Promote communication in health and social care Essay

1.1 Identify the different reasons people communicate: To share thoughts; To share information; To express feelings; To share ideas; To build relationships; To create effective communication; To gain reassurance and acknowledgment; see more:explain how individuals from different backgrounds may use communication methods in different ways. People communicate in order to establish and maintain relationships with others, to give and receive information and instructions, to understand and be understood, to share opinions, knowledge, feelings, and emotions, to give encouragement and show others they are valued. 1.2 Explain how communication affects relationship in the work setting: Communication is very important because without communication lots Of misunderstanding would happen. Communication is a fundamental relationship-building skill in the workplace. If people don’t communicate well they limit their ability to connect, can create conflict. Good communication skills are essential, because they help them to develop relationships and demonstrate that they care. Helps to build trust and relationships. Also it encourages participation, create equality, promote empathy and share understanding. 2.1 Observation 2.2 Describe the factors to consider when promoting effective communication. There are many factors to consider when trying promoting effective communication. There are some of them. Disabilities such as: Hearing loss, impaired vision, mobility problems or speech impairment. Environment: Environment is very important factor to consider as well. Ensure the lights, air, temperature, noise and crowd. 2.3 Observation 2.4 Observation 3.1 Explain how people from different backgrounds may use and/or interpret communication methods in different ways: Communication can be different when related with people from different backgrounds. Communication can be interpreted different ways depending of the person you are talking with. It can be because they don’t speak English, are from a different country or they may not understand you. Communication can be used in many ways by using different methods. Verbal language or non-verbal language such as: Touch Gestures Proximity Tone of voice Language used. People from different backgrounds can use communication by being confident. This shows their personality and will help the communication between them and others around. Different backgrounds of different people can cause misunderstandings when using communication. Therefore cause conflicts. It is important to understand that people who do come from different backgrounds may have different ways of communicating and they may even interpret the way others communicate unexpectedly different. 3.2 Identify barriers to effective communication There are many barriers for effective communication stereotyping is one. When an individual has a preconception about another individual, it makes it difficult for the individual not to see the other’s communication as a prejudice. Not understanding or being aware of an individual’s needs, wishes, beliefs, values and culture. Not making communication aids available or checking they are working A noisy environment A lack of privacy Not allowing sufficient time to listen. 3.3 Observation 3.4 Observation 3.5 Explain how to access extra support or services to enable individuals to communicate effectively: Looking for specialties organisations such as: GP Individual’s family/friends Social worker Specialist nurse Advocate Support groups 4.1 Explain the meaning of the term confidentiality: It means keep information private and safe. It can include that you would have to passing on private information with the permission individual’s permission or only passing on information without the individual’s permission to others, who have a right to it or need to know it. 4.2 Observation: 4.3 Describe the potential tension between maintaining an individual’s confidentiality and disclosing concerns: Breaching a confidence Not respecting the individual’s rights to privacy Putting the rights of others before those of the individual Safeguarding issues. http://www.ocr.org.uk/Images/80799-level-3-unit-pwcs-31-principles-of-communication-in-adult-social-care-settings.pdf http://www.studymode.com/essays/Barriers-To-Effective-Communication-77841.html

Cultural Issues of Human Resource Management

International Journal of Evidence Based Coaching and Mentoring Vol. 5. No. 2 August, 2007 Page 45 Carrying Cultural Baggage: the contribution of socio-cultural anthropology to cross-cultural coaching Barbara St Claire-Ostwald, CINCRA International Coaching & Training Consultancy, UK Email Contact: [email  protected] com Abstract This study examines the cultural awareness of professionals working in organisations.Given the multicultural nature of today’s workforce, it is becoming increasingly important for companies and coaches alike to take into account how cross-cultural differences may affect daily working practices. The study draws on a review of current research into cultural dimensions and looks at the complex relationship between personality and culture – our ‘cultural baggage’. In order to explore the opinions and cultural awareness of participants, a questionnaire was developed.The purpose of the questionnaire was to identify themes and orientatio ns to cross-cultural issues in terms not only of communality but also of paradoxes. The results highlighted a high level of recognition of cultural dilemmas and a perceived need and willingness to address and reconcile them. However, the diversity of opinions about the potential benefits of specific methods of addressing cultural dilemmas suggested considerable uncertainly about dealing with cross cultural issues.Key Words: Cross-cultural, cultural baggage, cultural dimensions, coaching, mentoring, socio-cultural anthropology Introduction The aim of this paper is to report on the results of a study designed to explore the emerging discipline of cross-cultural coaching (Rosinski 2003) and to establish the levels of awareness about, and attitudes to cross-cultural issues; the patterns and/or relationships between awareness, attitudes and cultural dimensions among businesses and business consultants, coaches, mentors and coaching/mentoring organisations.I began this study from the pers pective that while there has been some research into mentoring and coaching, there appeared to be little that focussed specifically on cross-cultural influences. In my review of the available literature, it became increasingly clear that the integration of a cultural perspective into coaching was very much at the ‘pioneering’ stage. The main aims of this study were to try and establish levels of awareness bout, and attitudes to cross-cultural issues; and to study the patterns and/or relationships between awareness, attitudes and the cultural dimensions developed by Hofstede and Trompenaars and HampdenTurner among businesses and business consultants, and coaching organisations. Cross-cultural coaching addresses the way in which cultural differences affect the daily lives of people, and raises awareness of cultural differences and the effect they can have on the process of managing others and doing business in general.In today’s global economy organisations underst and that to sustain successful and resilient businesses and to keep their competitive edge, they must develop employees who understand their global business, and employ people with global skills. Rosinski (2003) and Trompenaars and Hampden-Turner (1997) have developed pioneering work in cross-cultural competencies and coaching methods. At a fundamental level, their International Journal of Evidence Based Coaching and Mentoring Vol. 5. No. 2 August, 2007 Page 46 work has been based on the works of socio-cultural anthropologists Hofstede (1980) and Schwartz (1994).Their contribution in overcoming cultural miscommunication, tension and conflict, including the perils of stereotyping and ‘mono-culturalism’, has helped to formulate and explore the hypothesis of this study. Cultural baggage: a by-product of cultural systems Socio-anthropological thinking is based on the premise that all humans are born with the same basic physical characteristics, but depending on where they g row up, each individual is exposed to different climates, foods, languages, religious beliefs etc.Therefore, ‘are we really self-made or did our parents, teachers, families and friends have a hand in it? ’ (Trompenaars and Hampden-Turner, 1997, p. 54). Thus, one could argue that the socioanthropological perspective on culture takes a holistic view, describing culture as a pattern of learned and shared behaviours of people and/or groups consisting of belief systems and languages; and of social relationships be they personal, organisational, or institutional. (Hall, 1963; Hall and Hall, 1987; Hofstede, 1980; Kondo, 1990; Levi-Strauss, 1966; Schwartz, 1994).Therefore, at a fundamental level, it could be argued that culture is a representation of a complete way of life of a people who share the same attitudes, values and practices. Csikszentmihalyi (1997, p. 7) makes the distinction of ‘identity’ by using snowflakes as a metaphor: â€Å"They look identical as they fall, but taking a closer look, we soon discover that they are not identical†. Hence, he argues, rather than seeing identity as a single unitary self, perhaps cultural identity should be viewed as being multi-faceted, i. e. cknowledging that people have a number of selves or identities depending on context and setting. For example, the biggest barrier individuals and/or employees encounter is not necessarily that they come from different parts of the world, or that they speak a different language or even occupy a different physical space, it is the baggage they carry in their own cultural suitcases which needs to be explored. Trompenaars and Hampden-Turner maintain that what people expect depends on where they come from, and the meanings they give to what they have or are experiencing.They argue that â€Å"expectations occur on many different levels, from concrete, explicit level to implicit and subconscious ones† (1997, p. 21). Furthermore, they describe culture a s consisting of various layers: †¦The outer layers are the products and artefacts that symbolise the deeper, more basic values and assumptions about life. The different layers are not independent from one another, but are complementary [†¦]. The shared meanings that are the core of the culture are man-made; are incorporated into people within a culture yet transcend the people in culture. (1997, p. 7) Cross-cultural dilemmas Trompenaars and Hampden-Turner argue that â€Å"Every culture distinguishes itself from others by the specific solutions it chooses to certain problems which reveal themselves as dilemmas† (p. 8); to this end, they have incorporated best management theories into their own analysis of the task of managing across cultures. These theories were realized by using a participant questionnaire profiler, which was based on their Seven Dimensions of Culture model and by incorporating Trompenaars and Woolliams framework for managing change across cultures. Similarly, Rosinski points out the dangers of our assumptions and beliefs systems when working with coachees from varying origins and backgrounds. He argues that by providing a framework for integrating coaching and cultural perspectives, i. e. examining numerous International Journal of Evidence Based Coaching and Mentoring Vol. 5. No. 2 August, 2007 Page 47 cultural orientations, styles and approaches to coaching, the development of a cross-cultural mindset will be facilitated.For example, he writes: Our identity could be viewed as this personal and dynamic synthesis of multiple cultures. Our behaviour will typically vary depending on the group we happen to be associated with [. †¦]. The fact that our behaviours depend in part on the particular cultural context further justifies the need for coaches to integrate the cultural perspective into their practice. In some cases the obstacle to someone’s progress may be cultural rather than psychological, thus calling for a di fferent coaching dialogue. p. 1) Furthermore, he maintains that cultural awareness is more than just realizing another culture is different from our own; it is also about learning to value that other culture. He argues that culture is behind our behaviour, and often without our realization. It can influence how close we stand, how loud we speak, how we deal with conflict and as a result, by failing to understand how culture impacts our needs and preferences, culture can often lead us to misinterpret behaviour.Methodology As the research was exploratory, I focussed the design on two main aspects: the initial review of literature which drew on a broad array of coaching and socio-anthropological theories and studies, and the less extensive, but nevertheless in-depth cross-cultural coaching work of Trompenaars and Hampden-Turner (1997), and Rosinski (2003). In turn, this provided the basis for the primary research, which took the form of a questionnaire which was sent to a small expert survey sample to identify cross-cultural themes and patterns.To ensure that survey participants had some recognizable expertise on the subject under investigation, I adopted the model in (Fig. 1) below. On the one hand, I was attempting to quantify levels of awareness of cross-cultural issues, as well as to explore the accompanying opinions, beliefs and assumptions, and how they relate to the dimensions of culture. I was also trying to make sure that the survey respondents would have an interest in this particular area of study. Fig. Survey Sample and Questionnaire Model Corporate/Business Consultants Awareness Opinions Coaching Organisations The survey sample was not only limited in size, but also in terms of the geographical make-up of the participants, who were mostly from the U. K. with the rest from continental Europe. By International Journal of Evidence Based Coaching and Mentoring Vol. 5. No. 2 August, 2007 Page 48 extension it would be difficult to generalise from the resul ts, however, this was not the intention of the study.While gender could also be a factor which might influence attitudes and responses, the exploratory nature of the study precluded it from being a controlled variable at this point, although this issue could form the basis for further research. The purpose of the initial questionnaire was to elicit the opinions of the survey participants in order to identify themes and orientations to cross-cultural issues, in terms of communality as well as potential paradoxes.It was also intended to see how these opinions and orientations fitted with responses to questions about the various cultural dimensions identified and developed by Hofstede and Trompenaars and Hampden-Turner. The questionnaire was therefore divided into two parts. The first section addressed the opinions about attitudes, values and behaviours pertaining to culture in general, cultural dilemmas and, to crosscultural coaching and training specifically.I also decided to use a n umber of similar questions to check for inconsistencies in responses, which might indicate either a paradox in terms of opinions, possibly a conflict between a ‘norm’ and a given individual’s personal view, or could reflect a lack of appreciation for, or indeed indifference to, a given issue. The second section of the questionnaire was constructed on the basis of Hofstede’s and Trompenaars and Hampden-Turner’s cultural dimensions, and sought to elicit culture-specific values, beliefs and assumptions which could influence cross-cultural interaction within a professional environment.Results, discussions and recommendations In analyzing the responses to the questionnaire, it was evident that there was a high level of recognition of the importance of cross-cultural issues, and the need to address and reconcile them. However it was very difficult to define or quantify levels of cultural awareness, which was to some extent unsurprising given the complexit y of the issues involved. But as I outlined in the methodology, a major objective was also to explore the quality of awareness and understanding of cultural dilemmas and dimensions.In this respect, the first section of the questionnaire (on attitudes to culture and potential cross-cultural training solutions) was very instructive in terms of perceptions about the relationship between culture and personality. In my opinion, the most notable contrast was that there was considerably greater agreement that culture shapes the personality and a lot more uncertainty about how the individual shapes culture. This impression was further reinforced by the general agreement that managers from different cultures do not necessarily find it easy to adapt their behaviour to fit the different needs of another culture.From a coaching perspective, it suggests some attention needs to be paid to how an individual perceives and relates to his/her culture. For example, there is a clear difference between seeing culture as providing a framework for social interaction, which is constantly evolving, and on the other hand perceiving culture as providing a set of social constraints. In either case, there may be some elements of our culture, which at an individual level are considered to be important in our everyday lives, while there are others which may be difficult to accept, which could be sources of tension with other members of our culture.Given that such perceptions may be operating partly at a subconscious level, this may not be easy to establish. But they appear to me to be a significant element in the process of gaining a better understanding of our cultural baggage, i. e. in how we synthesize the myriad of cultural groupings to which we are exposed on a daily basis. There was greater diversity of opinion about the benefits of specific cross-cultural training solutions, and when, where and how they might be applied.The initial conclusion that can be drawn is this shows that the process of integrating the cross-cultural domain into both business and coaching practice is still at an early stage of development. International Journal of Evidence Based Coaching and Mentoring Vol. 5. No. 2 August, 2007 Page 49 As far as improving the general awareness and understanding of the benefits of cross-cultural training, three sets of responses in the first section seem to me to define some of the issues that need to be addressed.Firstly the fact that half of the respondents believed that cultural issues within organisations are dealt with only if they relate to behavioural issues is indicative of a certain level of resistance to dealing with these issues, which may be due to an appreciation of the complexity of such issues. On the other hand, if cultural issues in some organisations are only addressed when there is a behavioural conflict, then this will tend to cast them in a negative light.Hence it does lead to the conclusion that some organisations are not sufficientl y aware that ignoring and playing down cultural differences, as well as evaluating them negatively, is a major contributor to miscommunication, misunderstanding and conflict. Secondly, while coaches largely agreed that business managers recognise that diversity training should now include cross-cultural training for employees sent on global assignments, the business organisation responses were much divided.This leads me to conclude that some businesses are either unaware, or possibly not persuaded of the benefits of this specific approach. Nevertheless this set of responses, and the fact that none of the respondents disagreed that incorporating the dilemmas deriving from the differences in cultural dimensions help organisations to integrate their cultural orientations suggests that the key area of uncertainty among businesses and coaches is the method and/or models of integrating cultural dilemmas.The point that this suggests to me is, that before any attempt is made to develop the skills necessary to negotiate the differences between cultures, a greater awareness of how we negotiate difference in our own culture is required. This is to say we need to be more consciously and self-critically aware of the assumptions that underlie our habitual responses and modes of interaction, in other words our cultural baggage. In principal this is already the main focus of traditional coaching and mentoring.But I believe considerably more research needs to be conducted into how these methods and skills can be developed to take account of and integrate cross-cultural issues and dilemmas. From national to cross-cultural perspectives Cross-cultural research has largely focused on national differences because it is much easier to establish a person’s nationality, than to identify him/her as belonging to another type of cultural grouping, be that regional, professional, political, economic or social.The most frequently cited reason is that a given individual will be a mem ber of numerous forms of socalled sub-cultures or higher level cultures (e. g. European), which in effect rules them out as unique independent variables. But I believe that without exercising some control for the effect of these ‘other’ cultural variables, it is difficult to be sure that attributing a given behaviour, belief, value or attitude expressed by an individual to national cultural influences is theoretically or empirically valid.For example, even at a national level, there has to be particular care to acknowledge the difference between ethnically diverse nations such as Canada or Malaysia; ethnically and/or religiously divided nations such as Belgium or the former Yugoslavia, or relatively homogeneous nations such as Japan or Korea, let alone very complex national cultures such as China or India. In essence, this does nothing more than acknowledge that socio-cultural anthropology is the study of the dilemmas and problems of differences and similarities not onl y between, but also within societies.In the specific context of this study, one of the most interesting aspects of the responses to the second section of the questionnaire on cultural dimensions was the differences in opinions both within and between coaches and business organisations. My original intention in including a section on cultural dimensions was to explore the relationship between these responses and those on the first section of the questionnaire. But the differences of opinions between the two sets of respondents on ‘universalism vs. particularism’ and ‘individualism vs. ommunitarianism’ (Fig. 6) suggested to me that I had to consider whether these opinions in some way reflected values that were influenced by the differing needs and requirements of the corporate and coaching environments. I cannot conclude whether this was the key influence International Journal of Evidence Based Coaching and Mentoring Vol. 5. No. 2 August, 2007 Page 50 on thes e responses. However I do think this emphasizes that it is tenuous to assume that the responses to such value dimensions questionnaires can be ascribed largely to national culture.I also believe that the way that corporate and professional culture influences our habits and values requires a great deal more in-depth research. For example, it might be interesting to establish whether there are differences in the responses to a cultural dimensions questionnaire between professional groups, e. g. doctors, police officers, computer programmers, sports professionals, etc. , and how these compare to national differences. However, it also has to be acknowledged that the difficulty of drawing any definite conclusions about key influences is clearly a limitation to the use of questionnaires in general.This does suggest it would have been preferable to be able to expand and explore the data that was generated by the questionnaires via follow-up interviews. But, as discussed in the methodology, this would have required a lot more time and resources than were available to me in this study. Nevertheless analyzing the results in relation to the problem of ignoring and playing down the importance of cultural differences also suggested that the questionnaire design needed refinement.Specifically, I was unable to deduce or make any assumptions about what level of importance each respondent attached to each of the dimensions. A system of ranking the various value dimensions is not a new concept or methodology, in that it is very similar to the two ‘basic bipolar’ dimensions of ‘openness to change vs. conservation’ and ‘selfenhancement vs. self transcendence’ that are incorporated as higher dimensions in the Schwartz Value Inventory (Fig. 4).But more importantly I think that more research into developing a system of ranking the value dimensions would not only help to identify those value dimensions, which may be ignored, downplayed or even n egatively evaluated, but also provide a potentially very useful tool for integrating the cross-cultural dimension into traditional coaching and mentoring practices. Conclusion From this specific perspective, a focus on quantifying how national cultures differ along the various value dimensions that have been identified does run some risk of contributing to the formation of cultural stereotypes, which have little or no predictive value.This is why greater emphasis needs to be placed on understanding our own ‘cultural baggage’ from a coaching perspective, particularly on the dynamic processes of the way in which our own culture has, and is evolving. The building blocks of improving cultural awareness and developing cross-cultural skills therefore have much in common with the key skills associated with building rapport as a coach or mentor. For the coach or business organisation, it is therefore about understanding the processes involved with the different ways in which we negotiate social interaction, and the elements of the various models of culture.These range from the apparently simple distinction between the visible and invisible level of values (Fig. 1) to the complexity of Schwartz’s ‘Theoretical model of relations among motivational value types and two basic bipolar value dimensions’ (Fig. 4). It is about raising our awareness of what is subconscious and invisible up to a conscious and visible level; and from there we can develop the skills necessary to negotiate ways of interacting with others whose values, attitudes and habits, or indeed in contexts are unfamiliar to us.I believe that if this is to be achieved, coaching and cross-cultural research needs to transcend the limitations of a focus on national culture. It needs to acknowledge that cultural identity should be viewed as being multi-faceted, and that people have a number of selves or identities depending on context and setting. The work of Schwartz, Hofstede and Trompenaars & Hampden-Turner has provided very valuable insight into the cultural dimensions, which help to identify the way in which values differ between national cultures.However, they would also be the first to acknowledge that International Journal of Evidence Based Coaching and Mentoring Vol. 5. No. 2 August, 2007 Page 51 national cultures are in a constant state of change, and this in turn dictates the need to evolve their questionnaires, re-analyze the accompanying databases of results, and amend and redefine their models accordingly. But perhaps the key aspect for further research is to develop methods that place a greater emphasis on the processes though which culture changes.In other words how human actions and practices change, and new meanings evolve in response to changes to social contexts. By this I mean for example: the impact of increased migration (whether voluntary, or in response to political or economic factors), or the proliferation of new forms of communicati on like the internet, not only on working environments, but on the myriad ways in which we organize our social lives. The point being that this should help to move research and practice from a focus on more abstract concepts such as values, to the ways in which culture is produced and negotiated.Consequently, as Rosinski (2003, p. xviii) said, ‘intercultural professionals will be better equipped to fulfil their commitment to extend people’s worldviews, bridge cultural gaps, and enable successful work across cultures’. References Clutterbuck, D. (1985), Everyone needs a Mentor, Fostering talent at work (3rd Ed), Trowbridge: The Cromwell Press Clutterbuck, D. (2003), ‘The Problem with research in mentoring’ The Coaching and Mentoring Network Csikszentmihalyi, M. (1997), Living Well, The Psychology of Everyday Life, London: Weidenfeld and Nicolson Flaherty, J. 1999), Coaching – Evoking Excellence in Others, Burlington MA: Elsevier Foucault, M. (1 980) Power/Knowledge: Selected Interviews and Other Writings 1972-1977, Ed. Colin Gordon, New York: Pantheon Books Gray, J. (2000), Two Faces of Liberalism, London: Polity Press Hall, E. T. (1963), The Silent Language, Greenwich Connecticut: Fawcett Publications Inc. Hall, E. T. (1976), Beyond Culture, Garden City NY: Anchor Press Hall, E. T. (1984), The Dance of Life – The Other Dimension of Time, Garden City NY: Anchor Press/Doubleday Hall, E. T. & Hall, M. R. 1987), Hidden Differences – Doing business with the Japanese, Garden City NU: Anchor Press/Doubleday Hall, E. T. & Hall, M. R. (1990), Understanding Cultural Differences, Yarmouth, ME: Intercultural Press Hofstede, G. H. (1980), Culture’s Consequences – International Differences in Work-Related Values, Beverly Hills: Sage Publications Hofstede, G. H. (1991), Cultures and Organizations – Software of the Mind, London: McGraw-Hill U. K. , (1997) New York, McGraw-Hill U. S. A. , Third Millenniu m Edition, and (2004) New York: McGraw-Hill U. S. A. Hofstede, G.H. (1998), Masculinity and Femininity – The Taboo Dimension of National Cultures, Thousand Oaks, CA: Sage Publications Hofstede, G. H. & McCrae, R. R. (2004), ‘Personality and Culture Revisited: Linking Traits and Dimensions of Culture’, Cross-Cultural Research, Vol. 38, No. 1, p. 52-88 Hussey, J. & Hussey, R. (1997), Business Research: A practical guide for undergraduate and postgraduate students, London: Macmillan Press Ltd. Jarvis, J. (2004), Coaching and Buying Coaching Services – a CIPD guide, London: CIPD Enterprises Ltd Kerlinger, F. N. 1979,) Behavioural Research: A Conceptual Approach, New York: Holt, Rinehart and Winston Kondo, D. (1990), Crafting Selves: Power, Gender and Discourses of Identity in a Japanese Workplace, Chicago: University of Chicago Press, pp. 9, 11-24 International Journal of Evidence Based Coaching and Mentoring Vol. 5. No. 2 August, 2007 Page 52 Kram, K. E. (198 8), Mentoring at Work – Developmental Relationships in Organizational Life, Lanham: University Press of America Kuhn, T. S. (1962), The Structure of Scientific Revolutions, Chicago: University of Chicago Press Levi-Strauss, C. 1966), The Savage Mind, London: Weidenfeld and Nicolson Megginson, D. & Clutterbuck, D. (1995), Mentoring in Action – a practical guide for managers, London: Kogan Page Ltd. Nietzsche, F. quotes, QuotationsPage (2005) http://www. quotationspage. com/quotes/Friedrich_Nietzsche/ Oxford Dictionary of English (2003), Catherine Soanes and Angus Stevenson (Editors), Oxford: Oxford University Press Peterson, D. & Hicks, M. D. (1996), Leader as coach: Strategies for coaching and developing others, Minneapolis, MN: Personnel Decisions International Potter, J. Wetherell, M. (1995), ‘Discourse analysis’, in Smith, J. , Harre, R. , van Langenhove, R. , (Eds), Rethinking Methods in Psychology, London: Sage Robson C. (1992), Real World Research: A Resource for Social Scientists and Practitionerresearchers, Oxford: Blackwell Publishing Rosinski, P. (2003), Coaching Across Cultures, London: Nicholas Brealey Schwartz, S. H. (1994), Beyond Individualism/Collectivism – New Dimensions of Values. in Individualism and Collectivism: Theory Application and Methods, U. Kim, H. C. Triandis, C.Kagitciabasi, S. C. Choi and G. Yoon (Eds) Newbury Park CA: Sage. Tao Te Ching quotes, ThinkExist quotations (2005), http://en. thinkexist. com/quotes/Tao_Te_Ching The American Heritage Dictionary of the English Language (2000), 4th Ed. Boston: Houghton Mifflin The Encyclopaedic Dictionary of Sociology (1991), 4th edition, Guilford, Connecticut: The Dushkin Publishing Group, Inc. Trompenaars, F. & Hampden-Turner, C. (1997), Riding the Waves of Culture, London: Nicholas Brealey (2nd Ed) Trompenaars, F. & Hampden-Turner, C. 1993), The Seven Cultures of Capitalism, London: Piatkus Trompenaars, F. & Woolliams, P. (2003), Journal of Change Manage ment Vol. 3, 4, p. 361375: Henry Stewart Publication Watson, T. J. (2001), In Search of Management – Culture, chaos and control in managerial work, London: Thomson Learning Whitworth, L. , Kimsey-House, H. , Sandahl, P. (1998), Co-Active Coaching, Palo Alto, CA: Davies-Black Publishing Zachary, L. J. (2000), The Mentor’s Guide – Facilitating Effective Learning Relationships, San Francisco: Jossey-Bass Zeus, P. & Skiffington, S. 2002), The Coaching at Work Toolkit – A Complete Guide to Techniques and Practices, Australia: McGraw-Hill Barbara StClaire-Ostwald is an international coach and freelance consultant who specialises in cross-cultural awareness and developing successful and effective communication skills for global managers and teams. Barbara grew up in the United Kingdom as a Polish/British dual national. Prior to setting up her coaching practice CINCRA, she lived and worked in the UK, Continental Europe and North Africa for over 30 years; working for multinationals in the private, public and not for profit sectors.Barbara is a member of the European Mentoring and Coaching Council (EMCC) and until recently, Chair of the EMCC European Conference Committee. She is also a member of the British Psychological Society, Chartered Institute of Personnel Development, British Sociological Association and the Society for Intercultural Education, Training and Research (SIETAR). She is tri-lingual (Polish, English, French) and she is able to converse in Dutch, German, Czech and Slovak.

Citigroup as an Investment bank Research Paper Example | Topics and Well Written Essays - 2500 words

Citigroup as an Investment bank - Research Paper Example The purpose of this paper is to analyze Citigroup’s investment banking segment. Investment banks aid in the underwriting of security deals in the process of raising capital for their corporate clients. In addition, investment bankers provide a myriad of other financial services to make sure the deals meet the entire financial and legal requirements by handling transactional aspects of the deals. Citigroup is a reputable global financial institution with a very highly diverse financial services portfolio providing the services in investment banking in many countries in the world. While Citigroup has both commercial and retail banking sections, the bank also prides itself in having one of the best investment banks in the world, with many of its deals running into billions of dollars each. While retail and commercial banking includes the taking of deposits by the bank, the investment banking sector precludes the taking of deposits, and instead engages in facilitation of transacti ons and promotion of securities. Citi’s investment bank is among the top ten in world, making over $3.2 billion in fees for the year 2010. The group’s investment baking section leads in many regional financial services markets, and has won numerous awards for its investment banking operations. Citigroup was formed in 1998, after the merger of Citicorp and Travelers in a $70 billion merger. City Bank’s origin dates back to 1812, which gives the financial institution a 200-year legacy in the banking industry as of this year. Citigroup has since become a world-renowned financial institution with diverse banking specialties. The bank boasts of a vibrant presence in over 100 countries and a workforce of over a quarter of a million employees. The investment banking section of the financial services group accounts for billions of dollars’ worth of transactions, and thrives against a backdrop of brutal investment banking competitors with a global presence in the industry. Initially, the law disallowed the merger of commercial and investment services by a single financial services entity before the year 1998. However, with the timely passing of the Gramm-Leach-Bliley Act at the turn of the twenty first century is what many financial analysts regard as the single most important contributor to the success of many financial institutions such as Citi’s investment banking segments. Primarily, investment banks turn profits by charging fees and commissions for their services (Jobs Digest, 2010). Citigroup offers many investment banking services, which involve underwriting services, issuance of capital in primary and secondary markets, and making debt arrangements on behalf of their clients. The clients include governments, corporations and wealthy individuals and families. The amount of money investment banks make has risen considerably over the last few years. However, many investment banks reported numerous losses that crippled their opera tions and forced many into merger and acquisition deals and government bailouts during the 2008 global economic crisis. Citigroup reinforced its loyalty with its customers for sustaining the economic blow without a bail out from the government. The crisis in the investment banking sector was mainly attributable to the deals in sub-prime lending deals (Jobs Digest, 2010), which fell into default and made the banks suffer historical and crippling losses. Citigroup lost 35% stake to the state in the heat of the economic meltdown (Jobs Digest, 2010). Citigroup has four major regions: North America, EMEA (Europe Middle East and Africa), Latin America, and Asia. Each of these regions made $544, $1,224, $ 653, $1,253 billion worth of transactions respectively for the year ending 2010, totaling to $3,674 billion. The group is also one of the favorite in an emerging class of investors in the internet

North American colonies and the United States political system changes Essay

North American colonies and the United States political system changes - Essay Example In a republican framework, such growth of groups signified corruption. The elections of 1800s showed a tendency towards party system. In 1799 the Congress introduced 19 amendments and successful introduced the tax law. Slavery became an important issue of politics with southerners and northerners having different opinions (southerners favored slavery while some Quaker groups thought it should be ended). Washington was agreed upon to be the most suitable candidate as the first Republican President and he took office in 1789. By this time two political parties prevailed – Republicans and Federalists. Meanwhile a handful of Americans thought that electoral system would be most suitable. In a monarchy any difference of opinions led to factional divisions. Meanwhile both Jefferson and Madison opposed Hamilton’s measures and criticized them to be biased towards the wealthy groups. Hamilton accused them of trying to harm the republic. Their differences went further unresolved and increased as the periodic aggression from France and Britain came up again. The French Revolution embedded a dream in the Americans to reform the republic. Above forty Democratic societies were developed between 1793 and 1800 and the members had the goals of liberalization in mind such as safeguarding people’s interests and supporting self served rulers.

Best Approach to a Nuclear Iran Essay Example | Topics and Well Written Essays - 750 words

Best Approach to a Nuclear Iran - Essay Example Dore Gold writes, â€Å"†¦outwardly Iran wanted the peaceful use of nuclear energy, but its hidden intention, according to Ramezanzadeh, was to engage in other activities.†(15)The international community is not willing to believe Iran and remains skeptical about its nuclear plan. Bush administration takes a tough stance and warns that production of nuclear weapons is on the agenda of Iran and that concern is shared by Obama administration. Gold argues about the administration’s initial attitude and writes, â€Å"Obama’s neutrality on the developments in Iran reached its height when he declared: â€Å"It’s important to understand that although there is some ferment taking place in Iran, that the difference between Ahmadinejad and Moussavi in terms of their actual policies may not be as great as advertised.†(5) But the position is not the same now though Iran consistently denies allegations that it owns intention to develop a bomb. Gold further tenders details that â€Å"†¦.intelligence data indicating that Iran was also working on a nuclear warhead that could be fitted on its ballistic missiles.†(35) How do the authors present these issues? The authors present the issues in a logical manner tendering facts in support of their arguments. Both of them share concern about America’s political and economic interests. They differ in details as for approach but both agree that Iran’s nuclear weapons program ambitions must be contained without further delay. What are their assumptions? Christopher Hemmer argues that patient diplomacy is the best approach to contain Iran’s nuclear program. According to him, Iran with nuclear weapons will pose challenges for the United States, but it is prudent to meet them through a policy of deterrence actively pursued, through containment and engagement and with active deliberations with America’s allies in the region. It is better to talk to Iran across t he table on a perennial basis, than challenge it through arms. Norman Podhooretz answers this question in a simple and straightforward style. He is not willing to trust Iran under any circumstances. According to him a nuclear-armed Iran is dangerous for all concerned countries and disastrous for America. Use of arms to checkmate Iran is less risky than allowing it to go scot-free with its weapon-development program. He advocates direct military intervention and destruction of Iran’s nuclear capabilities. What are their arguments? According to Hemmer, in pursuance the path of peaceful negotiations, America needs to look out for options like change of regime, preventive military strike, economic sanction and make appropriate evaluations about cost of action vs. costs of inaction. In any case, America cannot remain a silent spectator about the nuclear ambitions of Iran and need to take actions on an ongoing basis. Christopher Hemmer argues, â€Å"The United States has three str ategic interests in the Persian Gulf: maintaining the flow of oil onto world markets, preventing any hostile state from dominating the region, and minimising any terrorist threat.†(Parameters†¦) Norman Podhooretz writes, â€Å"I argued that deterrence could not be relied upon with a regime rules by Islamafacist revolutionaries who not only were ready to die for their beliefs but cared less about

The climate emergency by Al Gore Assignment Example | Topics and Well Written Essays - 250 words

The climate emergency by Al Gore - Assignment Example The main purpose of the research is to present that in his speech titled â€Å"The Climate Emergency†, Gore defines â€Å"climate emergency† as â€Å"a crisis with an unusual sense of emergency attached to it†. After the introduction of the subject matter, Gore discusses the process known as â€Å"greenhouse effect† and its causes. In this regard, he describes the major factors that contribute to the process of climate change and illustrates his words with a range of examples, such as the statistical data on the level of melting of glaciers in the Arctic. In addition to this, Gore states that climate change is directly caused by several cultural factors. In the second part of the speech, Al Gore analyzes three main causes of climate change, such as the growth of population, the rise of technology, and people’s way of thinking. With the growth of population, demand for resources (food, water, energy) increases and causes the decrease of supply of the se sources. New technology presents the humanity with new power (for example, nuclear warfare) and the consequences of its use are not usually taken into account. The final factor discussed by Gore in his speech is people’s way of thinking and their attitude toward the problem. More specifically, the author claims that people tend to think of climate change as of a slow process (even though its pace is rather high) and underestimate it consequences.

Land law Assignment Example | Topics and Well Written Essays - 2500 words

Land law - Assignment Example This portrays the intention of the parties at the time of the grant and, therefore, what will amount to deviation from grant. The case of Petra Investments v Jeffrey Rogers illustrates these principles. 2 The landlord of a shopping centre was entitled to rebuild or change the centre in any manner, and to utilize or lease the centre for any use. This was so, even if the access of light or air was tampered with, or other rights given to the tenant were reduced or prejudiced. The High Court noted obiter dicta that probably, the landlord was obliged not to change the common parts of the centre to reduce its quality as a shopping centre. In part, this was because of pre-lease representations by the landlord to the tenant.3 In Saeed v Plustrade Ltd, 4 the tenants of the flat were entitled (in common with other tenants) to park on the forecourt. The lease reserved to the landlord a right to change the block of flats and to build on the adjacent land, even if the access of light or air was reduced. The landlord took the forecourt parking spaces out of commission for three years, even as neighboring land was being developed and projected to reduce the number of spaces from 12 or 13 to four. The landlord (Kevin) reserved rights by confirming that it was his duty to develop the road accessing the four houses. The contract expressly limited the use of the houses to the place of residence. The owners were at no circumstances allowed to use the houses for business purpose. These redevelopment clauses are common in leases. The provisions of the lease may mean that Cara may not be able to claim from Kelvin for interfering with the easement that was granted by the lease. However, the rights of Cara are reserved and they cannot permit the total destruction of the easement. This is illustrated in the case of Petra Investments v Jeffrey Rogers,5 where the landlord of a shopping centre was entitled to

Kaizen and T.Q.M Essay Example | Topics and Well Written Essays - 2250 words

Kaizen and T.Q.M - Essay Example Brief History and contribution of Dr Deming: After the Second World War, Dr. Deming who was the expert on statistical procedures and quality management started spreading his expertise in Japan and this gave rise as the foundation brick gave risk to a complete profession in the name of Total Quality Management. Japanese started implementing these principles in the industrial arena and found out its fruits in form of increased yield and customer satisfaction. Deming was assisted in his efforts by Juran and Ishikawa. T.Q.M is acronym for â€Å"Total Quality Management†, as the name implies it takes into account all the factors of organization that can have an impact on the life of organization, its working and its output. T.Q.M is a concept and at the same time a philosophy and hence has a very vast scope. Since, its rules and working mechanism are so flexible which enables this philosophy to be implemented in both the service industry and the manufacturing industry. It is based on the principles of Continuous Quality Improvement (C.Q.I) initiatives which makes improvement and quality maintenance as part of the organizational activities (Roy, 2007). This philosophy is termed as the bench mark towards achieving excellence in the corporate environment since it provides sufficient guidance for all the necessary aspects. T.Q.M can be split into three major parts, totality, quality, and management. Its scope covers all three important areas of an organization and management field. The term totality refers to the coverage scope for all the essential aspects of organization. The totality factor demands participation, commitment from every personnel who is part of the organization. Ranging from top management individuals to supervisors and shop floor workers, each is expected to provide input and contribute in any way possible. Apart from individuals, the totality factor is fully applicable to the teams and departments and divisions within the organizations. The totality factor addresses the human resource management department, marketing, finance, and all other important departments of the network that have can any positive or negative impact on the organization. The totality factor takes into account all the processes that are involved during the manufacturing stages as well the service delivery stage s (kawatra, 2000). Role of Inspectors: Prior to the implementation of T.Q.M, the inspectors were integral part of organizational framework. Their role was to monitor the performance of various departments and individuals associated. This consumed a lot of resources and department had to bear the burden of a special extra department in the name of inspection department. With the advent of Total Quality Management, the inspectors are no more needed, since the system is devised in such a manner which holds each department and individual responsible for their own role and performance. The large amount of resources and time that used to be consumed and wasted by inspection processes is controlled through the implementation of T.Q.M system. The second part of the acronym is â€Å"Q† which stands for quality. Quality is a subjective definition and can be defined in number of ways. However it can have a pretty simple definition which makes work easy both for the organization and the customers. Quality service or product can be defined as that particular service or product which is in accordance with the demand of customer and fulfils the conformance level. In past a small â€Å"q† was used in the field of marketing and organizations. This did not cover all the aspects of organizational structure. With small â€Å"q† in practice, the onus of productivity and responsibility was largely emphasized on

How Racialized Stereotypes Determine a Community's Value Assignment

How Racialized Stereotypes Determine a Community's Value - Assignment Example The assignment "How Racialized Stereotypes Determine a Community's Value" talks about the racial triangulation, the hierarchal positioning of races as dictated by the majority ethnic groups. In the United States, it is the assignment of social position among Asians by the Caucasians who constitute the dominant and majority, ethnic group.The racial stereotype exaggerates the cultural values of Asians to make them superior to blacks. They are assigned the value of being industrious, disciplined and smart to make them superior to blacks but cannot assimilate in American society so that they are still inferior to the whites. Asians may be considered as a little superior to blacks through their educational and economic achievement as dictated by the good and bad minority modeling but still, they are treated as outsiders of American society by the dominant whites. This is enforced through the process of relative valorization and civic ostracism where the dominant group dictates the social value of the minorities and enforce it through by isolating a certain group to put their place in society as dictated by the dominant group. The two major points from this week’s lesson that struck me are the persistence of racism in American society and how the white majority enforce it through the process of racial triangulation. I find this bothersome because America had been trumpeting itself as the land of equality where everybody should be equal regardless of color and ethnic origin yet on its own soil.

Part of a Marketing Plan Assignment Example | Topics and Well Written Essays - 1500 words - 1

Part of a Marketing Plan - Assignment Example Cotton On is one of the few organically Australian ready-to-wear (RTW) fashion label. Fairly young in the industry at less than 30 years old, they now have shops all over Australia, New Zealand, and America. It has uniquely mirrored the same image that Australia has project all over the world, relax, simple and comfortable. Its primary target is the youth, 15-30, who feels wants a simple no-nonsense style that is flexible yet fashionable. Through the years, there have been constant effort from the brand to reinforce their image through TV commercials, print ads, and out-of-home advertisements. However, the fashion industry has witnessed an incredible shift of media consumption from traditional to digital. Many of this digital adaptors belong to the same target market that Cotton On caters to, young from the broad C. Many businesses have taken advantage of this by, early on, exerting the same effort digitally as they do above the line. Unfortunately, Cotton On came in late. They, in fact, established their online store less than three years ago. Outside of the online store, very little effort has been exerted to utilize the digital media to reach the Cotton On target market. This lack of digital presence resulted to one of the biggest digital scandal in the business world when facebook members started spreading complaints and protests against Cotton On Children’s line. The protest claimed that Cotton On’s pieces contained â€Å"disrespectful† messages. One word. That’s all it takes for a person to know someone inside and out, its history, its sensibilities, its personality, and its relationships. That word is the brand name. Coca-Cola. iPod. Nike. Google. Their identities are so strong and so embedded to the minds of the consumers that no single study, perhaps not even a compound of a thousand, can comprehensively explain how each company built it. Cotton On, despite being a young label, has experienced a certain

Why Nations Go To War Essay Example for Free

Why Nations Go To War Essay There are often people who ask the big question, â€Å"Why do nations feel the need to go to war? † One of the main reasons for this question comes from the loss of life that comes with it. However, on an opinionated theory I have concluded that a larger portion of why a nation decides to go to war would be to expand their territory. They could even be trying to gain freedom for their nation. Many times nations use scarcity of resources in their own country to justify warring with another nation for theirs. Regardless, the nations that begin a war will always be able to provide some reason for the fighting. As stated, territorial expansion is one of the main reasons I believe that nations wage war. Whether it is to prove dominance, or out of jealousy. Larger territories provide for the conquering nation to create a bigger and stronger nation. In some cases, they want to take territory from another nation to make them weak, and unable to stay caught up with the rest of the world. By taking what other nations have, there is the possibility to shut them out. Somewhat in relation to territorial gain, is the possibility to acquire new resources. Having access to more resources like coal, iron, oil, and steel would lead to a larger expanse of trade. This would feed a nation greater sum of money so they could better afford any expenses. At times, war could be caused to take resources from others because the attacking nation has very little of their own. Most wars that are based upon the gain of resources end up devastating the environment they are held in. Lastly, war issues could result from a fight for freedom, this derives from nations wanting the right to self govern themselves. Most times this is due to the abusive control of another oppressive power. Some enslaved nations wish to be free so they can do what was done to them. Eventually they may reach a strong enough point to create their own imperialistic movement. This can also lead to a never ending cycle of fighting for freedom, then turning that new power upon others. Do you have the ability to decipher why a nation chooses to go to war? People often think they know why nations go to war, but can they support their own opinion? I support the connections I made myself with ideas of territorial issues, the need for resources, and the want to truly be free. No matter what issues result in war. They will most likely cause feelings of hatred and resentment between combating nations.

Organisational Structure And Cross Cultural Management Icici Bank Commerce Essay

Organisational Structure And Cross Cultural Management Icici Bank Commerce Essay This paper explores the linkage between organizational structure and cross-cultural management. It suggests that a fluid and continuously evolving structure enables effective cross-cultural management. In support of this, the paper reports on the experience of the second largest bank in India and the largest private sector bank in India by market capitalization. The Bank has a network of 2,509 branches and 5,808 ATMs in India, and has a presence in 19 countries, including India. ICICI Bank offers a wide range of banking products and financial services to corporate and retail customers through a variety of delivery channels and specialization subsidiaries and affiliates in the areas of investment banking, life and non-life insurance, venture capital and asset management. ICICI Bank is also the largest issuer of credit cards in India. ICICI Banks shares are listed on the stock exchanges at  BSE,  NSE,  Kolkata  and Vadodara (formerly Baroda)  ; its  ADRs trade on the  New York Stock Exchange  (NYSE). The Bank is expanding in overseas markets and has the largest international balance sheet among Indian banks. ICICI Bank now has wholly owned subsidiaries, branches and representatives offices in 19 countries, including an offshore unit in Mumbai. This includes wholly owned subsidiaries in Canada, Russia and the UK  offshore banking units in Bahrain and Singapore, an advisory branch in Dubai, branches in Belgium, Hong Kong and Sri Lanka, and representative offices in Bangladesh, China, Malaysia, Indonesia, South Africa, Thailand, the United Arab Emirates and USA. Overseas, the Bank is targeting the NRI (Non-Resident Indian) population in particular. ICICI reported a 1.15% rise in net profit to  Indian rupee1,014.21 crore on a 1.29% increase in total income to  Indian rupee9,712.31 crore in Q2 September 2008 over Q2 September 2007. The banks  CASA ratio  increased to 30% in 2008 from 25% in 2007. ICICI Bank is one of the  Big Four Banks  of India, along with  State Bank of India,  Punjab National Bank  and  Canara Bank   its main competitors. Introduction International business houses are increasingly operating with multicultural work forces. One key to competitive advantage for these business houses is effective cross-cultural management. Even conservative business houses such as traditional banks are finding that the thrust of competition requires them to manage diversity in their workforces. An example of one such traditional bank is ICICI Bank. ICICI Banks performance and aspirations are underpinned by a strong organizational culture of dynamism, meritocracy, excellence in execution and high standards of professional integrity that have helped us become an industry leader. The bank runs a leadership development program which aims to build leadership talent within the organization. The program attempts to tap into the potential of employees and develop them into global leaders. It has also extended its role beyond economic growth concerns to directly participate in the pursuit of human development.   CROSS- CULTURE MANAGEMENT Smiths Work View Smith (ICICI MD) and his original team did well. ICICI prospered. Their 8-8 banking service set a new benchmark in the industry BUT its grown too vast. Smith is surrounded by people who do not present the true status of the crippling retail dissatisfaction Smith has become risk averse and has appointed people whove been around him for years, as heads of divisions. They do not have the same drive and enthusiasm as Smith and hence the stagnation. The need of the hour is to expand infrastructure, bring in younger people in the top management (people in 30s and early 40s). and ofcourse until then, ICICI can be avoided. Work culture at ICICI Bank It is a tech-savvy, non-hierarchical, work environment where early responsibility and independent decision-making enable each employee to reach his/her potential. Coupled with this is a strong performance management system that has built a meritocracy where high performing-high potential individuals are duly rewarded. Employees Satisfaction Even during recession ICICI Bank did not cut back on employees But instead announced a policy of No promotion No bonus but no attrition too!! This policy is serving two purposes for ICICI bank, cutting down employee cost and employee retention. Employees also feel that as an employer the bank extends a lot of authority along with justified accountability. Employees perceived the working culture at ICICI bank to be very collaborative in nature. It can be owed to the fact that the bank is highly segmented with a lot of overlapping and mostly distinct roles and responsibilities. The Employees also considered that ICICI bank offers them with a lot of financial benefits ranging from your family health insurance to your kids school donations. But certain concerns in terms of Lack of time for fulfilling social responsibilities And more sales oriented culture are there. Dress Code ICICI Bank would issue dress to be worn by all Progamme Participants. This dress, as laid down, would be worn for all classes and other organised activities. Till the time the participants are issued with the dress they would abide by the following dress code: (a) Gentlemen (i) Formal office trousers and shirts with a tie. Most acceptable colours for trousers would be black, brown, blue and grey. Preferable pastel colours for shirts. (ii) Suits for formal occasions. (iii) Formal footwear (iv) Well groomed. (b) Ladies (i) Silk or cotton (starched) sari (ii) Formal western wear (formal trousers/skirts with a top or a jacket) or salwar kameez. (iii) Formal footwear. (iv) Well groomed. Role Of Women In ICICI Bank Chanda Kochhar knew nothing about retail banking when she took over ICICI Banks fledgling retail operations in 1998 at the age of 36. That made Citibank and others think ICICI was only doing a small flirtation, she says, and they underestimated the growth in the market. They also underestimated this smart, assertive woman, known for her colorful saris and carefully matched jewelry. Today ICICI, Indias second-largest and fastest-growing bank, is the market leader in retail banking, with more than 15 million customers, accounting for more than a third of Indias total retail credit. And Kochhar No. 37 on this years list of the worlds most powerful businesswomen added corporate banking to her portfolio in April and is a leading candidate to become managing director and chief executive of the Mumbai bank when the job becomes vacant at the end of 2008. That a woman should achieve such success in a male-dominated industry, in an economy where women often play subservient roles, might be a surprise at any other Indian bank. But  ICICI  (Charts) has made a name for itself by recognizing female talent. Three of the five members of the banks executive board are women, as are 13 of its 40 top managers and one of Kochhars two rivals for the chief executive job Shikha Sharma, the 47-year-old managing director of ICICI Prudential. Once dubbed the petticoat brigade by Mumbais chauvinistic banking fraternity, these highly competitive women have helped build a business known for its aggressive, risk-taking attitude and its growth from a sleepy, bureaucratic development institution into Indias most diversified and customer-oriented bank. Almost all the leaders we have picked have succeeded, and most have been women, says K.V. Smith, ICICIs CEO, who has been responsible for empowering them. Kalpana Morparia, a lawyer and the other joint managing director, retires next May. Her peers at other banks say she has been the backbone of ICICI for the past ten years, looking after the raising of funds and the regulatory environment. She says she stayed at ICICI, when she could have earned far more elsewhere, because the empowerment gives an entrepreneurial framework, where you have all the support systems. Sharma, another early achiever and fast learner, admits she is fiercely competitive. When she was 33 she headed ICICIs side of a securities joint venture with J.P. Morgan, initially knowing little about markets. That led to a two-year stint at Morgan, after which she ran ICICIs corporate planning department and started its retail banking operation. In 2000, knowing nothing about insurance, she set up the joint venture with Britains Prudential, which is restricted by government policy to a 26% equity stake and has only a minimal management presence. That leaves Sharma in charge of Indias largest private-sector insurance company, with 12.5% of the market. She says women are good at succeeding without prior experience because they have smaller egos [than men], and its easier for me to say, Hey, I know nothing about this. Technology Department Very aggressive Bank in terms of adopting the best practices, technology and takng business for a young entrant a very good opportunity to learn and grow Extreme work pressures makes one to learn to respond quickly and efficiently and absorb pressure a trait useful for the future Senior management backing for new initiatves Fairly transperant Performance Appraisal system Open to changes in department for employees, allowing employees to grow Very professional, Good place to work It need only to sell product, brand awareness is high, very strong in systems, minimum paperwork, good training opportunities, opportunities given to do different things other than the regular job. Excellent place to learn marketing and strategy. Unearthly working hours usual. Less involvement from HR regarding welfare of employees, some established managers tend to push down people who dont perform instead of hand holding them, demotions in roles very common, even if you are a good performer. Senior Management care more for your employees, they are more than just another email id! Find ways to understand whats happening on the field, its very different from whatever impression you have! Flexibility in terms of changing job profiles; power and authority assigned at each level is very motivating; employees feel very powerful in ICICI as compared with other organisations. Literature Review The author reviews the theoretical and empirical literature to examine the traditional perception that the following trade-off exists between economic efficiency and stability in the banking system: a competitive banking system is more efficient and therefore important to growth, but market power is necessary for stability in the banking system. That this trade-off exists is not clear. Market power can have positive implications for efficiency, and the potentially negative implications of competition on stability may be manageable through prudential regulation. Neither extreme (perfect competition nor monopoly) is likely ideal. Rather, it may be optimal to facilitate an environment that promotes competitive behaviour (contestability), thereby minimizing the potential costs of market power while realizing benefits from any residual that remains. It can be very difficult to assess the contestability of a banking market. Recent work suggests that the number of banks and the degree of co ncentration are not, in themselves, sufficient indicators of contestability. Other factors play a strong role, including regulatory policies that promote competition, a well-developed financial system, the effects of branch networks, and the effect and uptake of technological advancements. Classical views of organizational structure have emphasized the durable arrangements within an organization. Jackson Morgan (1982) define organizational structure in line with the classical view as: the relatively enduring allocation of work roles and administrative mechanisms that creates a pattern of inter-related work activities, and allows the organization to conduct, coordinate, and control its work activities. This definition of organizational structure with the caveat that work arrangements need not always be relatively enduring. Early writers on the subject, including Taylor (1911), Fayol (1930), and Weber (Gerth Mills, 1958), had stipulated an ideal-type of organizational structure for all situations. In the late 1960s and throughout the 1970s, the one best form fits all view was replaced by the contingency approach. A contingency perspective such as that of Lorsch Morse (1974) prescribes that an alignment should exist between structure, task, technology, the environment, and people. This approach takes into account that structures can be flexible and responsive to change. Contingency theorists such as Duncan (1977), Lawrence Lorsch (1967), Burns Stalker (1961), Minzberg (1979), Miles Snow (1978), and Galbraith (1973) recommended that organizational structure should be either organic or mechanistic depending on the nature of the external environment. A stable external environment called for a mechanistic structure, while a turbulent environment required an organic structure one flexible enough to evol ve. The power of the contingency theory was validated in two countries from the non-English speaking world by Boseman Simonetti (1975), indicating that non-traditional notions of structure apply in a variety of cultural contexts. In the past twenty-five years several researchers have made a case for viewing organizational structure in terms of transient features rather than durable ones. Duncans work (1977) was among the earliest in this genre. Duncan advocated a bifurcated initiation and implementation structure for creative organizations. It then became possible to envisage structures that were bifurcated in other ways, such as those that have organic and bureaucratic structures existing conterminously as described by Peterson (1981). Here, the segment of the organization that engages in creative activities is separated from the rest of the organization, which is essentially bureaucratic. Just as creativity exerted a pressure for organizations to adopt transient structures, lately, knowledge generation and transfer in high information-intensity and velocity contexts have likewise exerted pressures for looser structures. Miles Snow (1995) have argued for flexible networked structures for such organizations. In their literature review piece, Child McGrath (2001) too note how continuously changing structures, are de rigour in knowledge based organizations. Coulson-Thomas (1991) has predicted that corporations dealing with complex operations would opt for flatter and more fluid organizational structures that can develop into networks, as well as have greater flexibility and responsiveness to customer needs. This would be accompanied by a management approach which pushes organizational hierarchy to individuals, who require access to expertise and specialists. Pepper (1995) advanced an even more dynamic perspective on structure, which incorporated such elements as working relationships, actual experiences of members, and interpretations of occurrences. Pepper suggested that structure should be treated like a document that is authored by organizational members. Weick (1995) also postulated a dynamic view of structure. Weick talked about enacting organizations which are a function of organizational members preferences. He observed, Organizing is a continuous flow of movement that people try to co-ordinate with a continuous flow of input. Taking off from the notion of enactment, is that of inverted firms. Anderson, Finkelstein, Quinn (1996) have recommended that hierarchies be dispensed with in certain contexts; instead, structures be organised in the form of patterns tailored to specific needs. Also closely related to the notion of enactment is that of improvisation. Improvisation connotes flexibility of form, an area a few contemporary researchers are currently discussing. Volberda (1999) holds that the extent of flexibility of a firms structure should be aligned to the extent of turbulence prevalent in its environment. Additionally, a firm may on the whole be averagely flexible but have both a unit that is extremely flexible and a unit that is extremely rigid, functioning within it. Gold Hirshfeld (2005) have demonstrated how the principles of improvisation underlying jazz music can be used to promote strategic renewal within organizations. McHugh Wheeler (1995) described a particularly fluid structure called holonic network. This is a set of companies that acts integrated and organically; it is constantly re-configured to manage each business opportunity a customer presents. Each company within the network provides a different process capability and is called a Holon. This capacity for frequent re-configuring has been termed more recently by Eisenhardt Galunic (2001) as architectural innovation. Here, the different capabilities of an organization, including its structural components are re-combined in various ways to enhance performance. Table I: Consider how our view of structure has changed over time I From durable structures to flexible structures Theorist Essence of Theory Period Weber, Taylor, Fayol One best form of structure that is largely unvarying, durable and bureaucratic. Focus was on establishing order and maintaining predictability Early 20th Century Duncan, Lawrence Lorsch, Burns Stalker, Minzberg, Miles Snow, and Galbraith Structure should not be consistently unvarying. A stable environment necessitates a mechanistic structure, while a turbulent environment calls for an organic and flexible structure. The type of structure adopted should be contingent on the nature of the environment. 1960s 1970s Duncan, Peterson A creative organization should have certain elements of structure that are flexible. 1970s early 1980s Child McGrath, Miles Snow A knowledge generation and transfer organization should have a flexible structure. 1990s early 2000s Table II: Consider how our view of structure has changed over time II Different imperatives for flexible structures Theorist Essence of Theory Period Coulson-Thomas Complex, high-performance organizations require flat, fluid, flexible structures that enable responsiveness to customer needs. These structures can develop into networks. 1991 McHugh Wheeler Complex, high-performance organizations require a fluid structure that enables re-configuration suited to each business opportunity that arises. These structures can develop into colonic networks. 1995 Pepper High-performance organizations require flexible structures capable of incorporating such features as actual experiences of members, etc. These structures enable employee participation in and ownership of organizational processes 1995 Weick High-performance organizations require flexible structures that enable employees to enact their work-related preferences. These structures promote efficiency and employee participation. 1995 Anderson, Finkelstein, Quinn High-performance organizations sometimes require inverted structures that enable the removal of hierarchies. These structures can be tailored to specific needs. 1996 Volberda High-performance organizations should be internally differentiated so that units have varying extents of flexibility. This promotes efficiency and alignment with the environments demand. 1999 Eisenhardt Galunic High-performance organizations should emphasise the architectural innovation capability of its structure. This enhances performance. 2001 Gold Hirschfield High-performance organizations require structures that are capable of improvisation. This enables strategic renewal. 2005 Looking at organizational structure in terms of a historical perspective is useful, since it underscores the fact that its components do not have to be durable. Thus due to several imperatives, organizational structures are assuming flexible forms. Cross-cultural management can be a further reason why organizations should adopt flexible structures with transient features. That personnel can have preferences for structural forms that reflect their cultural heritage is indicated by the INSEAD study of Stevens (cited in Hofstede, 1991). In this study, MBA students from Great Britain, France and Germany were presented with a caselet about and interpersonal problem in a corporation. The students were requested to present a solution that involved re-engineering the structure. The interpersonal problem was that two department heads could not see eye to eye. The British students diagnosed the problem as being one of poor communication between the department heads. The problem could be resolved, according to the British students, by providing training in interpersonal skills to the feuding department heads. The French students suggested that the problem be referred one level up to the president of the corporation. The German students recommended that there should be greater clarity regarding the roles, responsibilities, and spheres of activity of the two department heads. These roles, etc. the German students opined, should be described and specified unambiguously. Stevens study specifically suggests that flexible structural forms may be appropriate in cross-cultural management contexts. Changs (2002) paper written notes that culture has implications for job design. Thus, managers from individualistic ethnic cultures will value personal accomplishments. Meanwhile managers from collectivist cultures would place a premium on working harmoniously with others. The challenge is to design structures so that managers from both types of cultures can work productively together. We present here the experience of ICICI Bank as indicative that a fluid, flexible structure enables cross-cultural management. The fluid, flexible structure at ICICI Banks enabled managers from different cultures (collectivist and individualistic, high power-distance and low power-distance, etc.) to work synergistically with each other. Flexible structures obviate the sense that a structure or work pattern is being imposed by one cultural group on others. It provides a mechanism whereby culturally different work patterns can be reconciled in a meaningful fashion. (Reconciliation is a term used by Trompenaars (1993) for the process he developed to work through the tensions created by cultural differences.) RESEARCH EFFORT This study constitutes an exploratory effort. Its purpose is to examine how a fluid, flexible organizational structure facilitates cross-cultural management. Huberman Miles (1994) have recommended that when a deeper understanding of management contexts is sought, qualitative research designs may be appropriate. Similarly, organization theorists like Marjoribanks (2000) and Vogel (1996) have deliberately used fine-grained case studies to capture how institutional diffusion occurs. The present study employs qualitative methods and a substantive case study to observe and report the co-evolution of a fluid, flexible organizational structure and cross-cultural management practices. ICICI Bank has a vast and a well-connected network of branches offering incomparable banking and other financial services to its customers. You need not look far for an  ICICI bank branch  and can get all the relevant information regarding the address, phone number and other information about the nearest branch of ICICI bank in your area using an online tool of branch locator to locate an ICICI bank branch. The ICICI bank has established its branches in easily accessible market places across India enabling its customers to avail a variety of retail banking products offered by the bank.   The ICICI bank branches are spread throughout India and the world having  1,488 branches both in India and  18  countries. The customer care executives at branches are willing to help in order to provide assistance in all sorts of bank related products and services. The current office timings of ICICI bank branches are 8AM-8PM which has been proposed to 9AM-6PM. The bank has spread its reach far across the globe with branches in  Canada, USA, Singapore, Malaysia, Thailand, Sri Lanka. It has established its presence in places such as Kuala Lumpur, San Francisco, San Jose, New York, California  etc. As the bank is playing an important role in countrys Political, Socio- economic, Technological environment as it provides many facilities to many customers throughout many countries and future plans are to expand the branches across the borders to meet the pace of Globalization and contribute to maximum Optimum utilization of resources in a well structured manner. ICICI Bankà ¢Ã¢â€š ¬Ã‚ ¦Background in brief In 1955, The Industrial Credit and Investment Corporation of India Limited (ICICI) was incorporated at the initiative of World Bank, the Government of India and representatives of Indian industry, with the objective of creating a development financial institution for providing medium-term and long-term project financing to Indian businesses. In 1994, ICICI established Banking Corporation as a banking subsidiary. Formerly known as Industrial Credit and Investment Corporation of India, ICICI Banking Corporation was later renamed as ICICI Bank Limited. ICICI founded a separate legal entity, ICICI Bank, to undertake normal banking operations taking deposits, credit cards, car loans etc. In 2001, ICICI acquired  Bank of Madura  (est. 1943). Bank of Madura was a  Chettiar  bank, and had acquired  Chettinad Mercantile Bank  (est. 1933) and  Illanji Bank  (established 1904) in the 1960s. In 2002, The Boards of Directors of ICICI and ICICI Bank approved the reverse merger of ICICI,  ICICI Personal Financial Services Limited  and  ICICI Capital Services Limited, into ICICI Bank. After receiving all necessary regulatory approvals, ICICI integrated the groups financing and banking operations, both wholesale and retail, into a single entity. At the same time, ICICI started its international expansion by opening representative offices in  New York  and London. In India, ICICI Bank bought the  Shimla  and  Darjeeling  branches that  Standard Chartered Bank  had inherited when it acquired  Grindlays Bank. In 2003, ICICI opened subsidiaries in Canada and the United Kingdom (UK), and in the UK it established an alliance with Lloyds TSB. It also opened an Offshore Banking Unit (OBU) in Singapore and representative offices in Dubai and Shanghai. In 2004, ICICI opened a representative office in Bangladesh to tap the extensive trade between that country, India and South Africa. In 2005, ICICI acquired Investitsionno-Kreditny Bank (IKB), a Russia bank with about US$4mn in assets, head office in  Balabanovo  in the  Kaluga  region, and with a branch in  Moscow. ICICI renamed the bank ICICI Bank Eurasia. Also, ICICI established a branch in  Dubai  International Financial Centre and in  Hong Kong. In 2006, ICICI Bank UK opened a branch in  Antwerp, in Belgium. ICICI opened representative offices in  Bangkok,  Jakarta, and  Kuala Lumpur. In 2007, ICICI amalgamated Sangli Bank, which was headquartered in  Sangli, in  Maharashtra  State, and which had 158 branches in Maharashtra and another 31 in  Karnataka  State. Sangli Bank had been founded in 1916 and was particularly strong in rural areas. With respect to the international sphere, ICICI also received permission from the government of  Qatar  to open a branch in  Doha. Also, ICICI Bank Eurasia opened a second branch, this time in St. Petersburg. In 2008, The  US Federal Reserve  permitted ICICI to convert its representative office in  New York  into a branch. ICICI also established a branch in Frankfurt. In 2009, ICICI made huge changes in its organization like elimination of loss making department and re-stretching outsourced staff or renegotiate their charges in consequent to the recession. In addition to this, ICICI adopted a massive approach aims for cost control and cost cutting. In consequent of it, compensation to staff was not increased and no bonus declared for 2008-09. On 23 May ICICI Bank announced that it would merge with  Bank of Rajasthan  through a share-swap in a non-cash deal that values the Bank of Rajasthan at about  Indian rupee3,000 crore. ICICI announced that the merger expand ICICI Banks branch network by 25%. On 18h October 2010, ICICI will inaugurate I-Express, an instant cross-border money transfer option for Non-Resident Indians (NRIs). This service will be available through the ICICI Banks select partners in the  Gulf Cooperation Council. ICICI Bank is Indias second-largest bank with total assets of Rs. 3,634.00 billion (US$ 81 billion) at March 31, 2010 and profit after tax Rs. 40.25 billion (US$ 896 million) for the year ended March 31, 2010. The Bank has a network of 2,509 branches and 5,808 ATMs in India, and has a presence in 19 countries, including India. ICICI Bank offers a wide range of banking products and financial services to corporate and retail customers through a variety of delivery channels and through its specialised subsidiaries in the areas of investment banking, life and non-life insurance, venture capital and asset management. The Bank currently has subsidiaries in the United Kingdom, Russia and Canada, branches in United States, Singapore, Bahrain, Hong Kong, Sri Lanka, Qatar and Dubai International Finance Centre and representative offices in United Arab Emirates, China, South Africa, Bangladesh, Thailand, Malaysia and Indonesia. Our UK subsidiary has established branches in Belgium and Germany.à ‚   ICICI Banks equity shares are listed in India on Bombay Stock Exchange and the National Stock Exchange of India Limited and its American Depositary Receipts (ADRs) are listed on the New York Stock Exchange (NYSE). Controversies over timeà ¢Ã¢â€š ¬Ã‚ ¦ ICICI Bank has been in focus in recent years because of alleged harassment of customers by its recovery agents. Listed below are some of the related news links: ICICI Bank was fined  Indian rupee55 lakh for hiring goons (known coloquially as goondas) to recover a loan. Recovery agents had ,allegedly, forcibly dragged out a youth (who was not even the borrower) from the car, beaten him up with iron rods and left him bleeding as they drove away with the vehicle. We hold ICICI Bank guilty of the grossest kind of deficiency in service and unfair trade practice for breach of terms of contract of hire-purchase/loan agreement by seizing the vehicle illegally,No civilised society governed by the rule of law can brook such kind of conduct said Justice Kaleem, who was born in Laddhawala, Muzaffarnagar is the president of the consumer commission. [11], [12], [13], [14], [15], [16], [17], [18] Four ICICI loan employees arrested on theft charges in Punjab. [19] ICICI Bank told to pay  Indian rupee1 lakh as compensation for using unlawful recovery methods. [20] RBI warns ICICI Bank for coercive methods to recover loans. [21] ICICI Bank drives customer to suicide Four men including an employee of ICICI Bank booked under sections 452, 306, 506 (II) and 34 of IPC for abetting suicide. According to the suicide note they advised him, If you cannot repay the bank loan, sell off your wife, your kids, yourself, sell everything at your home. Even then if you cannot n

Summary Of Guns Germs And Steel History Essay

Summary Of Guns Germs And Steel History Essay The Author of Guns, Germs, and Steel: The Fates of Human Societies, Jared Diamond,  attempts  to  give  an explanation to a question posed by a friend of his from New Guinea. Yali wonders why the whites have been so  successful  compared  to  the rest of the world and why they  have so much cargo. We must remember that  intelligence  is not how much you know but what you are capable of learning. Obviously, other nations are just not exposed to quality education or other  advantageous  resources. White people, who were privileged with such, have been able to  conquer  others because of this reason. The real question is why do some people have advantages over others? and Jared Diamond will answer that question. The  novel  starts off with an  explanation  that our closest living relatives are the gorilla, the common chimpanzee, and the pygmy chimpanzee. Since these animals  are confined  to the continent of Africa and there is a considerable amount of fossil evidence concluding the evolution of  mankind  in that area, Africa is widely accepted as  mankinds birthplace. About 1 or 2 million years after humans originated one of our ancestors had  finally  traveled beyond Africa; Homo  erectus  fossils  had been found  in the Southeast Asian island of Java. About half a million years ago from the present, Homo  erectus  had evolved into Homo  sapiens  with their rounder, larger skulls. At that point in history, boat-building and surviving in  harsh  climates were  unthinkable  and  therefore  made it impossible  for Homo  sapiens  to inhabit the Americas and Australia.   After that, groups of Homo  sapiens  diverged into  separate  groups and eventually evolved into Neanderthals, whom surprisingly had larger brains then we do today.  Subsequently, the Great Leap Forward is where we saw the most  improvement  and  promising  development in human kind with the Cro-Magnons. Humans were then able to travel by boat to Australia and New Guinea, which caused a  major  complication in the environment: a mass extinction of many mammals. Soon enough, the Americas  were colonized, the last Ice Age ended, and we find ourselves here today. A natural example of why one group of people can conquer another could be shown with the situation between the Maoris and the Morioris. The Maoris were able to surmount the Morioris with their greater combat capabilities. Despite their common ancestors, the two groups diverged into different paths of development. The Morioris crops could not survive the climate in which they moved into, so they reverted back to hunter-gatherers. With everybody hunting and gathering food for themselves, they couldnt establish a government or militia; they simply did not have the extra resources. The Maoris, on the other hand, were able to accomplish all of the above. When the two groups met, the Maoris were inevitably victorious albeit they were outnumbered 2:1. With these basic principles in mind, we see that this can be applied to larger conquests. Francisco Pizzaro and his men were able to take down the Inca Empire, for example. As they mounted their horses, and equipped themselves with their far more durable armor, Pizzaro and company set off on a rampage- thrashing their steel weapons about whilst spreading disease. Mr. Diamonds chapter entitled Farmer Power discusses how the ability to domesticate animals and harvest crops increases a population. With stable food production, the population can grow and a government can be set up. The opportunities for development keep adding onto one another. Soon enough, we have specialized workers who can improve tools and weapons which will lead that society to supremacy. The probable origin of agriculture was the Fertile Crescent of Southwest Asia in 8500 BC. Then we also have major agricultural sites such as New Guinea by 7000 BC, Sub Saharan Africa in 5000 BC, Mesoamerica in 3500 BC, The Andes and Amazonia in 3500 BC, Tropical West Africa in 3000 BC, And the Eastern US in 2500 BC. The Agricultural cores success then spread to nearby civilizations and constituted todays global economy. With successful population growth among nations, hunting subjects decrease in quantity, resulting in the gradual need to convert hunter-gatherers into farmers. With people who can take care of producing food for the rest of the population, this made the act of creating a hierarchy of occupations possible. Also, this resulted in everyone being slightly less nourished than before on account of the thinner distribution of provisions. As agricultural business became more popular, so did the need for plant domestication. For example, wild almonds are actually poisonous so we must harvest the edible mutants and keep growing that specific mutation. We first domesticated seeds due to their ease of growth and storage. Then, we advanced to fruits and nuts. Out of the two-thousand wild plants only two-hundred have been domesticated, wheat, corn, rice, barley, sorghum, soybean, potato, manioc, sweet potato, sugar cane, sugar beet, and banana make up eighty percent of the worlds food cargo. Now, were going to need the help of animals to aid our development. Large animals that were used for military, transportation, and load carrying were all domesticated around 2500 BC. Only fourteen animals have been domesticated. These include the sheep, goat, cow, pig, horse, Arabian camel, Bactrian camel, llama and alpaca, donkey, reindeer, water buffalo, yak, Bali cattle, and Mithun/Gaur. Domesticated animals needed to have traits such as being an omnivore or herbivore, they need to be able to grow rapidly, they need to breed well in captivity, they must have an appropriate temperament, they must accept penning, and they should be able to accept a subordinate role. If all criteria are met, humans are able to domesticate them and use said animals for our own needs. Domesticated Animals have actually adapted to our utilization of them; better milk production and faster wool growth, for example. With the help of enslaved animals, humans are able to progress to higher means of living w ith ease. Even so, animals have also caused harm to humans. Many infectious diseases have derived from livestock. For example, the flu is said to have originated from pigs a ducks, tuberculosis from cattle, and AIDS from monkeys, to name a few. With farmers being around these animals so often, some may develop immunities to such ailments. Also, farmers with similar exposure to these animals had only interacted amongst each other, so there werent any major tribulations. Although, when interactions with foreign farmers occurred, the spread of foreign diseases were sometimes detrimental. In due course, humans were in need of a written form of language for records and eventually communication. The earliest forms of writing are said to have shown up in Southwest Asia, Mesoamerica, and China. The idea of writing diffused from these cores into their peripheries. The alphabet was the idea of the Egyptians, and was copied and altered to fit the needs of other societies. Eventually, the writing process matured and several nations had their own complex written form of communication. Usually, there were only a choice few who actually needed to use written language. Scribes, for example, needed to keep records while hunter-gatherers had no use for it. In regard to the original inquiry posed by Yali, the author explains that New Guinea wasnt a very popular choice to conquer due to its diseases and the low rates of successful livestock and crops. Australia, New Guineas neighbor, had been a lot more welcoming. Yet, Australia also became victim to foreign settlers along with the benefits and drawbacks. The answer to Yalis question is very simple. The first reason would be the availability and ease of crop and animal domestication. The second would be the ease of idea diffusion. Clearly, a small isolated island cant pass on ideas as easy as a country with booming trade markets could. Finally, the favorable environment of an area will attract a larger population in which a stable state may be founded upon.

Black Women clubs of denver Essay -- essays research papers

In this study you asked us to look more closely at the plight of African American women of the west and their impact on the community in which they lived. I found that most of the articles assigned were of little help in achieving this objective, in that a large amount of the articles did not give much mention of the effects of these women on their communities. However, I was able to find little bits of helpful information in each article and with the help of the article â€Å"Lifting as We Climb† (which held the most valuable information), I was able to formulate the following analyze.   Ã‚  Ã‚  Ã‚  Ã‚  African American women that are focused on in the article â€Å"Lifting as We Climb†, I believe, give a fairly accurate overview of the over all impact and ideal system that many blacks in the community held. Therefore, to understand African American women’s ideal, which invariably is a reflection of the overall black ideal system, we must first evaluate the overall stance of blacks across the nation. The increasingly large amount of racism that was being experienced by blacks across the country during the reconstruction era and later, forced the African American’s of this nation to unite under one common belief. Originally the belief was that, with the 13th and 14th amendments, blacks would soon be experience full participation in the main stream culture of white Americans. This, they would soon realize, would not be the case and so a new approach must be taken. African A...

Essay --

Scott Sorrell 12/11/13 Soc 221 – Social Problems Dusty Myers Homosexuality and Society George Bernard Shaw said the following when discussing how marriage brings two people together "under the influence of the most violent, most insane, most delusive, and most transient of passions. They are required to swear that they will remain in that excited, abnormal, and exhausting condition continuously until death do them part." Marriage is hard, and it is something people have to work at. However, society in recent years has begun to strongly dictate who can, and who cannot be joined in matrimony. Gay marriage has become the hot topic. It is a fact that humans have been engaging in homosexuality activity for centuries. China, India, Japan, and all over Europe homosexuality has been occurring. It was not until Christianity and organized religion did it become as big of an issue. It has become a more pressing issue now because people have begun fighting for equal rights. Society will ask â€Å"should homosexual marriage be legalized?†, however, the contradictory outlook is â€Å"why should society be able to dictate what two adults choose to do?† If two people decide to participate in traditional marriage, no one cares. No one calls the papers. No one protests. No one commits hate crimes. It is assumed that they are two people who are in love, and feel warmth for one another. How could those feeling ever be wrong? But when this case is changed to a nontraditional marriage between a man and another man, or a woman and another woman, a large portion of society has many objections. They feel that it is their responsibility to make their objections heard. They decided then that they care. They call the papers, they protest and they commit hate crime... .... However, the argument has been made that two people in a homosexual relationship should not have children, because it will corrupt those kids. But, there has been many studies done that show kids that grow up in same sex households have no adverse effects. They are loved the same. They do just as well in school. They contribute to society just the same. The studies that show otherwise, have all been proven to have flawed results, or have been adjusted to support a specific viewpoint. Love is love, which is all children need to grow. For me, as an openly bisexual male, and someone who was very religious at one point in my life, I feel that I have a unique perspective. I feel that it is my right as a human being to love who I choose to love. It is my right as a human being to pursue a sexual relationship with who I want. No other person should have a say in that.