Critical analysis of the report Case Study Example | Topics and Well Written Essays - 1000 words

Critical analysis of the report - Case Study Example 2. The research conducted (and what type of study) An ergonomic study was conducted by National Institute for Occupational Safety and Health (NIOSH) on the rangers of Yellow Stone Park. Several tests were used such as the Rhythmic Test, Tremor Test, and the Vibroactile Test, to determine the reason why the rangers are experiencing musculoskeletal disorders and to find a way to prevent this kind of disorder. The first test used was the Rhythmic test. This test is used to determine the reaction time and coordination on the right and left hands. The rhythmic tests required the participants to tap a circular pad (4–inch diameter) in time with a steady metronome beat (1.0 Hertz [Hz] slow test, 2.5 Hz fast test), either alternating palm side of hand to back of hand (supination/pronation) or tapping with the index finger. At the end of the test administration a numerical coordination index is calculated, which can be compared to the normal coordination index (CI) range provided with the test battery documentation (NIOSH Health Hazard Evaluation Report, Yellow Stone Park, 2001). With this data, the reaction time and hand coordination of the rangers can be easily compared to the normal reaction time index. The difference will determine the effect of the vibrations experienced while riding a snowmobile on hand coordination. The second test used was the Tremor Test. This test used the Tremor 3.0 software for data analysis. The data collected were: (1) Tremor intensity, often called amplitude or vibration power, calculated as the root–mean–square (RMS), measured in meters per second per second (m/s2) of acceleration in the 0.9 to 15 Hz band during the 8–second test; (2) Center frequency, which is the average frequency of acceleration in the test band, so that 50% of the energy that drives the tremor is produced at frequencies above the center frequency and 50% is produced below; (3) Tremor Index, calculated for each hand from five parameters (e. g., tremor intensity, center frequency, standard deviation of the center frequency, harmonic index, and standard deviation of the harmonic index.); and (4) Combined index for both hands (NIOSH Health Hazard Evaluation Report, Yellow Stone Park, 2001). This test measures the vibrations experienced by the rangers in riding the snowmobiles and the intensity of the vibration that will likely cause the musculoskeletal disorder. The third test used is the Vibroactile Sensitivity test. This test was selected to determine the effect of the hand–arm vibration produced by snowmobiles on vibration perception thresholds. The test device used was the Bruel & Kj?r Model 96–27 Vibrometry System. This fully automated system produces a mechanical stimulus (sinusoidal vibration) at a chosen frequency to the pulp of a finger tip; the participant indicates perception of the vibration by means of a hand–held button similar to that used in a hearing test. The software was configured to test vibration at four frequencies: 31.5 Hz, 125 Hz, 250 Hz, and 500 Hz. Participants placed their right arm on an ascending armrest with the palm lying open on a circular pad, allowing the fingers to hang freely above the vibrating post. The test finger was then placed on the vibrating post with the finger slightly curved and resting lightly on the post. Participants controlled the intensity of vibration with the hand–held button, tracking back and forth between levels of stimulus perception and

Transformative Learning Essay Example for Free

Transformative Learning Essay Transformative learning is defined as â€Å"a process of getting beyond gaining factual knowledge alone to instead become changed by what one learns in some meaningful way.†(Wikipedia).     Michael Tsao, Kasuyo Takahashi, Jamal Olusesi, and Shikha Jain of the University of Georgia, defined transformative learning as, â€Å"learning to purposively question one’s own assumptions, beliefs, feelings, and perspectives in order to grow or mature personally and intellectually (Wikipedia). Transformative learning was introduced by Jack Mezirow in 1978 as an adult education but over the years, Susan Imel noted that it has evolved into a comprehensive and complex description of how learners construe, validate, and reformulate the meaning of their experience. † (Imel as cited by Mark Smith). According to Carrie Paechster, transformative learning does not only focus upon the transmission of existing knowledge but also acknowledges the importance of new knowledge being produced with in workplace communities.† (p8) He noted that â€Å"a role for a theory of instruction as well as the focus on the social processes, relationships, and resources that are needed to support learning.†(p. 68).   Paechter emphasized that â€Å"instruction in this sense involves ensuring that the goals of learning are clear and people are encouraged thinking beyond the immediate circumstances.† (p.68).   Thus, transformative learning has become an important option for individuals to have, and to experience as this could enhance one’s potentiality and the ability to cope with the increasing pressures of the day to day circumstances.   It is quite common that there are circumstances that sometimes difficult to handle especially when encounter engine trouble along the way with no one else to help.   This often poses problem not only in matters of schedule but in physical safety as well. International Association for Continuing Education and Training, Juanita S Stein and Shanan Farmer stated that transformative learning â€Å"opens door to substantial learning experiences that can be cultivated in a life long scope of practice† (p. 199).   They pointed further that transformative learning provides a perspective and can be associated with strategies that will cultivate an approach to reflective practice, cope with change, and create solutions that will be indigenous to the participants† (p.   199). Design and Implementation Since there are not many resources for an established design and implementation of transformative learning in the university context, here is a practical design and implementation of transformative learning in the university context. The university will adopt a non formal yet practical education in basic and practical know-how which offers basic knowledge and skills in the following fields of experience: Car engine trouble shooting, plumbing and basic life saving technique. This course is designed to equip and empower students to handle unexpected problem by them particularly in a situation where help is not possible. This course is a two months program which classes are to be held every afternoon on Saturdays. The concept of this program was derived from an information relates by Fordham University at an international conference in Williamsburg USA in 1967, about a growing â€Å"world educational crises† Non formal Practical education will offer practical education which aim not only theoretically well feed but also practically well rounded. This short-term program has to be adopted by the university as an arm of the university in helping out-of-school youth and adults.   This will be offered free of tuition fee except of miscellaneous expenses.   All applicants of this program must present requirements such as birth certificate, residence certificate, endorsement of the local community officials and good moral character from previous school attended for out-of-school youth.   Those who can complete the program will be given certificates of compliance which he can use in applying for a job and for any purpose it may serve him or her. The classes will be held every Saturday afternoon within the duration of four months during regular classes, and two months during summer classes in which classes are held during Saturdays and Sundays. Critical Discussion of the Design and Outcome Non-formal education is a two-month course designed to provide students a new perspective, a new experience that will help them ‘cope with change and create solutions that will be indigenous to the participants.’ In this course, the experience that the students get will help them realize that they have potentials and they could explore based on this new experience. As they ponder upon their lives, they will come to know themselves in terms of their potentials.   As Jack Mezerow defines transformative learning, â€Å"it is the process by which we transform our taken-for-granted frames of reference† (as cited in Eric Digest).   That is, perspective mindset, habits, and mind to make them more inclusive, discriminating, open, emotionally capable of change, and reflective so that they generate beliefs and opinions that will prove more time or justified to guide actions. By participating in the non-formal practical education, as Nancy Franz stated, â€Å"the goal of transformative learning theory is the empowerment through critical reflection for a more participating learning society; the participants are expected to become socially involved particularly if anyone is need of help.   This non-formal practical education is designed to equip and empower participants with practical know-how.    It means that the participants develop a new meaning or perspective of their experience from a new context derived from triggering events and through conversation with others to assess and justify their own assumptions. Thus, transformative learning has become important thing for every adult individual to have and to experience as this could enhance one’s potentiality. Reflection Most of the students who have undergone non-formal practical education are quite confident and has developed a sense of self-worth knowing that they are not only professional who are experts in office or business related matters.   Confident that in a sense, they knew that within them are the technical skills they have developed out of their new experience. The knowledge that they got from this experience have transformed their minds from a helpless-need help individuals at particular circumstances to-do-it myself attitude.   The transformation of their mindset has enable them to face and to cope up with day to day real life challenges with a sense of pride that they could handle even the worst case scenario. Most of all, the program give the students a hope and an opportunity to gain skills which they can use in order to survive in this world.    Work Cited Franz, Nancy 2007. Adult Education: Theories Informing Cooperative Extension’s Transformation.   Journal of Extention. http://www.joe.org/200/February/a1.shtml. Stein, J Farmer, S. 2004.   Connotative Learning: The Trainer’s Guide to Learning Theories and Their Practical Application to Training and Design. International Association for Continuing Education and Training.   USA: Kendall Hunt    Paechter, Carrie 2001.   Knowledge, Power Learning.   London: Sage Publication    Smith, Mark 2007.   Infed. http://www.infed.org/biblio/b-nonfor.htm ‘Transformative Learning in Adulthood.’ ERIC Digest no. 200. http://www.ericdigests.org/1999-2/adulthood.htm

J.D. Irving Limited (JDI) Business Analysis

J.D. Irving Limited (JDI) Business Analysis J.D. Irving Limited (JDI) is a 128 year old organization, based out of New Brunswick, Canada. This organization have over 15,000 employees with business units in Transportation, Shipbuilding Industrial Marine, Forest and Forestry Products, Retail, Industrial Equipment, Construction Services and Building Materials, and Consumer Products. Their value principles include uncompromising quality, committed service to consumers; focus on continuous improvement and innovation, positive influence to communities and ensuring a sustainable environment. Family values ensure strong-hold of current business lines, and the management is averse to spinning-off or divesting non-contributing business units, due to outdated corporate philosophy. Horizontal diversification allowed JDI to use their resources efficiently, and create economies of scale and scope. Vertical diversification runs parallel with the historical company strategy to scale up to a business, from inception to launch including retailing of the product, and its supporting infrastructure. Even though there are many pointers across the organization that suggest a restructuring is to be done on the current organizational structure, their current strategies have ensured a constant level of success over the years and the presence of multiple business lines, have ensured that no one business line goes out of business, with the introduction of the cross-selling concept. We feel that J.D. Irving has passed the better-off test, but not with flying colors. As a part of our recommendation, we believe that a few non-core business lines would need to be divested, and they would need to focus on streamlining and reducing costs, with increased efficiencies across business lines, with the possibility of looking into emerging markets to either off-shore or outsource parts of their businesses, which would in-turn reduce costs and increase profit share. Company Analysis: J.D. Irving, Limited (JDI) is a diverse family owned company with operations in Canada and the United States. For over 125 years, their focus has been on providing quality service and products to customers in Americas and Europe. Although its roots are in forestry and farming, JDI is nowadays diverse group of companies, including that continues to make such forest products as paper, pulp, lumber, and corrugated material for packaging. JDI has expanded in transportation, shipbuilding, industrial services, construction, retail and food processing. In addition, the company owns Brunswick News nearly monopoly in regional media. With a focus on creating an aligned and engaged workforce across various industries, JDI offers both internal and external competency-based development, tailored to individual needs. Their way of doing business includes effective communications, fairness, dynamic leadership, healthy corporate culture and work/family policies. The use of Lean and Six-Sigma methodo logies combined with a strong focus on team and employee engagement is what drives their culture of Finding a Better Way, Every Day!.  [i]  This report closely examines the JDI Groups corporate strategy / rationale and identifies the main issues faced by JDI with appropriate recommendations from our analysis. The Irving Family Values: As a family stronghold, the Irvings have amassed a large fortune, and rank 212 on Forbes 2010 billionaire list  [ii]  . They have managed to keep together a group of 250 privately-owned companies, worth over $7.1 Billion, intact, with plans to restructure to cater to the ambitions of a new generation of Irving owner-managers. Irving Oil, was founded by K.C. Irving, and has been run separate of the rest of the group for decades. (Management Hierarchy- Exhibit 1) When James Durgavel Irving started and K.C. Irving developed the company, they faced very few competitors, and preferred to be their own customer, a philosophy still intimately followed by the current generation of owners. K.C. Irving was a master of vertical integration. The ideology of forming a company, to become a supporting pillar for their core businesses was instilled in the early 1900s, and is still a major component of their success to this day. K.C Irvings three sons, James (J.K.) handled the Forestry business, Arthur handled the Oil business, and Jack handled the Construction unit. This generation never strayed away from the resource-based, core industries that have generated the Irvings billions.  [iii]  The Irvings were are core capitalists by nature; they rarely buy and sell, prefer to build from scratch and usually keep what theyve built. Their corporate culture revolved around efficiency and speed, in terms of decision-making, another aspect which entailed managin g the empire within the family and not going public. Corporate Rationale: Across the years, the Irving business has diversified and integrated, resulting in the current mix of seven industries: Forestry Forest Products, Transportation, Shipbuilding Industrial Marine, Retail Distribution, Industrial Equipment, Construction Services Building Materials, Specialty Printing, and Consumer Products (Exhibit 2). Irving Oil, being out of scope of this report, has also affected synergies and development of particular JDI transport and logistics businesses. Various factors have contributed to JDIs current business processes. An insufficiently developed business environment and infrastructure, in the early 1900s, in East Canada, resulted in the need to create missing value chain elements. Control over the entire value chain, in addition, allowed JDI to sustain high quality of their products, deal with insufficient and/or expensive distribution processes. Horizontal diversification, on other hand, allowed JDI to use their resources efficiently, and create economies of scale and scope. Initially, JDIs competition in New Brunswick should have been fragmented and irrelevant, allowing the company to gain competitive advantage, across their business portfolio. The company diversified into industries such as Transport, to support their core businesses. For a family business, diversification gives an opportunity to hedge risk, associated with commodities and concentration mainly in a single geographic region (Canada and Northern parts of the US) . (JDI business structure Exhibit 23) Vertical Integration: J.D. Irving has multiple business units which associate to and piggy-back on each other. This runs parallel with the historical company strategy to scale up to a business, from inception to launch including retailing of the product, and its supporting infrastructure. The company assumed ownership of a business from end-to-end. From our analysis, we can infer that for the Forest Business line, The Forest Management formed the core which branched out into Pulp and Lumber. Pulp meshed with Corrugating Mediums, Tissue and Paper which in turn corresponded to retail companies such as Chandler (Packaging), Irving Tissue and Plasticraft respectively. It is likely, that Irving paper is used to print Brunswick News magazines. The Lumber division corresponded to Shamrock Truss, Kent and Kent Homes (having its own correlations with Gulf Operators Atlantic Wallboard). Parallel to this was the Shipbuilding vertical with sub units of Marine Construction (with correlations to Harbour Development an d Heavy Equipment), Ship yards (with correlations to Kent Line and JDI Logistics), Atlantic Towing and Facilities, Technical and MSPV Services arms. To support distribution of the respective lines, a Transportation Logistics vertical comprised of Midland, RST Industries (correlating to Universal Truck Trailers), and Sunbury and NB Railways (supporting the lumber industries). The only department holistically shared across the board, according to our research, is a common Information Technology Department.  [iv]   Horizontal Diversification: Unrelated Diversification: JDI owns businesses starting from forestry and ending with retail of consumer goods, French-fries, railways and port services. While they all make the Irving Group, operating environment and coordination of individual businesses might be relatively autonomous. Some businesses, such as personal care products, are little related to any of Irvings core branches. JDIs unique geographic location and ability to acquire large capital over time helped the company to be significantly superior to its competitors, and gave advantage to make long-term, capital intensive investments. Irvings also to large extent control the general business environment in New Brunswick, employing one in 12 workers  [v]  and owning most of regional media presence in diverse businesses helps to increase their influence. Few other factors give advantage to their chosen diversification plan: JDI family business culture, and strong capabilities of its members to build and strengthen businesses. Related Diversification: Despite the initial diverse categories, almost all of JDIs businesses are grouped under four main categories forestry, oil, shipbuilding, and transport, which connect with each other. This allows JDI to be better off, by making wood a multi-purpose asset; allowing them to employ synergies of resources. For instance, pulp and lumber businesses use the same resource from JDI forestry operations. Similarly corrugating medium, tissue and paper businesses all use inputs from JDIs pulp business, while Kent, Kent Homes, and Shamrock Truss all use lumber. Additionally, JDI has strong brand and company reputation to extend it to other businesses. Cross-selling (one-stop-shop):// BrandLooking at JDIs corporate structure, the company tends to fully own its businesses. Probably, this has developed historically with an insufficient institutional context. Nowadays, taking into account, that JDI owns entire value chains, being a private company, they have a full control over information and resource allocation amongst their businesses. Over the years, JDI has strategically placed itself as an important business empire in Canada. But this has come at a cost. They have been constantly rebuked and pulled to court due to environmental concerns, caused by costly mistakes, but their holistic corporate outlook towards the environment and social responsibility have negated the effects of these pitfalls.Recommendations: Over the years, JDI has strategically placed itself as an important business empire in Canada. The companys businesses are well integrated and diversified, giving JDI opportunity to solve challenges, which came across in different times, and eventually presence in many strategically important industries in New Brunswick (Exhibit 4). Due to lack of financial information, we cannot pointedly suggest divestures or spin-offs of any business lines. However, we feel that JDI should be less diverse and control its current portfolio to suit todays business needs. The name has diluted over time, for example, with the acquisition of a diaper company. JDI as a corporate parent can add workable value to its businesses by investing into sustainable expertise. The corporate concept of not selling businesses might lead to sustained losses over time. With the state of the current global economy and with the prices of oil being drastically low as compared to a few years ago, running end-to-end businesses in Forestry, Shipping and Transportation makes little sense, especially when many of the processes can be outsourced or off-shored, to emerging markets, where low costs of labor and raw materials, would substantially increase profit margins. Our recommendation would be to retain the core oil and ship-building businesses, with some core aspects of logistics and consumer products and equipment manufacturing to be moved to less costly markets, so as to increase overall gross margins. They would need to divest non-core businesses, which were aimed at short-term profits and look to create a sustainable company. For J.D. Irving, philosophies and policies should be formulated in a way that they can be strategically changed with time and environment. Over the years, JDI has strategically placed itself as an important business empire in Canada. But this has come at a cost. They have been constantly rebuked and pulled to court due to environmental concerns, caused by costly mistakes, but their holistic corporate outlook towards the environment and social responsibility have negated the effects of these pitfalls. Due to lack of financial information, we cannot pointedly suggest divestures or spin-offs of any business lines. However, we feel that JDI should be less diverse and control its current portfolio to suit todays business needs. The name has diluted over time. JDI as a corporate parent can add workable value to its businesses by investing into sustainable expertise. The corporate concept of not selling businesses might lead to sustained losses over time. With the state of the current global economy and with the prices of oil being drastically low as compared to a few years ago, running end-to-end businesses in Forestry, Oil, Shipping and Transportation makes little sense, especially when many of the core processes can be outsourced or off-shored, to emerging markets, where prices of labor and raw materials, would substantially increase profit margins. The management has made some efforts into moving into international markets, but they have diluted their core businesses by moving into potato production and diaper companies. Our recommendation would be to retain the core oil and ship-building businesses, with some core aspects of logistics and consumer products and equipment manufacturing to be moved to less costly markets, so as to increase overall ROI. They would need to divest non-core businesses, which were aimed at short-term profits and look to create a sustainable company and to not restrict themselves with a policy of corporate philosophy. Philosophies and policies should be formulated in a way that they can be strategically changed with time and environment. Irving Corporate Scope J.D. Irving key strengths S1: Business Diversification S2: Long term focus, fast and concentrated decision making process S3: Overall control of business environment in New Brunswick S4: Patent family capital and financial capacity S5: Economies of scope and scale S6: Strong corporate culture J.D. Irving key weaknesses W1: Difference in business profitability in vertical value chains W2: Family dynamics potential conflict amongst 4th generation members W3: Unclear boundaries between family and business interests Key opportunities O1: Divesting non-performing assets and offshoring labor intensive processes to emerging markets O2: High barriers to entry many JDI industries O3: Proximity to major economies like the US and Europe S1, S4, S5, S6, Q1, Q3 JDI business diversification and financial strength allows the company to capitalize on close proximity to main developed markets, while gives an opportunity to offshore businesses to emerging markets Create synergy between low cost manufacturing and operations, and established access to profitable markets W2, W3, Q2 Various aspects of family relations and interests might negatively affect JDI development   Use the companys strengths, such as low competition, to overcome family related inefficiencies Key threats T1: Volatility and cyclic performance in global wood, paper and faming industries T2: Declining revenues in shipping industry T3: Increasing operating costs and overheads T4: Increasing competition in transport industry S2, S3, T1, T2, T4 JDI business diversification and low competition in the regional market can help the company to deal with higher risks, volatility and declining revenues in a short term Maintain business portfolio, which allows to avoid cyclical downturns in particular industries W1, T3 Less attractive value chain parts can harm JDI long term profitability Evaluate profitability of all business processes and outsource those, which do not add value to the company Source: JDI analysis, IBIB World industry reports for paper, oil, and transport industries

The Alamo :: Essays Papers

THE ALAMO In San Antonio in early 1836, 6,000 Mexicans marched to The Alamo to fight a groups of Texas of 187 strong, They were led by Colonel William B. Travis. During 10 days of fighting, the Mexicans climbed over the wall’s of The Alamo., to defeat the Texans they killed a woman . her baby, and a slave were killed. Among the dead were frontiersmen Davy Crockett and the Bowie brothers. Following, is a description of how the Alamo fell. On February 24, 1836 Colonel Travis wrote a letter requesting aid in his own handwriting to all the people of Texas and all Americans. It was carried to Gonzales by Captain Albert Martin, It was first delivered upon his arrival on the Feb 25th to Smithers. Who then carried it on the San Felipe on the Feb. 27th. His letter explained the difficulty him and his men were having defending The Alamo against Santa Anna and his men. At the end of the letter he explains that if they do not receive aid, then they will fight till VICTORY OR DEATH. He also explains that, to this point, no men has lost his life. Following is an exact replica of his writing. COLONEL TRAVIS LETTER: â€Å"Commandancy of the AlamoBexar, Fby. 24th, 1836 To the People of Texas and All Americans in the World Fellow Citzens & Compatriots---I am besieged, by a thousand or more of the Mexicans under Santa Anna---I have sustained a continual Bombardment & cannonade for 24 hours & have not lost a man---The enemy has demanded a surrender at discretion , otherwise, the garrison are to be put to the sword, if the fort is taken---I have answered the demand with a cannon shot, & our flag still waves proudly from the walls---I shall never surrender or retreat. Then, I call on you in the name of Liberty, of patriotism, & everything dear to the American character, to come are tour aid, with all dispatch---The enemy is receiving reinforcements daily & will no doubt increase to three or four thousand in four of five days. If this call is neglected, I am determined to sustain myself as long as possible & die like a soldier who never forgets what is due to his own honor & that of h is country.

Effects of Globalization on Small Enterprises Essay

The business world has witnessed a transformation in past years. Technological innovations, cultural progress, and connectivity have all influenced the habits and customs of businesses all across the world. Globalization has been behind this change, fuelling the revolution and shaping the businesses and society of today. Globalization is defined as â€Å"the process of interaction and integration among the people, companies, and governments of different nations, a process driven by international trade and investment and aided by information technology.† This process has had effects on culture, society, business, consumer habits, and more. Globalization has also had notable effects on small businesses and economists anticipate more effects to come. Globalization is a phenomenon that has been present for many years and has a long history. It really began to take effect after World War 2; this is described as the resurgence of globalization. Certain agreements have driven globalization, notably the North American Free Trade Agreement (NAFTA) which was signed in 1994 creating a trilateral trade bloc. Since, globalization has become rampant and has greatly influenced trade, competition, and small businesses. Globalization’s impact on small businesses has been both negative and positive. This impact can be seen on the macroeconomic level and affects gross domestic product greatly, as small businesses contribute largely to GDP. However, globalization has created multinational corporations with untold power – which has received a plethora of criticism and accusations of corruption and bribery leading to a significant disadvantage for small businesses. However, these days, globalization has made it possible for small enterprises to finally outsource certain tasks, thereby increasing productivity, lowering prices, and becoming more competitive against their contenders. Ultimately, each country has unique issues when it comes to market globalization and must adopt varied measures to combat these difficulties. Economists are able to project trends using different variables to understand what will come in the future and act accordingly. Globalization has provided solutions to certain problems small businesses faced while introducing new problems in their wake. Effects on the Macroeconomic Level Globalization’s impact can be felt on the macroeconomic level. The development of integrated economies creates changes on the aggregate economy of countries which affects a multitude of phenomena ranging from unemployment to price levels. These changes have an especially impactful effect on small businesses as multinational corporations pose threatening competitors and are able to offer lower prices. Conversely, globalization has also provided larger markets with untapped potential. The advantages and disadvantages posed by globalization upon small businesses each have negative and positive consequences and shape business and trade today. Globalization breaks down barriers and encourages trade among different countries. This, in turn, provides many new potential customers, suppliers, and partners – each with different needs to be met. The increased possibilities can be useful for small businesses to gain new customers and create brand loyalty. However, globalization can also go awry for small businesses. With expansion and rampant trade as the status quo, multinational corporations can infiltrate different countries and eradicate small, local businesses that had once dominated the area. A concrete example of this is the effect Walmart often has on their locales. Ana Kasparian, co-host of the talk show, The Young Turks, asserted, â€Å"If you bring in a Walmart†¦ those local businesses are gone.† For instance, after a Walmart opened in Chicago, 82 small businesses in the area closed within two years. Joe Persky, an economics professor at the University of Illinois Chicago, illustrated the occurrence saying, â€Å"No matter which direction you go from Walmart, there’s a very high rate of business closures in the immediate vicinity, and the further away you get there’s less and less.† Multinational corporations, with brand names that are recognized world-wide, become more popular than intimate, local businesses. In this way, globalization can replace small businesses and have a dangerous effect on the security of small business owners. The creation of international markets can be attributed to today’s globalized economies and small businesses benefit greatly. Industry Canada reported that in 2002, 84% of exporters were small businesses. This is especially beneficial as technological innovations and increased connectivity have allowed countries to manufacture more goods and services than they can consume and exportation provides a new market for increased consumption of these goods and services. Open trade also allows for countries to specialize in the domains in which they have what economists refer to as â€Å"comparative advantage.† When countries specialize in the fields which pose the lowest opportunity cost, this increases productivity and minimizes loss, which creates efficiency and synergy for all parties. Globalization allows for small businesses to export. In the past, importing and exporting was only a possibility for large corporations as they could absorb the cost. Now, globalization has become accessible – even to small businesses – which allows them to compete on the international scale. Consequently, small businesses are able to focus in the areas where they thrive, producing goods and services efficiently, and positively contributing to their country’s gross domestic product and overall productivity; increased productivity is an indicator of a superior quality of life. The negative effects of globalization are often felt most intensely in developing countries. The opening of borders increases emigration from developing countries and it is often the country’s most productive, educated, and innovative members of the population who leave the country to explore opportunities elsewhere. This phenomenon is described by economists as the â€Å"Brain Drain† and can strip a developing country of the most talented members of their labour force, throwing them into an even larger disadvantage compared to developed countries. This migration means that small businesses have less human resources to choose from, rendering them less productive. Corporate Money in Politics Globalization has created multinational corporations with power in various countries and enormous wealth. This wealth gives these multinational corporations advantages that many argue are unfair. Corporate money in politics is a topic of wide discussion in the present economic circumstances. In 2010, the court ruled in the case of Citizens United v. Federal Election Commission that money is â€Å"political speech.† This ruling allowed for corporations to provide unlimited donations to political campaigns. Since, many have protested the influence corporate money has on political decisions, saying that corporations donate to politicians to get certain benefits – a term coined as â€Å"legalized bribery.† This bribery was revealed in a New York Times investigation which found that a Walmart built in Mexico in 2004 bypassed certain zoning regulations which prohibited any building near ancient pyramids. The report announced, â€Å"Walmart was a corrupter offering large pay-offs to get what the law otherwise prohibited†¦ It used bribes to subvert democratic governance – public votes, open debates, transparent procedures. It used bribes to circumvent regulatory safeguards that protect Mexican citizens from unsafe construction.† The most powerful claim in the story was that Walmart used money to gain an advantage against fellow competitors: â€Å"It used bribes to outflank rivals.† Small businesses do not have the financial assets to compete with multinational corporations in terms of political donations. Since these donations often have significant consequences in political decisions, small businesses find themselves disadvantaged as they do not have the same financial or political power as multinational corporations. In this way, globalization has had a negative effect on small enterprises. The power disparity creates an uneven footing for small businesses and forces them to remain in the shadows of large, multinational corporations. Investments Investment is defined as â€Å"the conversion of money into some form of property from which an income or profit is expected to be derived.† Globalization has also impacted investments greatly in past years. Since the world has become more connected, individuals and corporations have begun allocating their resources to foreign investments at a rapid pace. Foreign direct investments (FDI) are defined as â€Å"flows of money into a country that purchase a lasting stake in an enterprise for a foreign investor.† Now, many people hold shares or investments in companies originating in countries other than their own. These investments are significant as they affect the gross domestic product of countries. Additionally, the manifestation of foreign direct investments is especially important to small businesses as they do not thrive in this field. Individuals and corporations are more willing to invest in multinational corporations with long histories, reputable names, and monetary excess. Small businesses, which are less known, are less likely to receive assets in the form of investments as people view this type of investment as risky since they do not feel they know as much about the company and the future profitability of their investment. This largely contributes to the low survival rates of small businesses. Industry Canada’s findings reveal that only 51% of small businesses survive beyond five years. Contrarily, multinational corporations have much longer life spans. For instance, Coca Cola was founded in 1886 and continues to be a household name and an extremely profitable enterprise. The lack of foreign or domestic investments in small businesses is hugely disadvantageous to small businesses in the global market and international economy. This is a domain in which small businesses are still far less developed than large, multinational corporations. Outsourcing and Pricing In the past, outsourcing, a means to reduce costs by allocating certain tasks to outside suppliers rather than completing the tasks within the company itself, was reserved for big corporations as it was extremely expensive and small businesses did not have the financial assets to take on such a task. This meant that large corporations could greatly reduce their costs of production, hence reducing the price of the good or service and rendering themselves more competitive and even more favoured by consumers over small businesses. These days, that is not the case. Technology has transformed and progressed enormously in recent years. This has allowed small businesses to outsource jobs in a cost-effective manner, which reduces their costs, increases their productivity, and renders them more competitive. Now, outsourcing is a real possibility for small businesses. Outsourcing is often international; globalisation has hence played an important role in this phenomenon. â€Å"More small businesses are outsourcing tasks these days because technology has advanced to the point of professionals being able to work from anywhere in the world, coupled with the availability and accessibility of extremely qualified professionals who have decided or been forced to leave the corporate world,† Laura Lee Sparks, owner of Legal Marketing Maven, says. â€Å"These freelancers come on board as subcontractors and save the small business owner the burden of paying overhead associated with payroll taxes and expenses such as health insurance and worker’s compensation, as well as the space constrictions that growing a company in-house can present.† Small enterprises focus on outsourcing three major types of jobs. The first are jobs that require highly skilled, or executive, expertise. These jobs are outsourced to analysts outside of the company who can provide insight into the situation and give constructive feedback. The second type of job that is often outsourced by small businesses is highly repetitive tasks. Menial tasks are outsourced so that the workers of the enterprise can focus on strategic and tactical decisions and focus on the big picture of the company rather than bother themselves with unnecessary distractions. Lastly, small businesses often outsource jobs that require specialized knowledge. This outsourcing is increasingly important since globalisation has increased competition. In order to survive, and especially to thrive, businesses must find ways to produce goods and services in the most cost effective way possible. Consumers are always looking to buy the product for the lowest price and the highest quality possible. By outsourcing and reducing costs, small businesses have become attractive options for consumers looking to make a cost-effective purchase of goods or services. In this way, globalization has positively affected small businesses by giving them an avenue to rival against multinational corporations. Outsourcing overseas is even more profitable for small businesses. Products made overseas are much cheaper since the minimum wage laws in different countries vary and are often much lower in certain countries. Additionally, the worth of currency in more developed countries counts for significantly more than the currency in other countries, making the cost of salaries and production much lower. For instance, many American businesses choose to have production operations run in China because of the cost effectiveness of this decision. Wage laws in China are extremely deregulated, allowing businesses to underpay their workers. Although this poses significant moral dilemmas, from an economic point of view, it is very profitable for small businesses who can now exploit this means of saving money. Since this has become an option for small businesses, they have become greater rivals and much more competitive in the international marketplace. Globalization has opened this door for small businesses and provided an avenue for increased wealth. Policy Issues and Recommendations When it comes to market globalization, every country has their share of policy issues and problems. Canada has three main issues that slow down their SME’s in confronting the challenge of market globalization. Firstly, the Canadian monetary policies have affected the value of the Canadian dollar resulting in reduced competitiveness. The goal intended for the Canadian monetary policy was to limit inflation, while ignoring Canada’s global objectives such as the competitiveness of the dollar on markets and job creation. As a result, Canada has interest rates that are higher than their competitors, which unfortunately creates overvalue in the Canadian dollar. Secondly, increases in investment in both tangible and intangible technologies are needed for the competitiveness of SME’s. Canadian enterprises competitiveness, results from the transfer of new tangible production technologies, such as plant and equipment. However, Canada should also gain competitiveness from intangible technologies, such as management and staff training, as well as new forms of internal and external organization. This equal investment of intangible and tangible technologies will result in the creation of partnerships, which in the long run will connect small and large enterprises while provoking innovation and maintaining flexibility among members. Thirdly, access to information is an important factor that the Canadian SME’s are lacking. SME’s need management that is well informed about different markets and international competition, so that human and organizational resources can effectively reply to the opening up of markets. Subsequently, Canadian SME’s need a new macroeconomic policy, an equal investment in tangible and intangible technologies, and access to information about specific markets, in order for them to meet the new challenge of the global economy. The globalization of SME’s has various different implications for policy issues at a national, local, and international level. Below is a table that describes the possible country initiatives suggested for each policy issue on a national and local level. Policy issue Possible initiative Start-ups and competitiveness Emphasize international competitiveness in start-up assistance and targets. Information access First-stop and one-stop shops that can advise both domestic and foreign clients. Management Advisory consultancy programmes to integrate international advice. Technology International technology exchange programmes. Finance Export finance and guarantee programmes. On the national and local level, Canada needs to focus on proper plans, strategies, and policies. As previously stated, Canada needs to focus on their information access, their management, and increasing their competitiveness. Given these initiatives, it is important to focus on programmes that are cost-effective in order to increase international competitiveness and avoid destructive competition between borders. A management and human resource development programme will give training in skills specific to international activities such as export management. For example, the Kunto programme in Finland works by first analyzing the SME’s needs, strengths, and weaknesses, and then teach how to develop export markets. Other programmes such as information access, gives the SME an advisory service to help them with information about regulations, market conditions, etc. For example, the Canadian Business Service Centres provide a central point of contact for SME’s when seeking information, and also work with the private sector. Canada could benefit from these programmes, and many more, when dealing with national and local policies towards SME’s. However, on an international level, SME’s will need to recognize the dynamic of the entrepreneurial engine of growth that they provide. SME’s need better development of better infrastructure and once again, finding the best programmes and practice policies. Below is a table that describes the possible initiatives suggested for each policy issue on an international level. Policy Issue Possible initiative Access to information Work toward common standards and formats for the provision of government information. Access to markets   Establish simple notification procedure facing market access problems. Business incorporation Examine future requirements for legal recognition of emerging structures. International finance Convene a forum of SME finance-providers to investigate feasibility. Competition policy Continue work to establish international comparability and recognition of competition law principles. General and future trends Although SME internationalization is difficult, based on the eighteen OECD countries, and eight Asian economies, there has been a final analysis made for general trends and key features of SME globalization. Firstly, SME’s contribute between 15 and 50 per cent of exports, between 20 and 80 per cent of SME’s are exporters, and they contribute between 25 and 35 per cent of world manufactured direct exports. Secondly, SME internationalization has been found to be greater in smaller open economies and less in larger, and more self-contained economies. For example, in large economies such as France, SME’s contribute 30 per cent of exports. However, in small economies, such as Denmark, SME’s contribute 50 per cent of exports. Additionally, in countries for which information is available, SME’s have increased their international role. For example, in Finland they increased their share of exports from 17.8 per cent in 1987 to 23 per cent in 1991. Also, approximately 10 per cent of SME’s are engaged in foreign direct investment, and 10 percent or more of foreign investment is attributable to SME’s. Lastly, less than 40 per cent SME’s are reasonably protected from any effects of globalization. Now that we know the general trends of all international SME’s we can look at the specific trends for Canadian SME international activity and compare where we stand amongst the general trends of SME’s. First of all it is important to know that there are three main types of Canadian SME exporters. The first is the opportunist exporter, where a firm adopts a mostly reactive strategy, with little resources devoted to pursuing international opportunities. The second is the exporting SME in transition, where the firm is in the process of moving toward a more sustained and consistent approach to international activity. Lastly, the professional exporting SME is a firm that is committed to sustained international activities, which is a more professional approach. In Canada, about 14 per cent of manufacturing SME’s export products, but most of the products only export less than 20 per cent of their production, and most of that percentage goes to the United States. However 2 per cent of those SME’s have increased their exports to other countries besides the United States, and can be recognized as fully global. Approximately 25 percent of manufacturing SME’s, and 20 per cent of general SME’s are at risk of being directly exposed to increased international competition, and thus unlikely to survive in their present form. The remainder of SME’s which is around 27 per cent, are already exporting or they have export potential, and thus globalization creates new opportunities. After having read the general trends analysis of international and Canadian SME’s, one may ask themselves, what will happen in the future? Unfortunately there isn’t enough statistical information to establish a baseline of present level and pattern. However, with the available information, there has been an estimation of likely trends. It is suggested that the level of SME globalization will continue to increase, and there are 5 reasons why it is expected to do so. Firstly, international trade opportunities will increase as a result of WTO (world trade organization) agreements, along with a number of international agreements for trade liberalization and reduction of non-trade impediments. Secondly, as the level of globalization of industry increases, so will the level if SME globalization. Thirdly, there will be a self-generating expansion. The learning-by-doing is likely to help accelerate the process of SME globalization. Furthermore, technological advances in communications and computing will continue to make it easier and cheaper for SME’s to operate internationally. Lastly, globalization of SME’s is not a policy itself, however it is an important factor in economic development. Governments can be expected to pursue policy initiatives to increase global competitiveness of their SME’s. These five factors are likely to affect the three main industry groupings in different ways. SME’s in mature conventional industries and markets are likely to be able to grow at a rate slightly exceeding that of world trade growth. Restructuring in the mature global industries and markets is likely to limit the potential for SME’s to grow at more than the rate of growth of world trade. Additionally, the opportunities for international growth in excess of the trade growth rate are most likely to be taken by larger firms that organize smaller and more specialized SME’s. In conclusion, SME internationalization will proceed faster than the rate of growth of domestic SME’s, and it is also predicted a structural shift in importance toward new and niche markets. Conclusion Small businesses have made many adjustments due to the effects of globalization. Globalization has provided avenues for increased productivity and competitiveness but has also pushed small businesses into dilemmas, including competing against multinational corporations. Small businesses have played a significant role in the makeup of various countries’ economies and will continue to play an important role. However, now, it is important to study the effects of globalization in thinking of future steps and goals in small businesses. Globalization has had both negative and positive effects on small businesses. More than ever, it is important to learn how to take advantage of globalization and operate in the international marketplace.

Royal Army WW2 Letter Home

Dear Delyla, I'm sorry I haven't been in touch lately; things have been getting really bad over here. There are talks about going over the top but it must be nonsense, we'd all get killed if we did. I hope you all are well. My foot is getting better but I think it will be a long time before I'm fully recovered, the bullet only skimmed my ankle so I was quite lucky I can still walk. Thank you for the pictures, it's been a long time since I've seen your face and I was starting to forget it! It gets so hard out here sometimes you wouldn't believe. You try to sleep at night but there's a constant ringing in your head from the bombs going off and the guns being shot. Then there are the injured soldiers, god bless them for being braver than the rest of us, but it has been there downfall. The screams of pain are agonizing so much so that you yourself feel as though you are also dying a slow and excruciating death. I look at you and it makes me happy for a while, but then I think why I am here and it devastates me. I long to be with you again, to hold you in my arms, to feel your long golden mane flowing through my hands. I miss you dearly. Without you I am nothing. I long for the day I see you again my dear. The thought of what is to come is unbearable, if I was to die I would never forgive myself. But then again I have to fight for my country. There is power to be regained and you who I love the most and many more are counting on me and thousands to pull through and win this conquest. We all pray to God each night to help us, and I ask you to pray for us too. The boiled sweets that you sent me are delightful! I never ever thought that one day I would cherish the taste of a boiled sweet in my mouth! From this exuberating experience I have learnt so much. I now see the world in a completely different light. Its like the saying, you never know what you've got till it's gone, and now I know! I will never again take for granted the small things in life, and if and when I get back I plan to write a book about my hardship. People deserve to know what all us thousands of courageous soldiers have been through, as it should never be brought upon any sole again. We should all be able to get along in life, nobody should lose lives for the sake of such trivial things as land and belongings, its ridiculous. If only us men weren't so obsessed with power. If this be my last letter to you then I want you to know something. I love you more than anyone could love anyone or anything, ever. I think about you every minute of every day and it pains me so much to think of what you are going through without me, having to cope with our young baby and what not. But believe me, I would change it if I could. If this be the end then I bid you goodbye, my one and only love. I will meet you again in a place not so far away and we will be together forever once more. I'll love you for eternity. Mr.Jimbob Jones

Biography of Frederick Douglass

Biography of Frederick Douglass The biography of Frederick Douglass is emblematic of the lives of slaves and former slaves. His struggle for freedom, devotion to the abolitionist cause, and lifetime battle for equality in America established him as perhaps the most important African-American leader of the 19th century. Early Life Frederick Douglass was born in February 1818 on a plantation on the eastern shore of Maryland. He was not sure of the his exact birth date, and he also did not know the identity of his father, who was assumed to be a white man and likely a member of the family who owned his mother. He was originally named Frederick Bailey by his mother, Harriet Bailey. He was separated from his mother when he was young, and was raised by other slaves on the plantation. Escape From Slavery When he was eight years old he was sent to live with a family in Baltimore, where his new mistress taught him to read and write. Young Frederick demonstrated considerable intelligence, and in his teens he was hired out to work in the shipyards of Baltimore as a caulker, a skilled position. His salary was paid to his legal owners, the Auld family. Frederick became determined to escape to freedom. After one failed attempt, he was able to secure identification papers in 1838 stating he was a seaman. Dressed as a sailor, he boarded a train northward and successfully escaped to New York City at the age of 21. A Brilliant Speaker for the Abolitionist Cause Anna Murray, a free black woman, followed Douglass northward, and they were married in New York City. The newlyweds moved onward to Massachusetts (adopting the last name Douglass). Douglass found work as a laborer in New Bedford. In 1841 Douglass attended a meeting of the Massachusetts Anti-Slavery Society in Nantucket. He got onstage and gave a speech which riveted the crowd. His story of life as a slave was delivered with passion, and he was encouraged to dedicate himself to speaking out against slavery in America. He began touring the northern states, to mixed reactions. In 1843 he was nearly killed by a mob in Indiana. Publication of Autobiography Frederick Douglass was so impressive in his new career as a public speaker that rumors circulated that he was somehow a fraud and had never actually been a slave. Partly to contradict such attacks, Douglass began writing an account of his life, which he published in 1845 as The Narrative of the Life of Frederick Douglass. The book became a sensation. As he became prominent, he feared slave catchers would apprehend him and return him to slavery. To escape that fate, and also to promote the abolitionist cause overseas, Douglass left for an extended visit to England and Ireland, where he was befriended by Daniel OConnell, who was leading the crusade for Irish freedom. Douglass Purchased His Own Freedom While overseas Douglass made enough money from his speaking engagements that he could have lawyers affiliated with the abolitionist movement approach his former owners in Maryland and purchase his freedom. At the time, Douglass was actually criticized by some abolitionists. They felt that buying his own freedom only gave credibility to the institution of slavery. But Douglass, sensing danger if he returned to America, arranged for lawyers to pay $1,250 to Thomas Auld in Maryland. Douglass returned to the United States in 1848, confident he could live in freedom. Activities In the 1850s Throughout the 1850s, when the country was being torn apart by the issue of slavery, Douglass was at the forefront of abolitionist activity. He had met John Brown, the anti-slavery fanatic, years earlier. And Brown approached Douglass and tried to recruit him for his raid on Harpers Ferry. Douglass though the plan was suicidal, and refused to participate. When Brown was captured and hanged, Douglass feared he might be implicated in the plot, and fled to Canada briefly from his home in Rochester, New York. Relationship With Abraham Lincoln During the Lincoln-Douglas debates of 1858, Stephen Douglas taunted Abraham Lincoln with crude race-baiting, at times mentioning that Lincoln was a close friend of Frederick Douglass. In fact, at that time they had never met. When Lincoln became president, Frederick Douglass did visit him twice at the White House. At Lincolns urging, Douglass helped recruit African-Americans into the Union army. And Lincoln and Douglass obviously had a mutual respect. Douglass was in the crowd at Lincolns second inaugural, and was devastated when Lincoln was assassinated six weeks later. Frederick Douglass Following the Civil War Following the end of slavery in America, Frederick Douglass continued to be an advocate for equality. He spoke out on issues related to Reconstruction and the problems faced by newly freed slaves. In the late 1870s President Rutherford B. Hayes appointed Douglass to a federal job, and he held several government posts including a diplomatic posting in Haiti. Douglass died in Washington, D.C. in 1895.