English2 Essay Example | Topics and Well Written Essays - 500 words - 1

English2 - Essay Example As the title suggests, the article is about five new technologies in the auto industry that are geared towards easing the burden of driving in modern times; these technologies are meant to make driving easier, especially for the safety conscious drivers. The article lists a number of technologies that are slowly revolutionizing the auto industry, and soon, are going to be the market driving forces for the entire auto industry. The main idea/thesis of this article is that, to attract the safety conscious drivers, some carmakers are revolutionizing the auto industry through the introduction of innovative and highly exotic technologies. The main goal of this article is to highlight some of the major technologies that are rapidly emerging in the auto industry, and the market trends that arise thereafter accordingly; the safety conscious drivers are being attracted to the new designs, and as tastes and preferences change, the said technology inevitably becomes cheaper. The article is highly objective and informative given that it not only comes from an authoritative source, but it also goes ahead to provide reputable examples and statistical evidence that backs the arguments it makes. In this respect, the points are strongly argued out to a logically satisfactory level, without bias of any sort or inaccuracies as the information can be verified as well. The writer of the article adopts a levelheaded tone that is strikingly informative as well as declarative; this is highly effective because it lends credence to the article by making it authoritative to the readers. The points are logically sequenced to allow for a regular flow of thought and cohesion in the arguments, an attempt by the writer at being communicative both effectively and efficiently. The target audience for this article is comprised of the safety conscious drivers and carmakers in the

How Critical is the Critical Period Essay Example | Topics and Well Written Essays - 1250 words

How Critical is the Critical Period - Essay Example It means that if the input of language does not take place after this particular time the individual will experience difficulty in obtaining a complete language. The proof for such a time is restricted, and assistance stems extensively from hypothetical disputes and similarities to other significant stages in biology like visual development, but nevertheless is accepted widely. Such a critical periods nature has however been the fiercest issues debated in cognitive science and psycholinguistics for decade. A Few writers have proposed an "optimal" or "sensitive" time other than a critical one. Some other writers dispute on the reasons that include cognitive mind of language factors and physical maturation. The critical periods duration varies as well greatly in various accounts. In animals, a critical period refers to the biologically determined period during which learning must take place in order for development to happen. During a small window of time, the juvenile bird listens to and copies the song of a tutor; after the critical period closes, such copying is not possible. Blindfolded kitten do not develop normal vision but if the blindfold is removed before eight weeks normal vision can be restored. In humans, if strabismus (crossed eyes) is not corrected in early childhood that is before the age of three a child will not develop normal binocular vision. The critical period for susceptibility to strabismus begins soon after birth and shows continued susceptibility to at least 4.6 years. According to Eric Lenneberg, language acquisition is not possible at the age of two because the human brain is not sufficiently mature. After puberty normal language acquisition is not possible because the brain is physically mature. Lenneberg says that there exists maturational limitations on the period that a primary language can be obtained. The acquisition of the first language depends on neuroplasticity. If the acquisition

Extreme sports Essay Example for Free

Extreme sports Essay The X Games is one of the more popular sporting events, where people gather to watch athletes compete in extreme sports. Some of these sports include skateboarding, mountain biking and motorcycle racing. The community around extreme sports can sometimes be seen as exclusive and particular when it comes to defining what an extreme sport is and who is a true extremist. Originally, I believe the extreme sport community created this division of athletics because they thought their sports did not fit in at a standard sporting event. Part of the reason some the extreme athletes participate in their sport is because they see it as  a way of defying the boundaries of what is seen as a typical sport. Most extreme sports are about pushing limits. Extreme sports are not conventional in the sense that practicing isn’t really necessary, a coach isn’t necessary, and the sports are very individualistic. Some of the extreme sport athletes do it for the adrenaline rush. They do it purely for themselves. Their reasoning contrasts to some of the other sports where lots of practice and coaching is essential for success. A lot of the athletes that compete in non extreme sports are focused on getting sponsors or when you’re younger, getting recruited for college. For the extreme sport community this is considered to be feeding into the capitalist society/culture. Part of extreme sports is about taking risks and not having anything to fall back on. The X games have put a strain on the extreme sports community because some seem to think that the event has altered the true goal of the sport, which is to take risks and to go against the mainstream culture. Some people seem to believe that it has become like the other sporting events, in the sense that there are now big sponsors and judges. They argue that the extreme athletes are no longer taking risks because they want to make  sure they can land the trick. The goal is no longer to try new tricks and push the bar, but its more about doing what you know will please the judges. This goes against what extremist originally wanted for the sport. It takes the risk out of it and you no longer do it for yourself but for the judges. The fact that there are sponsors is also a cause for controversy because some people see it as the athletes being sellouts. For example, Tony Hawk is famous skate boarder. He has a lot of sponsors, video games, and ads. Some say he is no longer a true extremist because of it. At the same time, what makes the sports in the X games more extreme than say diving or gymnastics? Both sports are very individualistic and there is a lot of a risk, yet they are not seen as extreme sports. I think the extreme sports community has tried to make their community too exclusive and extreme sports benefit from the X games and the sponsors and judges it brings. The event does bring aspects that were not originally a part of the sport, but the extreme sports community will grow now. Extremist can still continue to push limits and do the sport for themselves despite what others may think.

Londons urban transport from the Victorian era

Londons urban transport from the Victorian era Over the past 200 years the geography of London has changed dramatically. No better has this change been reflected than in Londons urban transport systems. The Victorian era saw mass migration to the capital as industrial progress both at home and abroad, and by 1800 London was the grandest city in the West and probably the world, with almost a million inhabitants. By 1881 the population has soared to 4.5 million and by 1911 to over 7 million [Porter 1994, pp 220]. To deal with these patterns of population growth London has seen large changes within its urban transport systems, on both land and water, and some have even attributed the growth of London itself to increased migration promoted by changes to public transport [Roberts, 1996 pp 322]. London is a scattered city, its past not attributed to coherent Government led development (as with other global cities such as New York or Paris). Instead, the most significant technical development which affected the size and functioning of London was the development of mass public transport, which was dictated not only by technological advances, but also the ways in which firms invested in the new forms of conveyance and competed with each other and alternative forms of travel [Ball and Sunderland 2001, pp 227]. When looking at urban transport, it is important to consider that, during the 19th Century the most common form of travel remained on foot. A traffic survey of the city in 1854 showed that almost 70 per cent of people travelling in and out of the City daily were doing so on foot. Even as late as 1897, when extensive public transport systems had been developed, less than a quarter of South London trade unionists were regular users of these systems as prices remained fairly high for other forms of commuter transport [Ball and Sunderland, 2001, pp 228]. In a scattered and geographically condensed city (in 1825 the built up area of London still only stretched for four miles north to south and six miles east to west) it remained the best way to get quickly and efficiently from a to b. As today, traffic congestion was a problem for London during the Victorian era, and walking was often the most rapid form of travel. Pedestrian travel was also aided by new technologies that improved road safety for those travelling on foot. Road conditions began to show improvements (with drainage improved), street lighting was introduced through the 1830s, and the extension of the police force made travelling alone safer. The development of Londons road systems throughout the century also reduced journey times [Ball and Sunderland, 2001, pp 229]. Changes in Water Transport: At the start of the Victorian era, the River Thames provided a faster and often more desirable way to travel across the city with Watermen offering to taxi people in small rowing boats known as wherries. The development of paddle steamers would displace these wherries, and by 1850 they were carrying several million passengers a year. These steamboats began offering services down the River Thames in 1815, unburdened by mileage duty and able to carry hundreds of passengers at a time in 1830 a regular service operated between London and Gravesend, Woolwich and Richmond [Ball and Sunderland 2001, pp 234]. Despite this, they remained unable to operate in bad light or weather, difficult and dangerous to board and leave and were involved in regular collisions. Water transport thrived during this time, dependent on the influence of the powerful river-using industries, which had restricted river bridges. During the early part of the 19th Century, however, their influence began to decrease, and new bridge crossings were. Vauxhall (1816), Waterloo (1817), Southwark (1819) and London (1824-31) all reduced the need for river transport on a commuter level, and also stimulated further road constru ctions south of the river through the latter half of the century [Ball and Sunderland, 2001, pp 229]. By 1890, the development of the road and railway networks had all but decimated the steamboat trade. The Horse and Carriage The Horse and Carriage as a means of transport was indelible throughout the Victorian era, and despite growing congestion throughout the 19th Century (along with the escalating costs of keeping and feeding horses in London) there were still 23,000 private carriages travelling through the city in 1891 [Ball and Sunderland, 2001, pp 229]. Road network developments and improvements were implemented throughout the Victorian era, all of which had to take into account the very particular needs of horse and carriage transport. The avoidance of steep gradients and limitations in the manoeuvrability of the carriages may have contributed to the levels of congestion seen throughout London throughout the Victorian era, and perhaps even up to today (with the maintenance of many of the road networks from the past century). This reliance on forms of horse drawn transport, not only encouraged walking in the lower classes (who couldnt afford the maintenance of a horse and carriage), but was also perhaps responsible for maintaining the compactness of London and restraining the outward movement of industry. Though gradually replaced by other means of public transport up to the First World War, the horse and carriage has remained the dominant means of road transport for a very long time. The upper classes had their own carriages, hackney carriages The rich had their own carriages, hackneys were available, and hansom cabs were introduced in 1834. Some got to work by short-stage coaches (four or six passengers inside and a handful outside). Horse and Carriage also remained the main form of transport in the movement of good around London (on the eve of the First World War most of Londons good vechicles were still horse drawn) [Ball and Sunderland, 2001, pp 229]. The Omnibus and Commuter Transport One thing that has defined patterns of social change within a transport context in London over the past two centuries has been the establishment and growth of the commuter and associated public transport. The very term commuter came into being during the 1850s as more and more people were able to travel to work from greater distances, and the average Londoners journeys on public transport increased from 20 in the late 1860s to almost 140 in 1902 [Ball and Sunderland 2001, pp 230]. In the early 18th Century, short-distance stagecoaches, known as short-stagers appeared throughout Londons streets. These coaches carried four to six passengers inside and up to seven outside on the roof, and were used to provide regular services from the centre of London to the outskirts. This means of transport was introduced to serve the better-off when they moved out to the then desirable suburbs. By 1825, stagers had become commonplace, with probably around 600 such vehicles making around 1,800 journey s a day [Ball and Sunderland 2001, pp 233]. These most popular of these coaches was the Hackney Carriage, which had a monopoly on the central areas of London up to 1832. Another idea developing at the time was the idea of the omnibus, which many believe single handed began the commuter revolution. The service was first established in July 1829 by George Shillibeer, running from the Stingo public house, Paddington, to the Bank, along to the New Road. Shillibeers omnibuses were long three-horse vehicles with benches for twenty passengers [Porter 1994, pp 237]. The idea was to increase the numbers of passengers that were able to travel by stage-coach, thus lowering the fares for the daily commuter. Because of the Hackney carriage monopoly of the central areas of London, however, the venture failed by 1831. This stimulated the Stage Carriages Act of 1832 which allowed the omnibuses and all other types of vehicle into the central areas, freely plying the streets for trade. The Stage Carriages Act also stimulated the advent of the omnibus back into the world of commuter travel as they could now access the central areas. The cheaper fares (they were nearly half the price of the Hackney Carriages) and their increased speed made them more convenient for the middle class commuter. There were also considerable negative impacts associated with the development of Londons public transport during this period. A paradox quickly arose as thousands of extra vehicles took to the streets improving public transport, whilst simultaneously exacerbating congestion issues in the city. It should also be noted that despite this rise in use of these services, the fares of public transport remained fairly high and prohibitive for most working-class people until the introduction of subsidised services towards the end of the century [Ball and Sunderland, 2001, pp 228]. As a result of this, combined with the service hours (they generally ran from eight in the morning when the majority of the working class workers were in work), the service remained, like the stagers before them, a largely middle class service. They proved effective, however, in permitting suburban living among tradesmen and clerks, and gave the inner suburbs a crucial boost during the 1830s and 1840s [Porter 1994, pp 240]. The success of the omnibus continued and was encouraged by low taxation (taxes on public transport were cut by up to a half in 1839) and competition and 1851, the year of the great exhibition, omnibuses carried around 20,000 passengers daily [Ball and Sunderland 2001, pp 236]. The closure of this however brought rapid growth to an end and fares plummeted as many firms went bankrupt. One success story however was the London General Omnibus Company, which, by 1900 owned nearly half of the 3,000 horse-drawn buses and trams, carrying some 500 million passengers a year [Porter 1994, pp 240] stimulated by rising incomes and a suburban migration during the late 1800s. The loss of monopoly during the 1832 Act had also led to a doubling of the number of hackneys and investment in new equipment and innovations, with the hansom cab eventually becoming the norm [Ball and Sunderland 2001, pp 234]. Eventually competition from other means of transport put an end to the days of horse drawn public tr ansport with the last known service in 1914. Railways The great material transformations of the 1800s, combined with the physical and social geographies of the city led to a major transformation in the railways of London. From the 1830s the cuttings ploughed into the northern suburban areas on their routes into Euston, then Kings Cross and St Pancreas [Porter 1994, pp 230]. These developments reinforced east/west social divides, devastating some areas while bettering others, however Londons traffic problems were becoming ominous, as a result of the vast increase of traffic and the absence of any policy. For these reasons, the coming of rail transport, overground and underground was critical in keeping the metropolis moving and in permitting the city to expand. But if the railways brought benefits these were purchased at a high cost. The downwards shift of some of these neighbourhoods is mainly attributable to later railway building that destroyed many inner-urban neighbourhood environments and made it possible for their more prosperous residents to move further out [Ball and Sunderland 2001, pp 233]. Underground Road Improvements In 1800 Londons road infrastructure was generally main thoroughfares running from east to west above the River Thames. These were often narrow, poorly maintained and blocked by street markets and other local activity, and little inner city road improvement was undertaken before the Commercial Road development in 1810 which sped transport to the dockland areas [Porter, 1994, pp 235], which seemed to stimulate a spurt of road networks. Major developments in the central area included Regent Street (1817-23) and Moorgate, cutting north-south thoroughfares through the traditional east- west pattern, and the major trunk routes constructed to the north of the built-up area including New North Road (1812), Archway Road (1813), Caledonian Road (1826) and Finchley Road (1826-35) [Ball and Sunderland, 2001, pp 231]. There were also a number of new river crossings introduced during this period including Vauxhall (1816), Waterloo (1817), Southwark (1819) and London (1824-31). This period also saw road conditions beginning to be improved via increased expenditure on widening, paving and drainage, and on new routes [Ball and Sunderland, 2001, pp 240]. Cycling Cars and Buses As previously discussed, the horse and carriage remained the dominant form of road transport throughout the Victorian era. Despite the many drawbacks of motorised transport, it has been rightly quipped that the invention of the motor car saved large cities in the nick of time from being engulfed in mountains of horse dung [Ball and Sunderland, 2001 pp 229]. Hackney motor cabs were first introduced in 1903 and proved immensely popular, particularly after the 1907 introduction of the taximeter. Ball pp 233. The growth of the bus use amongst the middle classes preceded the major change in motive power, from the horse to the petrol engine and the emergence of underground and electrified tram services and it was the petrol-driven motor buses that were to revolutionise public transport from their first introduction in 1899. The first bus service was operated by Motor Traction Co, who, for a short while ran two double-deckers between Kensington and Victoria. Cumberson, uncomfortable and generally unreliable they were initially unsuccessful. However, their advantages quickly became apparent they had greater carrying capacity than their horse-driven counterparts and travelled at somewhat higher speeds (though these were restricted by legislation), enabling routes to be longer. Running costs were lower and less variable and their success encouraged further investment in 1905 with the establishment of the London Motor Omnibus Company and Vanguard [Ball and Sunderland 2001, pp 239]. In the 1900s competition grew (from 1906 to 1907 the number of buses nearly quadrupled from 242 to 808) and many services saw a period of consolidation as congestion grew. New regulations lead to the development of the B-type bus in 1910 and by 1914 the public had taken the new motorised bus to heart with 757 million passengers. Today cities are designed on the premise of the car, on an autologic which underlines policy and planning in large parts of the world [Brudett, 2008]. Overview of Victorian Era: After centuries that had brought little alteration in ways of getting about, the Victorians created a transport revolution that changed not just the face of the town but the status map of the metropolis [Porter 1994, pp 235].

Strategic Management At Honda

Strategic Management At Honda With over 182,000 employees, Â ¥ 10,011, 241 million in annual revenues in 2009 coupled with upwards of $ 1370.1 million$ and 1896.4 in operating profits for the FY 2008 and 2009 respectively, Japans Honda is easily the industrys biggest manufactures of motor cycles, besides being a among the leading automobile producers. Operating across the globe, Honda is involved in the development, manufacturing as well as marketing and distribution of motor cars, motor cycles and a range other power products (Honda Ltd, 2010). It was founded in 1946, by Soichiro Honda and subsequently incorporated two years later, followed by years of success and growth as a motor cycle maker. Away from its core business, the companys 105 affiliates and 396 subsidiaries across the world provide financial services to thousands of its clients. It operates a four tier business model which includes the financial services division, motorcycle, automobile as well as power products (Honda Ltd, 2010). Besides multi wagons, Honda also produces a range of passenger cars, SUVs, mini vans, passenger cars, mini vehicles as well as sports coupes among others. Hondas flagship car and motor cycle models include the Accord, Civic, Legend, Insight, Acura CSX and Acura RL, CR-V, Cross Road, ASIMO Robots as well as the scooters among many others. The company recorded sales of over 10,114,000 units mainly in Japan, North America and Europe, representing an 8.5% rise over the previous years figures. Its sales have been on the rise despite through the global economic down turn that hit its American competitors, and largely driven by Toyotas PR woes over alleged flaws in the breaking system in its flagship Prius model. This success is largely attributable to the company strategic preparedness. Case in point, in 2002, it launched a hybrid car model to tap into the ever growing environmentally conscious clientele, besides launching the Environmental Learning Center (based in Texas), while in 2004, the company entered into a strategic partnership with GE, that led into the development and production of a trail blazing light jet engine, suited for business jets. Sethi and Swanson (1984), commencing in the year 2000, the company has embarked on an ambitious program to set up production plants in the emerging car and motor cycle markets, notably China, Argentina, Russia and the motor bike hot spot, Vietnam. The company prides itself with the twin principles of respect individuals and the Three Joys Principle i.e. buying, selling as well creating. These values reflect the company does wish to build on each persons unique abilities and its endeavor to ensure that everyone who comes by purchasing the products or by other means should have a great/joyous experience. Honda ensures this by relentlessly, lead in the creation of value, innovation, new products at accessible prices. RECONCILIATION OF DICHOTOMIES Honda ltds strategic innovation is founded on a process of dichotomies reconciliation which include both learning and planning, positioning on the market vs. internal resources development and lastly, core competencies related to the product against the core capabilities related to the processes. These three dichotomies do representing divergent strategies etc that drive Honda as a company since its establishment and through years of exemplary growth and expansion. De Wit Meyer (2010), assert that a critical look at Hondas strategies points especially its successful entry and dominance of new markets raises questions as to whether, Hondas strategy and subsequent decision making is solidly based on a meticulous, analytical and rational planning or whether its strategies are a direct result of the some decisions/ strategies reached at by the company, which evolved or became modified due to the environmental influences of the industry in which the company operates. PLANNING v. LEARNING While designing its strategies, the company has consistently followed a rational approach based on a critical analysis of the market and the industry environment. This strategy hinges on and it suited for a seasoned industry player such as Honda, since it seeks to built on, and exploit the companys immense experience in the automotive industry (Johnson et al., 2005). As a strategy, this is an important bottom up strategy that uses the already gained knowledge to optimize the companys needs. Planning takes into consideration both the companys resources as well as the environmental factors, as such will most likely utilize the companys set objectives within the constraints. Hondas largely seen as having successfully employed the planning strategy while entering into new markets notably while launching into the US motor cycle industry. Its recent strategic alliances with GE as well as its design and launch of innovative new products and expansion of manufacturing plants, in the ultimate attainment of huge scale economies and extremely law costs represent examples of internal planning. Planning is largely apparent from an outsiders point of view. However, interviews with the companys top management reveal a far different picture that suggests at best a company that is far from an overly rational, academic planning seeking to impose its corporate values and policies on the market and the industry, but rather a company, with a management structure that is at all times willing to learn. It is evident and widely accepted by many observers that Hondas strategies have evolved, without a clear plan or analysis of the industry. Case in point, the huge success attained by the companys 50 cc Supercab surprised everyone including the companys management. Mintzberg et al. (1998) observe that though the companys strategy may have looked analytical and well thought out, the management did blunder severally up until the market gave them the correct formula. Rational planning on its own is hardly, suited to many organizations and is in fact removed from the day to day running of a business as compared to learning, which permits management to continually develop and adjust their policies and strategies as they are implemented, in the light of new experience (De Wit Meyer, 2010). Hondas development of hybrid vehicles and energy efficient models e.g. the Honda Civic Sedan, in the wake of Toyotas success in the same field represent examples of learning from the environment. Honda has as well launched joint ventures in RD with other companies. Using both strategies gives the company an advantage, not least because it only allows the formulation of strategies that best meet both the internal resources as well as the environmental factors prevailing in the industry. POSITIONING VERSUS DEVELOPMENT OF INTERNAL RESOURCES Hondas positioning helps its brand to be associated with a given market segment. It is an equally helpful guide to the companys other strategies, particularly the marketing strategy, not least because it does clarify the essence of the brand and the helps the consumers to better identify the goals that the product seeks to meet in a unique way. In positioning a product or brand, managers must make decisions, seeking to appeal a given segment of the population, while at once risking losing the other(s). Honda has placed its various products on the basis of benefit, target, distribution as well as prices. The company offers competitive prices owing to its scale and technology advantages, which in turn permits it to achieve better client franchises. This strategy does however; affect the prestige of the brand, besides reducing the profit margins. Target, distribution and benefit positioning, that has seen the introduction of green models to serve the needs of green conscious clients, co upled by Hondas expansion into India, China and Vietnam, which was entirely meant at catering for emerging middle class in those countries. As against, development of internal resources, Hondas product positioning allows it to use fewer resources but still reach the target markets. It however, has enormous resources in capital, management, cutting production technology as well as manpower, which have driven the companys expansion across the globe. More investment in RD is, and has been possible, leading to greater innovation. While other smaller industry players struggle with limited resources constraining their RD as well as expansion, bigger companies like Honda, Toyota and GM can attain a better edge in the industry. Hondas has been able to pursue both strategies owing to the availability of niche products that it has successfully positioned e.g. motor bikes in Vietnam (over 400,000 units in annual sales), coupled by its huge availability of resources which allows it rope for RD, diversification and expansion. This does not entirely hold though, Honda spends just a fifth of GM expenditure on RD and launches fewer mode ls than the latter, yet it products/models are more successful than GMs. CORE COMPETENCIES VERSUS CORE CAPABILITIES Competencies are as a result of coordination of multiple production skills as well as a complex coordination of numerous technologies. They give a company access to newer markets; provide high barriers for competitors to enter the market, besides contributing considerably to the benefits of the end product(s). Hondas core competencies as regards products are the driving force behind the development of the numerous, innovative end user products. Hamel Prahalad regard Hondas product competencies as a brilliant example of how a small company can break into, and establish itself in a mature, stable market. In 2010 alone, Honda has set up a solar H2 station (Los Angeles), introduced the versatile iGX and GX engine series for general purposes. The company has as well produced lithium-ion based batteries intended for the new range of hybrid motor vehicles, alongside an ELC to spear head its green agenda. Honda is famed for its ability to recycle technologies in all its range of products, affording it RD efficiency. There are elements of core capabilities associated with its processes, but perhaps far lacking behind Toyota and many other industry players. These include efficient distribution channels, cost effective production processes. It trains dealers, determines shop floor plans and has strict operating procedures among others. Core product competencies in the automobile industry are far superior to the process capabilities and Hondas success is an outstanding testimony to this fact. MANAGEMENT STYLES Japanese and Hondas management styles do differ from the American style in at least six distinct aspects. These include differences in the interdepartmental relationships, communication patterns, and supervisory styles, mechanisms for control as well as existence of, or lack of a paternalistic orientation. According to Hofstede (2004), these differences largely stem from the inherent cultural differences between the two countries, which in turn influence the respective corporate cultures. Lifelong Tenure Most of the companies in Japan do provide lifelong jobs to their employees, with greater emphasis being laid on not age, but also seniority. Promotions are thus much more difficult, just as there is greater job security for the workers. Many organizations effectively hire employees for the, and are interested in the long term objectives as against Americas corporate worlds obsession with short term goals. Case in point, Hondas top management i.e. Satoshi Aoki (Chairman), Takanobu Ito, Koichi Kondo and Atsuyoshi Hyogo joined the company in 1968, 1978, 2000 and 1972 respectively, during which time they have risen through the ranks to reach the top management. On the contrary, the western corporate world is characterized by short term contracts for both managers and workers, charged with meeting short term objectives. Teams v. Individuals In contrast with the Western model where managers are responsible for decision making and subsequently accountable for the decisions reached, the Japanese system recognizes the importance of individual expertise, but the performance of the entire team is more emphasized than an individuals. In the western corporate world (Germany and American), certain employees have the star statuses e.g. in Germany, the engineers play central roles to the success of motor companies. Some elements of convergence exist though. Long apprenticeships and cadres (seniorities in Japan) do exist both in Germany, France as well as the Netherlands. Employees attain positions, promotions etc. through years of internships, apprenticeships or memberships to given classes-attained through education and or experience. Decision Making While most western corporations are characterized by top down decision making, the Japanese style of management is largely characterized by collective decision making by individual teams. Hondas decision making is characterized by the Ringi system, where decisions are passed based on a consensus of all the employees in a department or even the entire organization. This management style is identical to that practiced in Holland, except that the latter is anchored on existing contracts or class differences of among the employees. Communication As against the largely bureaucratic communication, hierarchical channels characterizing western corporations, which is largely effective and efficient, the Japanese channels of communication compromise in large part of face-to-face communication. These comprise everything from provision of information regarding assignment of tasks, responsibilities, organizational goals and the development and rechanneling of feedbacks. Implicit Mechanism of Control Honda ltd is concerned with building of its relationships with it biggest assets, the employees. Inspired by its philosophy Respect for the Individual, the company always seeks to develop collaborative relationships with each and every employee, where all mechanisms of control and supervision are largely informal. Supervisors work alongside other employees, who are involved, the decision making, which in turn renders decision making, execution of decisions and reception of feedback a lot more expedient. On the contrary, Hondas competitors run on a rigid, formal control mechanism. This sets goals, measurable, complete with targets that must be met by departments, franchises and individual employees, while the Japanese system is anchored on the management philosophies that all employees as well as managers identify with. Departmental Relationships Pascale Athos (1981), states that attainment of the goals set for a department etc requires inputs not just from the concerned departments, but perhaps most importantly, close collaboration with other departments in the company or even other organizations. Formal (necessary) relationships largely accomplish these goals (characteristic of the western model), while the Japanese style has an extra dimension; voluntary collaboration which is far more productive and results in greater knowledge sharing. Paternalistic Orientation Honda and many other Japanese companies are concerned by the holistic needs of every employee, including the concern for the well being of their families (Culpan, 2009). This imposes a social support role on the managers, a feature which is largely absent in the western world, safe for a limited number of family organizations. CORPORATE GOVERNANCE AND SOCIAL RESPONSIBILITY With car markets in the developed world already saturated, most car companys are looking abroad in the emerging markets notably China, India and Brazil. A recent study by TNS shows that car buyers rate car makers more according to their CSR than those consumer in the first world, thus companies that perform better in this sphere stand a far greater chance of winning the hearts and minds of the new middle class is guaranteed success. In 2005, Honda was ranked the UKs best car company based on its social responsibility initiatives, by the foremost research company on automotives, TNS Automotive. It performs equally well in the US, Indonesia, Italy and Spain among other countries alongside BMW, Shell, Malaysias Petronas, Michelin and Germanys Porsche (Nissan Corp., 2010). Honda spent over 2.3% of its annual revenues in 2009, on its CSR commitments, with the environment taking the lions share of the budget. The company has undertaken numerous actions in an attempt to meet the challenges posed by global warming and climate change. With the reputation of the automobile industry and fossil fuels already damaged, due to its huge carbon footprints, and the growing fears among the public of air pollution, it is only reasonable that companies act in accordance to the wishes of the consumers. Honda has initiated the LCA system, which identifies and sets targets for the required actions. The company develops energy efficient models, adheres by the 3Rs (in design) and noise reduction etc. Hondas corporate governance is a typical Japanese style bottom down structure, characterized by collective decision making and a collective sense of belonging among to the company that in turn reflects on the companys performance (Honda Ltd, 2010). Any companys corporate governance does determine the direction that it assumes, which ultimately reflects on its financial performance. Nissans corporate philosophy, governance as well CSR activities are not different from Hondas. It seeks to bring enrichment of the peoples lives and the environment in which they operate. It has made CSR an important part of its corporate management policies. It has devised its green purchasing guidelines, coupled with Nissan-Renault Suppliers Guidelines, which ensure that the companys entire supply chain is green and serves the purposes of the policies set by its top management. Through its charitable arm, Chryslers management makes annual donations to needy communities, projects and causes (Chrysler, 2010). In 2009, the company advanced upwards of $100000 to Good Harvest geared at combating hunger. The companys CSR initiatives are not as extensive as both Nissan and Hondas partly because the company caters for the luxury market segments that are in the main concerned about the quality and luxury as against a companys CSR etc. CONCLUSIONS Honda is largely touted by observers and varied literatures in strategic management. Its strategies have largely been used either rightly or wrongly to back up a number of conceptual dichotomies, with contracting positions i.e. learning v. analytical planning, core capabilities v competencies etc. Most of these assumptions, and evidences have however, proven erroneous owing to empirical mistakes that result into the over emphasis of the companies strengths, while its mistakes go largely unnoticed. Further, strategies and explanations are expressed in form of reductionist, single-sided theories that largely fail to portray the actual strategic orientation of Honda. Hondas thrives on reconciling dichotomies. Thus many observers in the west have largely missed out in studying, learning from and understanding Honda. Rohlen (1974), it is evident that capabilities as well as competencies can possibly complement one another, forming into one theory. The latter does focus on the production expertise and technologies while the capabilities serving to improve the whole chain of value. Capabilities are far more visible and easily appreciated by the clients than are product competencies. Hondas ability to meet high targets and post tremendous growth rates is largely due to its tendency to set stretched targets, which brings into direct competition with the biggest players in the automotive industry. In order to compete, it uses its resource base to compete by either providing niche products or undercutting competitors on basis of cost advantages, attained through scale economies. This ability to leverage her resources offers the key to its success, as against the widely fabled Japanese management styles. This style is widely different from and more appealing that the western style corporate management is only suitable for the Japanese and Asian environments. There are aspects in both management styles that could beneficially be, and have largely been adopted by either side to the great advantage of the corporations, but not the complete management packages as they will be utter failures in the other ones environment (Schein, 1981). Finally, this report has demonstrated the importance of corporate governance, policy and CSR is important in the ever changing consumer tastes as well as preferences, and most importantly, increasing consumer awareness. RECOMMENDATIONS Increased spending and expansion of Hondas and other automotive companies in CSR, environmental protection and production of innovative environmentally friendly models should continue as the only way counter changing consumer needs as well as the changing times. The Western and Japanese styles of corporate management should be blended to suit both the practical and strategic objectives of each organization. Reconciliation of strategies is crucial for success and helps companies reap the benefits of divergent strategies, thus companies must seek common grounds between strategies rather than opting for only one.

Josef Muller Brockmann and His Work Essay examples -- graphic design, t

Josef Muller Brockmann was born in Rapperswil, a city in Switzerland, on May 9th, 1914. After the completion of his secondary education in Rapperswil, he started working in Zurich as a designer in 1930. Being one of the leading pioneers, he was considered one of the most talented and very influential design artists. In 1936, Muller established his own design practice in Zurich where he specialized in design, graphics and photography. His first poster was designed in 1950. He succeeded Ernst Keller in 1957 as a teacher of graphics design at kunstgewerbeschule of Zurich. He later founded the Muller-Brockmann in 1967. He lectured the international design conference, the world design conference and the University of Osaka. Muller Brockmann is the author of the several other books like the graphic artist and his design problems, The History of Visual Communication, and The History of the Poster and Grid System in Graphic Design. Muller was influenced by several other designs and art like Constructivism and the Bauhaus. With his reputation and the known experience, Muller was regarded the best designer earned his reputation in Switzerland and other parts of the world. In his design explaining the friendly hand sign, Muller had the attraction of the accidents that were quit common. The design is very attractive in the sense that all the elements that can easily cause accidents are covered in it (Philip and Alston 2011). It gives a clear tableau of the typical accident cause scenario. Equally, the design creates an awareness of the proper road use since it shows the cyclists and the motors using the little space for a very dangerous operation. Accidents had since been considered the most death cause in the country. In his bid to control ... ...y find its solutions from the simple given design. It cuts across every problem. The indicated problem is of direct effect to the society and requires their attention. The explicit motive and attraction of the given design are well considered in the design itself (Carter et al.2012). Works Cited Ellen Lupton. Thinking with type: A Primer for Designers: A Critical Guide for Designers, Writers, Editors and Students. New York: Association of American Publishers, 2004. Print. Ellen M. Thomson. The Origin of Graphic Design in America. New York: Yale University Press, 1997. Web. 20 December, 2007. Philip B. Meggs, and Alston W. Purvis. Meggs’ History of Graphic Design. New York: Association of American Publishers, 2011. Print. Rob Carter, Ben Day, and Philip B. Meggs. Topographic Design: Form and Communication. New York: Association of American Publishers, 2012. Print.

Romeo and Juliet Essay example -- Literary Analysis, Shakespeare

It is deeply ironic that â€Å"love†, which is regarded so highly in our society, is a very general term without well-defined specific terms. For instance, there are not even explicit terms to describe the specific types of love one feels between, say, a family member, and a romantic interest, which are clearly distinct and almost completely universal. We naturally seek a universal definition of love, a complete truth. I daresay that I doubt one exists. This ambiguity of terminology has undoubtedly caused much conflict; history has no shortage of examples. Further irony arises in that despite being central to life, both physically and mentally, we still seem to struggle greatly with the concept; mathematics has much better utilized its ubiquity among the ancient civilizations. As a corollary, love is one of, if not the, most common theme in literature and the other arts. Here, we shall examine a specific example. In Shakespeare’s Romeo and Juliet, Shakespeare il lustrates romantic love, infatuation, and familial love, and how all three contradict each other by promoting different courses of action. Firstly, Shakespeare depicts infatuation in his play. Note that infatuation is distinct from romantic love because infatuation lacks certain qualities, such as a conscious will to maintain said love. We refer to Romeo’s feelings for Rosaline before the party. Romeo says: She is too fair, too wise, wisely too fair, To merit bliss by making me despair. She hath forsworn to love, and in that vow Do I live dead that live to tell it now. (1.1.221-5) From this quote, Romeo’s feelings of Rosaline are extremely apparent: Romeo â€Å"loves† Rosaline, in common terms. However, this affection does not contain the usual elements th... ...3-4). There is no denying that this decision is obviously far from optimal. And hence the point is proved- the two types of love have hence produced a much more counterintuitive result than expected. Indeed, this contradiction is one of the central themes of this work. In Romeo and Juliet, there exist multiple types of love, and they all contradict each other by motivating characters to perform actions that they would otherwise not perform under the influence of one alone. In particular, Shakespeare illustrates both infatuation and familial love. Furthermore, all three types of love contradict each other- romantic love permits instantaneous destruction of infatuation. Similarly, familial love and romantic love, when both present, cause much agony to Juliet. Indeed, this work well demonstrates why love can be so powerful and at the same time so disastrous.