCG Matrix BCG Model Adopted from (Kotler, 2008) Healthy product portfolio is important for organization to gain competitive advantage. Further analyzing the Boston Consultancy Group (BCG) matrix (Refer Figure 2.0) its understood that D-GSM key products are positioned i0n cash cow. In long term these products could move to dogs section which could harm the product performance of the organization. Further products like Kids connection and Code-Division-Multiple-Access (CDMA) are currently in dogs section of BCG matrix needs to be removed from the product portfolio as they consume high cost to maintain the products and return low profit to the organization. Moving forward D-GSM needs to plan for product development to position in star segment of BCG matrix which is currently with few products. Star products are highly needed for organization to gain competitive position; eventually star products will become cash cow and dogs respectively, Further D-GSM needs to identify products are in the question-mark segment to invest to generate market share and returns. Now it is proved lack of product portfolio management has resulted developing low income generating products and thus D-GSM needs to follow a strategic system to have a balanced product portfolio management to gain competitive position in dynamic market. Inefficiencies in New Product Development(NPD) Model adopted from (Kotler, 2008) D-GSM is currently facing set back with competitors. Presently D-GSMs core products, which face severe competition from competitors, are in maturity stage. Thus these products are experiencing reduction in the profit margin (Refer Appendix B- 8.0). The marketing audit (Refer Appendix B) clearly indicates that Dialogs Mobile-broadband is currently in maturity stage and clearly indicates declining in profit. Further it is evident that no product-line-extensions are developed for the product survival which has created a quick decline stage for most of the product. There are few products and product-line-extension that are developed having long gap in introducing to the market in the new product development pipeline (Refer Appendix B- 11.0); as a result existing mature products (Cash-Cow) tends to decline faster. Moreover this is further evident that D-GSM has allocated low marketing budget allocated product innovation (Refer Appendix B- 12.0).Overall improper management in NPD has created threat for D-GSM of being a market leader and loosing first mover advantage for key products. Gap identified in mobile-broadband STP Strategy Today in telecom industry mobile-broadband is a core product and a matured product in the PLC; it is consumed in a very high level and has become a commodity in daily life. The marketing audit has identified that D-GSM has been targeting the same segment which are professionals/senior executive since inception their mobile services. This is a drawback for D-GSMs long term survival and its market leadership. Further competitors are able to manipulate this service and will lose its market share (Refer Appendix B; Appendix B- 4.0). The PESTEL analysis provides evidence that new potential segments are emerging such as entry level executives (1), undergraduates/students (2), travellers and businessmen (3). As result old segments are becoming outdated. (Refer Appendix B- 12.0). The below diagram illustrates the ability of D-GSM to cater and take necessary action for new segments (Refer Appendix B- 9.0). Figure 4.0 G.EMatrix Model adopted from (Business tools, 2007) The output of market segmentation matrix identifies the emerging new segment to generate more revenue and increase market share by repositioning the broadband (Refer Figure 4.0). Knowledge gap in customer preference Internet technology is continuously evolving and adapting to such changes is highly important to D-GSM. Continues adaptation to such technology and augmenting future technology is important for long term survival. The marketing audit explicitly specifies that D-GSM provides the core features of MBB to present customers. Further it is not providing the expected features or long term product augmentation of MBB (Refer Appendix B- 9.0). Referring to figure 5.0 clearly indicates gap between current feature offering of broadband and customer expectations. To fulfill this gap D-GSM needs to continuously evaluate customer expectation and adopt to provide new technologies to retain market leadership. 1.4 Conclusion of Critical Analysis Lack of information Knowledge gap in changing market Gaps in STP Potential New segments to target Deficiencies in the product portfolio 2.0 Recommendation Following recommendations are addressed below to overcome current drawbacks faced by D-GSM having critically analyzed using market audit. Recommendations are categorized to cater mobile-broadband and product portfolio management. 2.1 Recommendations for Mobile-broadband product Line Recommendation 1 Reposition Mobile-broadband Topic 1.3 above states that current segment targeted for mobile-broadband is declining. Following segments are identified as target audience who are students, travellers and undergraduates to be targeted to generate high revenue for mobile-broadband. Proposal in Detail Following recommendation is to reposition the mobile-broadband product line targeting new potential segments as the current segment is declining. This is also evident where 3 major UK telecommunication vendors has overall share of 30% mobile-broadband users as students and undergraduates affording on the go low-cost internet facility (Gabriel, 2011). Currently mobile-broadband is a cash cow product. Repositioning this product can help D-GSM to reach more customers and generate more revenue. Based on the proposed recommendation, following product forecast is analysed using net present value (NPV) analysis. Table 1.0 NPV Analysis for Mobile broadband reposition Key Finding of NPV Analysis Return on Investment (ROI): The entire return on Investment on the repositioning the product will be fully recovered by the end of the first year. Forecasted sales performance: Repositioning the product will pave the way to the sales to increase notably. Nearly 67% increase in first year, 150% within two years and 200% within three years. NPV analysis indicates positive (+) result which mean reposition will be successful. The product can be expected to perform well in the market to gain more revenue and market share for Dialog mobile-broadband. Further D-GSM could follow the proposed product reposition process for mobile-broadband Further D-GSM could follow the proposed product reposition process for mobile-broadband Figure 6.0 Proposed product reposition process for mobile broadband product line To better position mobile-broadband D-GSM could adopt the following marketing mix to reach the newly identified segments since the current marketing mix for mobile broadband is outdated. Table 2.0- Proposed new marketing mix for mobile broadband product line Following perceptual map can be considered for the new repositioning strategy, 2.2 Recommendations for Product Management Recommendation 2 Appoint Product Management Team The present marketing structure is incapable of managing multiple product portfolios at D-GSM. This structure only focuses to cater existing product portfolio and provides low importance for NPD. Further, it is inefficient to support and manage more products by fewer staff which increases the existing workload. Proposal in Detail It is recommended to restructure existing marketing hierarchy to cater NPD, to conduct product management efficiently and reduce burden on staff of marketing department. This recommendation emphasises the creation of a product management team, which could be formed to better manage product portfolio for D-GSM. Below product team structure is recommended (Refer figure 7.0) Recommendation 3 Financial Resource Allocation to Product management Further to the critical analysis conducted it is understood low financial resource allocation as key reason for poor performance of product management in D-GSM. To overcome this issue more financial resource allocation has to be allocated for better product management in future. Proposal in Detail Following recommendation is to cater financial resource for product management team. Proposed financial resource will cater the team to conduct product portfolio management, new technology acquisition for product development, research development to introduce new products/service to market. It is recommended to allocate 10% of the annual sales revenue to facilitate product management team. The following financial allocation breakdown is proposed. Table 3.0-Proposed Financial Allocation breakdown for project management team Recommendation 4 -Implementation of Product Portfolio Management System (PPMS) In topic 1.3 identifies the lack of system and process in place to manage product portfolio and help senior management make strategic decision towards managing product portfolio as it consumes human and financial resources .This recommendation will highlight in implementing a PPMS for D-GSM. Proposal in Detail This recommendation is to implement PPMS for D-GSM. This system in place will help management make strategic decisions and allocate investments to individual products with the goal of optimizing the entire product portfolio. Also this system will provide a tool to maximize the performance of product portfolio in varies stages of PLC. The following system will help product management have a consistent view of product performance, products status in PLC, new product development pipeline progress, monitor product operation cost and more with product portfolio management. Further with the help of such system product development managers to align product roadmaps with market expectation and help to increase revenue, grow market share and reduce costs. Benefit for D-GSM by implementing PPMS Maximize the performance of D-GSM product portfolio PMSS in place will enable centralized management of product portfolio PMMS in place will enable product managers to align product roadmaps with marketing objectives to increase revenue, grow market share, and reduce costs PMMS will enable product management team gather historical information which is valuable information that will improve time to market of future products Recommendation 5 Expand Re-align Channel Distribution This recommendation will highlight in improvising the current retail management and introducing new retail partners for D-GSM to expand the channel distribution to compete with competition and in long term to penetrate Sri Lankan market. Proposal in Detail Proposed strategy of expanding the channel distribution to reach wider untapped market of D-GSM as competitors are aggressive in penetrating the market .This strategy will enable D-GSM to gain more consumers and boost profit through additional venues and expanding current channel distribution can be an effective tool to increase existing business for Dialog GSM. Benefit for D-GSM by Expanding Re-aligning Channel Distribution Channel expansion will cut down operational cost in every region and improve sales performance Current level of channel risk will be minimized and risk could be shared among many regional retailers Expanding channel distribution will help in brand building and make products available in more locations which will raise consumer awareness of D-GSM offerings. Recommendation 5 Implementation of Marketing Information System (MKIS) Further to the critical analysis conducted in 1.5 and 1.6 it is evident that there is no system and process in place to monitor dynamic market environment and consumer behavior, in current situation without a proper system in place D-GSM has not been able to understand consumer behavior and identify emerging segments and target potential new market. Proposal in Detail The following recommendation is to implement a MKIS. This system in place will help D-GSM to scan dynamic market environment constantly to make strategic decisions. Further this system will enable the marketing and product management team to analyze consumer behavior and act accordingly in competitive environment. In long term this system in place will enable the organization to be market oriented. Proposed key integrated feature of this system will be; Marketing intelligence Information Analysis Marketing research Internal Records The prototype of the proposed MKIS will be as shown in figure Benefit for D-GSM by implementing MKIS MKIS will enable organization to constantly monitor dynamic marketing environment Distribute marketing information within organization MKIS will enable to analyses consumer behavior, This will help D-GSM to better manage STP strategies for new products MKIS will facilitate towards product planning and control 3.0 Evaluation of Resource capability and Capacity Management 3.1 Introduction This section evaluates the resources and capability requirements to deliver the identified recommendations for product management of D-GSM. This analysis is based on drawbacks identified from the critical analysis and possible recommendations are proposed to re-align the current D-GSM resources and capabilities to desired level. 3.2 Analysis of current organizational capability and resource When conducting a project management in this scale it is important for D-GSM to evaluate current resource capability and capacity of the organization to deliver the recommendations proposed under heading 2.0. Further to evaluate the current strength of delivering the recommendations, a skill audit was conducted within marketing department against the expected skills and competencies required for the product management project (Refer Figure -9.0) Figure9.0 Marketing Team Current Skill vs. Expected Skill for product management project The skills audit analysis (Refer Figure 9.0) against the marketing audit (Refer Appendix B- 14.0 ) indicates there are lack of gap overall skills, therefore there is a need for skills improvement from external or internal sources which needs to be acquired to close the current skill gap. The marketing audit analysis indicates present marketing teams resources are limited and the current structure is incapable of managing the proposed project (Refer Appendix B- 5.0). Therefore it is recommended to recruit a new project management team to implement the recommendation made for D-GSM. To overcome the skill requirement a project management team can be formed from a cross functional basis of appropriate staff who will have relevant skills and knowledge to implement the proposed recommendation as a team. Further D-GSM could acquire required skill and expertise resources from external environment. 3.3 New Capability Resource required Provide Training in Product portfolio management Marketing team currently needs new skills in understanding the importance of organizational product portfolio management to achieve organizational objectives. By training the staff on portfolio management it will enable the marketing team to formulate effective product portfolio management strategies to cater dynamic market environment. Increase Financial Allocations for Portfolio Management To have an efficient product portfolio management more financial resource is needed to cater new product development. The current budget quota is insufficient for product portfolio management and therefore to implement the identified recommendations and to gain new capabilities and other needed resources which needs sufficient financial allocation for product portfolio management. Training on customer relationship management Marketing team is currently in need for training in customer relationship management. Currently in the highly competitive Sri Lankan telecom market relationship management with key customers, retailers and distributors are important to retain recurring business. By conducting such training D-GSM could retain customers to generate more revue for organization. 3.4 How to Acquire New Capability and Resource Internal Development Internal development refers to the changes that a firm undertakes by recombining its existing resources or developing new resources on its own (Capron and Mitchell, 2004). To acquire new capabilities at minimal cost marketing team along with human resource department could form an internal development team to provide key skill and mentoring to staff, this could be in the form of: Knowledge Sharing Session Internal Presentation One to One session Hiring External Consultant â€Å"External sourcing means trading in a strategic capability that stems from external sources† (Capron and Mitchell, 2004).The hiring of a consultant will help D-GSM in gaining external/industrial expertise on product portfolio management and enable the marketing team to build new strategies to increase performance for Dialog Mobile-broadband product line. Training and Development D-GSM could evaluate the option of on-demand training and development to cater highly critical skill and capability needs to manage competitive product portfolio to the market. Further D-GSM could follow the proposed model shown in Figure 10.0 to plan training development. Figure 10.0 Training and Development process Model Adopted from (Moskowitz, 2008) The Benefit of Training and Development Improved motivation Individuals see their skills base extending and their promotion prospects being enhanced. Opportunities for self-improvement, leads to people staying longer in one employment. Higher levels of performance Trained and motivated staffs are more likely to give of their best which in the end justifies the training budget. Recommendation for accruing new resource and capability The options discussed above to acquire new resources and capability to manage product portfolio for D-GSM is to hire external consultant to gain new ideas and industry expertise. Further hiring external consultant will help to reposition broadband product line effectively. Moreover, D-GSM needs to constantly identify new skill required for employers since marketing environment is dynamic and employees adapting to such changes instantly is important, therefor it is advisable to constant monitor required skill and plan to train and develop by external consultant. There is a high risk of outsourcing new resource and capability because it will create conflicts within internal employees and internal information could be considered as risk when outsourcing key resources from external environment 3.6 Financial Consideration Herewith financial proposal is addressed for future budgeting purpose to acquire new capability and resource to implement effective product portfolio management. Table 1.0 Financial Consideration for new resource and capability management 4.0 Project Plan Introduction To the priority of recommendations provided above in topic 2.5, following project will focus to reposition mobile-broadband product line targeting newly identified segment with differentiated marketing mix and finally position the product as affordable product for consumers Project Initiation The following project is selected to increase the mobile-broadband. A stable project based approach is required. This therefore enables the management to monitor the manage performance, cost and time scales. Fore reference purpose this project will be named as â€Å"Project 3G†. Project Objectives The project objectives expected to be achieved by implementing project 3G are as followed, To successfully reposition Dialog Mobile-broadband product line To successfully create awareness to newly identified segments To increase mobile-broadband trial among new segments targeted To position the product to the new target segments using new differentiated value propositions within the period of six months. Project Scopeand creep The project scope refers to the work that must be accomplished to deliver the project objectives and successfully complete the project with quality, time and minimal cost (Hill, 2009). Project scope management will be used to make sure that project covers all the key tasks to deliver high efficiency of triple constraints [4] and focus of project. Further the management will resist and prevent scope creep as it will dent the achievement of triple constrains- budget, performance, and time as project creep could bring negative effects on the members (Kendrick, 2009). Therefore below matrix illustrates project boundary (Refer table 2.0). Table 2.0 Project Scope Matrix Every project stakeholder must be educated about project scope from deviating. If there are any changes to the scope a request should be made to the project manager for consideration (Pritchard, 2004). Project Team The project manager will be General Manager- marketing and sales. He/she is selected for because of leadership skills and previous experience in handling similar projects. The key role of project manager is to manage the project team from initiation to evaluation stage, while leading and motivating the team towards achieving the objectives and clearly defining teams roles, responsibilities and performance, budget and time (Lock, 2007). The proposed project team structure is shown in Figure (9.0). The project team consists of seven members including staff from different department of Dialog GSM. This system will become a cross functional team for the project. Project Sponsor will be the Chief Financial Officer (CFO). According to Melton (2009), project sponsor is accountable for the delivery of the business case and to ensure that project is financially worthwhile. Project Managers and sponsors must work closely together to deliver the project and maintain control. External resources for the project team will be the outsourced marketing consultant and the advertising agencies key account manager for D-GSM for this Project. The consultant will guide the project team in implementing the project by providing training and in-depth guidance on product repositioning of Dialog Mobile-broadband. Furthermore, project manager will be responsible for driving the project team to achieve the project objectives by delegating the project tasks, proper resource allocation for the project through possible mediums and finally responsible to deliver project report for management. Project Beginning and end dates Project 3G will span for a period of 6 months and will be implemented from 1st of July 2011 till the 30th of December 2011. Project Key Deliverable Key deliverable of Project 3G could be highlighted in a work breakdown structure (WBS). The top of the WBS is the project itself. The next layer or level in the structure is ‘work packages (Lock, 2007). WBS explains the key deliverables of the project in figure (10.0). Figure () Key deliverables for project 3G ProjectMethodology

Job - Character Analysis :: essays research papers

Job was a man who was perfect (not sinless) and upright, one that feared God and turned away from evil. Job is a perfect example of universal suffering, why those are good suffer along with the individuals who are called bad. Job was a man who God had allowed to obtain riches and fame. He had all of the finer things in life. Satan knew this, and wanted to bring sorrow and pain into Job’s life for the main purpose of showing God that these were the reasons Job was so faithful. Satan was wrong as always. Job understood that it is the Lord that gives and takes away, for Job said, â€Å"blessed be the Lord.† The book of Job was written to instruct us, to rebuke and correct us, and perhaps to prepare us to handle the hardships of life, the experiences of bereavement, loss, and grief at a level that man could never hope to achieve. Job is a book about a man who believed in God, a believer who was badly advised by three friends who were ill equipped to counsel, and had no grasp of the spiritual realities that God teaches. God permits suffering in the life of the believer in order to strengthen his faith. It is precisely when the hedges are moved from around us that we find ourselves depending upon God. The more we are deprived of the temporal supports for our earthly happiness, the more we are driven to the Lord for our comfort. This is why Job was chosen. Because of his completely undeserved suffering, his steadfastness in faith, and his complete submission to God, Job received the honor of becoming a chief figure in the Bible (Psalm 23, Hebrews 12:11, James 5:11). God’s ways are often beyond our understanding because we view the issues of life from a limited earthly perspective. God’s viewpoint is from above, he sees all things from the standpoint of

Business Protocol Versus Personal Values

Saint Leo University Business Protocol versus Personal Values MBA 525 Dr. Angelita Howard Wonda Falcher September 9, 2012 Protocol versus Personal Values Gan, PhD (N. D. ), â€Å"All people have his or her set of personal values that come from society, families, religions, and experiences†. Companies know-a day’s try to onboard people whose personal values lattice with the company’s. However, one’s personal values will eventually conflict with organizational business protocols because any business looking to make money is not always going to make decisions based on people’s feelings.A business at some time must decide to do what is best for the company and sometimes the decision is not necessarily what’s best for the employees but more so for the board of trustees. That, in my opinion is when one’s personal values are in conflict with organizational/interpersonal business protocols. Most people govern his or her life based on personal upbringings, social norms, and values instilled by one’s family. However, business practices are governed by what drives the company and oftentimes its money.Nevertheless, unless the conflict is illegal, unethical, or immoral I would do what the organization desired for me to do in order for the company and myself to be successful. To expound, if the conflict between one’s personal values and the companies business protocol is illegal it’s an easy conflict to resolve due to edict that governs the impasse of the situation or conflict. One should never choose illegal means over one’s personal values that ensure one’s integrity is â€Å"above board† and beyond reproach.However if the conflict is ethical one must weigh personal values versus the company values and then decide if one’s values outweigh the circumstance and leave the company. There is another way one should look at an ethical situation or conflict. As long as the ethical dil emma is not so personal that the conflict diminishes one’s view and confidence in and of the company and one’s personal outlook one’s livelihood would not be affected. Beyond the legal precepts, ethical dilemmas hinge upon the one’s personal views versus company prosperity.A gray area in which an individual must consider whether his or her personal views are consistent with or even more so in-line with his or her corporate culture. Some personal values weigh heavier than others, Integrity is one of my personal highs, therefore, I will not lie just to ensure the betterment of the company; nor will I engage in activities’ that are illegal. But, all dilemmas are not black and white, the gray areas pose the most ambiguous and challenging situations for most individuals.For example, a co-worker may take a shortcut to accomplish certain goals, via omitting or circumventing certain protocols. Although not illegal, I’m placed with the dilemma of whe ther to report such activities/shortcomings or turn a blind eye as no one is hurt by the impasse; however, the company is productive by the individual action. A gray area, although wrong from my perspective, infringing upon my personal morals, it poses no illegal activity; therefore, can be construed as acceptable behavior. Choices between personal and corporate values are not always straight forward.From a legal perspective right is right and wrong is wrong; however, whenever there’s a lack of legal jurisprudence or behavior/corporate philosophy choices between person and corporate values can collide.References Gan, PhD, J. (N. D. ). Ethical Dilemma Reason 3. Retrieved from http://www. succezz. com/Articles/business-ethics-dilemma-reason3. html Buzzle. (2000-2009). Management Concepts – The Four Functions of Management. Retrieved September  9, 2012, from http://www. buzzle. com/articles/management-concepts-the-four-functions-of-management. html

Why the IR happened in the 1800

The chapter I am going to review is from the book â€Å"A farewell to Alms†. It discusses the divide between rich and poor nations that came about as a result of the Industrial Revolution in terms of the evolution of particular behaviors originating in Britain. Prior to 1790 man faced a Malthusian trap: new technology enabled greater productivity and more food, but was quickly gobbled up by higher populations.And the the author of this book that had mixed reviews but evaluated the book as well written and interesting is Gregory Clark a professor of economics and department hair until 2013 at the University of California The Industrial Revolution, the escape from the Malthusian trap, was a great breakthrough in human history that in many ways (higher standards of living, housing, population increase and so on) forever changed the lifestyles of millions of people. So far no one has fgured out why the Industrial Revolution was delayed until around the 1800.Even though there are m any different theories trying to solve the puzzle of the Industrial Revolution all of them face some problems and Gregory Clark tells us about the main theories and gives us is reasoning as to why explaining the Industrial Revolution is an almost impossible challenge. Since the industrial boom had such a huge impact on humanity I believe that the problem Clark is mentioning is highly important because complete knowledge of how it all began may trigger a new wave of modernizations and different transitions.Even though I don't agree with everything Clark says (more on that later) it is amazing how much effort he put in his book considering that he spent 20 years scanning medieval English archives to give us his ideas on the troublesome uestion my essay is about. His opinions are well argumented and even if it is hard to agree with some of them it is even harder to constructively disagree.In my essay I will give you a brief summary of what Clark writes about and then carefully analyze it to give my personal opinion on the topic of why the Industrial Revolution happened so late even though there were economically stable countries much earlier such as ancient Babylonia and Greece As I already said, the article IVe read has some interesting points that are well rgumented and wisely asked questions like â€Å"What was different about all preindustrial societies that generated such low and faltering rates of efficiency growth?What change to such a stable nongrowth configuration generated the Industrial Revolution? † Clarks book adopts the view that the Industrial Revolution emerged only a millennia after the arrival of institutionally stable economies in societies because institutions themselves interacted with the changed human culture. Malthusian pressures rewarded effort and fertility limitations which facilitated modern economic growth. Clark states that all the theories offered by historians fall in to 3 major groups: Exogenous Growth Theories, Multiple Eq uilibrium Theories, Endogenous Growth Theories.Exogenous Growth theories attempts to explain long-run economic growth by looking at productivity, capital accumulation, population growth, and technological progress. However Clark says two considerations suggest that these theories face almost insurmountable problems. First of all there is no sign of any improvement in the appropriability of knowledge until long after the Industrial Revolution was well nder way. Secondly there is no evidence that in the long run institutions can be a dertermining factor in the operation of economies.The Multiple Equilibrium theories is a class of theories in which families switch from an equilibrium under which everyone has large numbers of children ( all the children get invested little time in) to one under which families have a small number of children ( all of the children get lots of attention). Endogenous growth theories holds that economic growth is primarily the result of ndogenous and not ext ernal forces. Endogenous growth theory holds that investment in human capital, innovation, and knowledge are significantcontributors to economic growth.The theory also focuses on positive externalities and spillover effects of a knowledge-based economy which will lead to economic development. Lots if economists now think that efficient institutions promote economic growth. Well-defined property rights, freedom from expropriation, unimpeded markets, and minimal government are a common recipe for success. Clark opposing to lots of istorians does not agree that institutions are an explanation of economic growth. Clark questions the role of institutions a lot of times in his work.He is enthusiastic about the argument that inefficient institutions cannot persist for long because everyone could gain from reforming them. Slavery and serfdom are his examples: if these institutions were inefficient then the slaves and serfs should have been able to buy out Institutionalists would respond (ac cording to Clark) that a deal would be impractical, for the former slave owners could not collect their 'emancipation ayments' after abolition. Only a forceful change in property rights would end serfdom or slavery.Clarks riposte to this is that slavery in the Roman empire and serfdom in medieval England, in fact, disappeared without a social struggle. So history shows that institutions respond to market forces and do not constrain them. Hence, according to Clark, bad institutions cannot explain poor economic performance. The trouble with Clarks riposte is that his counterexamples do not make his point. Slavery in the Roman empire â€Å"ended† in the second century. Previously, it had been a brutal system of extreme work, draconian punishments, and no family life.