Tuesday, September 24, 2019

Pretty woman is an appropriation of Pygmalion

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Our staff of freelance writers includes over 120 experts proficient in Pretty woman is an appropriation of Pygmalion, therefore you can rest assured that your assignment will be handled by only top rated specialists. Order your Pretty woman is an appropriation of Pygmalion paper at affordable prices with cheap essay writing service! Pretty Woman is an appropriation of the play by Bernard Shaw called Pygmalion, because it's characters, plot and central theme can all be closely linked. Both Vivian Ward's and Eliza Doolittle's transformation into society's ‘ideal women' undertakes the same central journey, with pivotal moments in character development similar to each other. Both women come from disadvantaged backgrounds, and through the help of their male counterparts, in the text, achieve confidence and self worth. Through the women's evolution of self, the narrative also enables the reader to see the society in which the characters are constructed, and how through the female's transformation society's attitudes towards the women are revealed. At their introduction into the texts, Edward Lewis and Henry Higgins both have no intention of ‘letting a woman into their life' but the major difference in the two texts is the transformation of the men's opinions. While Vivian's influence on Edward reaps a positive effect on his character, Higgins steadfastly retains his obstinate and stubborn nature.


Both Professor Higgins and Edward Lewis come from affluent and high-ranking social classes, where respect and power is earned through their education and high socio-economic status. In the first scene in Pygmalion, Professor Higgins is surrounded by all social classes as he observes their speech outside Convent Garden. As he begins to interact with the people in his surroundings, they are able to tell he is a gentleman, as the bystander notes ‘he's a gentleman, look at his boots'. Not only does this statement confirm Higgins' status in the social hierarchy but also portrays the message that in this realm, a person's dress is used as an indicator of their position in society. Higgins himself, as Professor of Phonetics, is successful at his occupation, this being deduced as he says to Pickering when questioned about whether his employment earns him a living, ‘Oh yes, quite a fat one.' He further elaborates by describing why his profession is so fruitful ‘This is an age of upstarts. Men begin in Kentish Town with 80 pounds a year, and end in Park Lane with a hundred thousand. They want to drop Kentish Town; but they give themselves away every time they open their mouths'.


Edward Lewis, moreover, is introduced in the text Pretty Woman, as a successful asset stripper who ‘buys companies and sells off the pieces'. Edward's social status is displayed by his ability to reside in the exclusive Regent Beverly Wiltshire Hotel. Through its luxurious setting, the Hotel depicts the notion that its residents would be very wealthy. Edward has been highly educated which is disclosed when Vivian and Edward discuss their schooling years, Edward tells Vivian he ‘went all the way', indicating he had extensive education, especially in comparison to Vivian. Edward must have had a privileged childhood as his ‘first car was a limousine' and his money earns him respect and power with his peers, such as Phillip Stuckey who says ‘I have pledged my life to you'. As Edward notes the influence of wealth when taking Vivian shopping, ‘stores aren't nice to people, they're nice to credit cards'. Edward earns Vivian the reverence of the store managers by telling them that he was going ‘to spend an obscene amount of money, so we are going to need a lot more help sucking up to us'.


In comparison, Eliza and Vivian come from poorer, almost poverty-stricken backgrounds, both selling their wares in order to eke out a living. Eliza sells flowers in order to make money but she is not very successful at her occupation, ingratiating herself to passersby at Convent Garden. She is not ‘a romantic figure' but this is probably a product of her poverty as Eliza's features are ‘no worse' than the other ladies at Convent Garden but is ‘very dirty' in comparison to them. Her appearance and clothes are unkempt as her ‘little sailor hat of black straw' had ‘long been exposed to the soot of London' and ‘her hair needed washing badly'. This portrays her as having very little wealth and a low socio-economic status as she is not able to dress like or look like a lady.


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Vivian's apparel also conveys her social standing and to a greater extent her profession as a prostitute. On Hollywood Boulevarde, where she sells her ‘wares', Vivian fits in with the other ‘working girls' with her revealing clothes, heavy make-up and her ‘boots held up by a safety pin'. She keeps her boots black by using a black permanent marker to erase any wear and tear on them, instead of, perhaps, buying a new pair. Vivian though, we know, is not wealthy. She cannot afford to pay her rent money for her small, run down, apartment and prefers to escape seeing her landlord by using the fire escape ladder. As she searches for her room-mate Kit, on Hollywood Boulevard, the viewer can see that the area is accustomed to prostitutes, drug-dealers and, as Vivian happens to stumble on, dead bodies.


As she later relates the discovery of seeing ‘a girl pulled out of a dumpster' to Kit, she asks afterwards ‘Don't you want to get out of here?', obviously indicating that she dreams of a better life for herself. This aspiration is also shared by Eliza, for even before contemplating the idea to visit Professor Higgins for elocution lessons to become a flower-girl, she returns home to her squalid lodgings, ‘dreaming and planning' what to do with her ‘new riches' to better her life. Pinned up on the wall of Eliza's small room is a portrait of a popular actor and a fashion plate of ladies dresses torn from newspapers, an example of Eliza wanting articles to aspire for to decorate her life.


Henry and Edward share the same viewpoint of women's positioning in their life. Both have had bad experiences towards women, with the former having an almost misogynistic viewpoint of the ‘fairer sex'. Edward has had troubled relationships, what with having an ex-wife and an ex-girlfriend. In the first scene of Pretty Woman, we see Edward in a telephone conversation with his girlfriend Jessica, who accuses him of only wanting her at his ‘beck and call' and that due to this, she speaks more to his secretary than to him. She ends the conversation by informing him that she will move out of their apartment, thus terminating their relationship. Later, as Edward bumps into one of his ex-girlfriends, congratulating her on getting married lately, he asks her whether she spoke to his secretary more than she spoke to him during their relationship; she replies, referring to Edward's secretary, ‘she was my bridesmaid'. Due to Edward's troubled relationships, we can deduce that he would be wary of involvement with a woman. Further evidence is supplied when he ‘hires' Vivian to be his ‘employee' for the week, she responds with ‘I'd love to be your Beck and Call Girl but you're a rich good looking guy, you could get a million girls for free'. Edward refutes ‘I don't want any romantic hassles this week'. Edward later admits that he doesn't get emotionally involved in business; so his relationship with Vivian is seen in his eyes to be a purely business-like partnership. This argument is further strengthened by his conversation with Vivian when she tells him ‘Baby, I'm gonna treat you so good, you'll never let me go'. Edward coolly remarks ‘Three thousand, six days, and Vivian, I will let you go'. His response indicates that he sees Vivian as an object to use in the social settings when he needs her, not as a human being with emotions that may affect him, forcing a commitment. Higgins also doesn't want to become emotionally involved with a woman as he finds that ‘the moment I let myself make friends with a woman, I become selfish and tyrannical'. Higgins is comfortable as a ‘confirmed, old bachelor' and the presence of a woman would ‘upset everything', so he would also prefer to have no romantic hassles in his life either.


The introduction of Eliza into his life does not faze Henry Higgins though, as he sees Eliza as a bet to be won rather than a woman with emotions that can get hurt. When asked by Mrs. Pearce what is to become of Eliza once the experiment is accomplished, Higgins replies, ‘Well, when I've done with her, we can throw her back into the gutter; and then it will be her own business again; so that's alright'. Both men see Eliza and Vivian respectively as tools for their personal utility with no thought to what is to become of them after their usefulness has expired. The financial exchange for their services seems to justify this notion that this is a business affiliation, as Higgins says after Eliza runs away, ‘I paid five pounds for her'.That idea is also put into effect for, Edward expects Vivian to be waiting for him in the lobby for their dinner with Morse and not to pick her up from her room, because ‘this isn't a date, it's business'. Vivian retorts ‘ Well I'll meet you in the lobby but only because you're paying me to'.


Edward and Henry's temperament is similar though, and the women both handle the situations the same way demanding respect from their supposed superiors. Vivian and Edward quarrel after she is propositioned by Edward's friend and business partner, Phillip Stuckey, and during Vivian accuses Edward of treating her like a toy to be passed around by his friends. She tells him ‘you're not my pimp…. You don't own me. I say who, I say when'. Vivian likes to be in control of her life and won't be subjected to the indignity of being treated like a lower human being , she only agrees to stay with Edward once he apologises for what he had said.


Eliza also asserts herself against Higgins accusations against her character by saying ‘I'm a good girl, I am'. Despite her awareness of her inferior social status, she pertly reminds Higgins that if he were a gentleman he would ask her to sit down during their first meeting. Vivian asserts herself likewise when interrupted by Edward while singing in the bath, she questions him ‘Don't you knock?' Both women are not intimidated by their male superiors and are able to assert themselves when needed. This can be quite often as both male characters can be aloof and almost rude. Henry dismisses Eliza brusquely, ‘Why this is the girl I jotted down last night. She's no use. Be off with you. I don't want you', after she arrives unexpectantly at his house. Edward also can be quite tactless, his revelation to Phillip Stuckey that Vivian is a ‘hooker', causes her discomfort and pain because she does not welcome Phillips' advances.


Before Edward's revelation, no one at the polo match had suspected Vivian's origin. Phillip Stuckey's wife, Elizabeth, says to Edward, referring to Vivian; ‘She's sweet, wherever did you find her?'. Edward replies ‘nine, seven, six BABE'. While Elizabeth smiles not realising the hidden meaning of Edward's remark, Edward is jokingly making reference to his procurement of Vivian's ‘friendship' through less conventional means. Higgins also makes reference to Eliza's humble origins when at the Embassy Ball. While the others in his company try to place her origin, Higgins jokingly remarks ‘I say an ordinary London girl out of the gutter and taught to speak by an expert. I place her in Drury Lane'. The others laugh at his suggestion, for everyone at the Embassy Ball has been impressed by Eliza, most suspecting she is of royal blood. Her entrance into the Ball caused everyone around her to ‘stop talking to look at her, admiring her dress, her jewels and her strangely attractive self'. Some of the younger ones at the Ball stood on chairs to see her. Vivian's physical transformation also has the same effect of awe on the people around her. After returning home from shopping on Rodeo Drive, Vivian, now dressed sophisticatedly in stylish clothes, manages to attract admiring glances from men on the street and gain the attention of Barney, the hotel concierge, as she walks through the hotel.


Barney has watched Vivian throughout her metamorphoses, acting as a mentor when she needed help with social etiquette such as table manners and enabled her to be treated with respect, when purchasing a cocktail dress for dinner by introducing her to his friend, Bridget, who works in women's fashion. Eliza also needs direction on social etiquette. Higgins points out to her, when giving her a handkerchief, that it is ‘to wipe your eyes. To wipe any part of your face that feels moist. Remember, that's your handkerchief and that's your sleeve. Don't mistake the one for the other if you wish to become a lady in a shop'. Mrs. Pearce acts as a mentor as well, telling Eliza to have bath because ‘You can't be a nice girl if you look like a dirty slut on the outside.'


The transformation from flower girl to lady was not easy, with Eliza sometimes showing her inadequacies in filling her new role, especially in her earliest conversations with Freddy Eynsford Hill. After discussing the weather quite comically, though unbeknownst to her, Freddy laughs and exclaims ‘How awfully funny….The new small talk. You do it so awfully well!'. While Eliza's remarks are not suitable for her present company, they endear people towards her due to her naivety. Freddy is still impressed by Miss Doolittle for, after Mrs. Higgins asks Freddy if he would like to see Miss Doolittle again, he replies ‘Yes, I should most awfully!'. The same situation occurs with Vivian also. During her dinner with the Morses, her inability to use appropriate cutlery and to eat escargot, raises quite a few laughs and eases the tension between Edward and his adversaries.


A major presence in both texts is the women's economic vulnerability and financial dependence on men. As Eliza questions her future, Higgins represents the typical middle class view that women expect to marry in saying, ‘I should imagine you wont have much difficulty in settling yourself somewhere or other….. I daresay my mother could find some chap or other who would do very well'. Eliza interprets his comment as ‘selling herself' now that she is attractive. ‘We were above that at the corner of Tottenham Court Road…I sold flowers. I didn't sell myself'. Even though Eliza finds herself in tenuous circumstances, she still aspires for something better in her life now that she has undergone her transformation. Vivian too comes to this realisation. After Edward offers her a life of luxury and financial security, she rejects his offer saying ‘You made me a really nice offer and a few months ago, no problem, but now everything is different, you changed that and I can't go back'. Vivian knows she had gained confidence and self-worth after her week with Edward, realising she cannot go back to her old life of financial dependence on men, and decides she would not settle for a relationship that did not meet her ideal; ‘I want the fairytale' Vivian and Eliza both aspire to greater things after their metamorphoses, the former returning to school and the latter deciding to try teaching phonetics.


Edward and Henry both treat the women's newfound independence similarly. Edward and Henry still do not see Vivian and Eliza, respectively, as human beings, capable of emotions that do not mirror their own. Edward does not consider the fact that Vivian might not want to be financially supported by him for, after saying his money would keep her off the streets, she reacts ‘That's just geography'. He expects Vivian to continue on with their lifestyle of the past week even though she wishes for something more. This statement is also true of Higgins and Eliza. Eliza questions Higgins about the future ‘What am I fit for? What have you left me to? Where am I to go? What am I to do? What's to become of me?'. Higgins dismisses her paranoia, ‘How the devil do I know what's to become of you? What does it matter what becomes of you? Higgins, like Edward, does not consider Eliza's emotional state due to the fragility of her circumstances and just expects her to carry on as he is accustomed to, keeping track of his appointments and telling Mrs. Pearce how he likes his coffee. Eliza's struggle for independence from the constraints of the accepted medium occurs before our eyes, for her last words in Act III to Higgins are ‘You'd better leave a note for Mrs. Pearce about the coffee; for she won't hear it from me!'. Eliza no longer needs to be told what to say or to recite lines, she can assert herself and form opinions. By Act IV, a social poise and logical mind are added to her beauty and perfect accent and the emphasis is now on Eliza's emotional being rather than simply being an experiment.


While Pretty Woman is an appropriation of Pygmalion, the difference in the texts is the ending. While in Pygmalion, Eliza refuses to adhere to Higgins' proposal to return to his home to continue living with him and Pickering, Vivian and Edward's tale has a far more happier ending. After Vivian returns home to her modest apartment, preparing herself for a new and better life in San Francisco, Edward surprises her by arriving at her home in a limousine with a bouquet of flowers. He climbs on the fire escape to the top of Vivian's apartment block, even though he has mentioned before his great fear of heights, to ‘rescue her' like she wanted in her fairytale that she had mentioned before. Edward asks her ‘what happens after the prince in her fairytale climbed to the top of the tower and rescued her?'. Vivian replies ‘she rescues him right back'. This shows that while Edward's influence on Vivian positively changed her, she too changed him, making him capable of her love. Higgins, though finding Eliza's company agreeable and herself attractive, still does not change his character to oblige Eliza's feelings. He stubbornly tells Eliza ‘ if you come back, I shall treat you as I always have treated you. I can't change my nature'. Edward, however, does change through his company with Vivian. As Vivian's nature begins to emerge because of her outer transformation, she begins to transform him emotionally, now being capable of loving her and building relationships, both in business, such as with James Morse, as well as in his personal life.


The closing shot of the film is a pull-back from the couple kissing to a young black man who parades Hollywood Boulevarde preaching, ‘What's your dream? Everybody who comes to Hollywood's got a dream!' It seems that Vivian has finally achieved her dream and obtained the prince who rescues her from her troubled world.


The prevailing theme throughout both Pygmalion and Pretty Woman is the treatment of the higher classes to their social inferiors. Eliza and Vivian receive little respect from people of upper classes and are looked down upon. Though once they have undergone their physical transformation, they receive admiration and attention that they would never have gained before. Both texts show the superficiality of aristocracy and how easily, through imitation of wealth and breeding, one can join the elite classes that once judged them before.


Before being ‘sculpted' into the ‘perfect' woman, both Vivian and Eliza were treated harshly by people who thought themselves socially superior. Vivian's expedition to the exclusive stores on Rodeo Drive, ends in her feeling degraded by the shop assistants' refusals to wait on her. Eliza also is treated as a lower being by Professor Higgins when he first meets her, describing her as a ‘squashed cabbage leaf!' However, after their metamorphosis, both women are admired for their beauty, as mentioned before, and treated as ladies. The contrast of the treatment of the women, before and after their transformation, shows that society would only admire and respect women who adhered to the feminine ideal of the time. While Higgins was convinced that it was a person's speech that indicated their social class, and positioned them, Bernard Shaw seems to have a bigger viewpoint of the social hierarchy. He was attacking the preconceived notion that people assumed that the upper classes were superior essentially due to the lower classes being lazy and naturally inferior .By enabling Eliza to be mistaken for a princess through her diction, fine apparel and social moulding of Higgins and Pickering, Shaw was satirising the superior attitudes of the upper classes by showing that someone ‘inferior' could be up to their standard.


Vivian, as well, shows the inadequacies and flaws of the social structure of modern day society. Her revenge on the shop assistants who had shunned her and were now polite and courteous towards her, proves that even in 10's America, a person's worth and wealth was perceived by the way they dressed. After Kit sees Vivian after her transformation, she remarks ‘ You clean up real good. You wouldn't fit in at Boulevarde looking like you do.' Vivian retorts ‘ It's easy to clean up when you have money'. From this comment, we can deduce that all that a person needs to acquire a higher social status is money. Both texts show that the measure to judge somebody's wealth is a purely superficial one, and that an individual's character should be the real defining point. While both have the same prevailing theme, Pygmalion seems to be more highly critical of the social structure with its main purpose trying and satirise what Shaw thought were the inadequacies of society, and Pretty Woman's principle concern is to entertain the audience with romantic fiction, not to educate.


Pretty Woman is an appropriation of Pygmalion, but while it borrows many central plot and theme ideas, the two texts have a different purpose for their audience. As the plot develops, so do the characters in each text. Both Eliza and Vivian begin at the start of the ‘journey' in poverty, with no direction on how to change their life. The entrance of the male characters into the story begins the transformation of the two characters, ending with them both being able to assert themselves, demanding self respect from the their former ‘superior' male counterparts. While the women both evolve, the effect on the men is different than the female characters. Edward welcomes the change in his character, allowing Vivian to influence his personal and professional life. Henry, however , is resistant to change and this is the major difference in the appropriation of character development from Pygmalion to Pretty Woman. The main purpose of the play Pygmalion, was, for its writer Bernard Shaw, an opportunity to satirise what he thought was wrong with the society that he lived in at the turn of the century. While Pretty Woman does contain the same themes, the purpose of the film was to be a modern day fairytale, and its happy ever after ending was to satisfy today's film going public, not to provide them with an insight into the constructs and failures of the society in which they live in.


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Monday, September 23, 2019

THE GLOBAL ASSEMBLY LINE[[ Human Geography Textbook: Chapter 12 ]]• What is the global assembly line?• What new patterns of industrial activity has it produced?• Why are Nike's made in China?• How has the new global assembly line affected local and region

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[[ Human Geography Textbook Chapter 1 ]]


• What is the global assembly line?


• What new patterns of industrial activity has it produced?


Write my Essay on THE GLOBAL ASSEMBLY LINE[[ Human Geography Textbook: Chapter 12 ]]• What is the global assembly line?• What new patterns of industrial activity has it produced?• Why are Nike's made in China?• How has the new global assembly line affected local and region for me


• Why are Nikes made in China?


• How has the new global assembly line affected local and regional societies,


economies and environments?


1. Characteristics of the Global Assembly Line


From Fordism (p.50) to post-Fordism (p.5)


- see Table 1.1 on page 61.


- increased locational flexibility in time and space.


-from a spatially fixed to a spatially dispersed assembly line


- is this the end of geography? no…


An increasingly complex and interdependent system


Global scale spatial separation of manufacturing operations.


- example the global car.


Increased global outsourcing of materials and components.


- what is meant by outsourcing?


Global production chains the integration of production.


- just in time manufacturing on regional and global scales.


- note the dominance of TNCs in controlling these chains.


- borderless businesses and stateless organizations?


. Spatial Shifts in the Production of Goods and Services


Traditional Manufacturing Spaces


The G-7 and the OECD countries -- Western Europe, North America and Japan -- still


dominate global production with 80% of world manufacturing production by value. The U.S,


Japan and Germany account for 60%.


But the W.European and N.American shares have been declining the U.S. share declined


from 40% in 16 to 7% in 14.


This has resulted in the decline and abandonment of old industrial regions = rust belts. (


de-industrialization - see section 1.6 )


But also more recent manufacturing regions like Silicon Valley in California where the


computer industry first developed, have experienced decline as production moved offshore to


other regions.


New Economic Regions


- 160s rise of Japan, whose share of world manufacturing by value rose from 6% in 16 to


4% in 14.


The biggest shift has been to the Newly Industrial Countries (N.I.C.s)


- 160-80s South Korea, Taiwan, Singapore, Hong Kong


- 180s early 0s Malaysia, Thailand, Indonesia, China.


- 10s to present Brazil, Mexico, Philippines, India, Eastern Europe


Overall we have seen the creation of new industrial zones and clusters of economic activity.


- new industrial spaces (p.p.68-70 in Human Geography)


. What Drives the Global Assembly Line ?


( Why are Nikes made in China ? - see box 1.6 )


Increased mobility of capital massive increase in foreign direct investment.


- see p.0 box 11.7 in the textbook.


The new and newer international divisions of labour.


- what is meant by division of labour?


- Nikes international subcontracting networks.


New technologies in materials and production systems.


- can you think of examples of new technologies which would influence the globalisation


of manufacturing?


Changing government policies.


- weakening labour laws (weakened safety net)


-the establishment of export production zones and maquiladoras.


- Transportation and trade, especially the move towards global free trade.


The Consumers World


( Read all of Chapter 14 in Human Geography )


Is there a geography of consumption?


Is there a global consumer culture?


How does consumerism relate to leisure and tourism?


__________________________________________


I. Consumer Society and Culture


The social production of false needs. A quote from Herbert Marcuses book


(164) One-Dimensional Man.


Marcuse believed that the products of consumer capitalism indoctrinate and


manipulate society to promote a false consciousness of needs which become a way


of life.


He saw this as another form of totalitarianism which binds consumers to producers


and uses the pleasures of consumer lifestyle as instruments of control and


domination.


Is this a profound threat to freedom and individuality?


Do you agree with Marcuses argument?


What arguments could you make against it?


II. The Geography of Consumerism


A. Local Consumer Spaces and Landscapes


- Consuming as a leisure activity.


- Your neighbourhood = living space = consumption space.


- Urban landscapes are consumed. How?


- The human geography of shopping malls


a) They are planned retail environments.


-developed, designed and managed as a single unit.


-tenancy and common areas are under private control.


-dominated by national and international retail chains.


b) Large suburban, planned malls emerged in the 160s.


-part of the private land development industry.


-synergy of developers and major retail chains.


c) The hollowing-out of many CBDs.


-especially along main streets of mid-sized towns.


-the major retail chain store moves to a suburban mall.


d) The privatization of public space.


-the internal space is built to encourage consumption.


-video cameras and guards = safety, but also monitoring


-operated for profit, not as an open space for gathering.


-the interaction of people is controlled.


B. Global Dispersal of Consumer Culture


Is there a global consumer culture?


( read the argument on pp. 407-414 of Human Geography )


What does indigenization mean?


How is it different from the concept homogenization?


The symbols of consumer culture may spread globally…


Coca-Cola, McDonalds, Microsoft, Marlboro, etc.


… but the meaning of these symbols changes in each new context. They may even


seem exotic.


Each symbol is incoporated into the local (indigenous) culture differently in


different places (at different times).


see the discussion of McDonalds on pp.411-41


If the values of the consumer society are becoming adopted in more and more places around the world…


…does this jeopardize the prospects for environmentally sustainable


development?


III. The Global Tourism Industry


Tourism, especially mass tourism is a good example of the globalization of


consumer culture in two ways


-it involves consumption by tourists of goods and services on a global scale (many


places in many countries).


-it plays a significant role in spreading the values and the material expressions of


consumer culture around the world.


A. The Rise of the Leisure Industry


The fastest growing sector of the global economy.


Sub-sectors include


Entertainment, shopping, fashion, travel, sports


Factors contributing to its emergence


growth of leisure time and expectations


increased real incomes


demographic and social change


changes in the nature of work


affluent retirement


the marketing of leisure


B. The Rise of Global Tourism


Increased demand for tourism…


emergence of leisure culture


escapism, desire to be elsewhere


desire for travel, to experience other places


education, to learn about other places


business travel


Increased supply of tourism opportunities…


transportation revolution


economic development policies


tour companies, travel agents


airlines and cruiselines


hotel and resort chains


travel credit plans - Air Miles


foreign direct investment in tourism


marketing of tourist destinations


C. Where Do the Tourists Go?


Dominance of W.Europe and N.America as both a source of tourists and a tourist


destination…


… however, the LDCs are increasingly popular.


Tourist visitors to the Caribbean


15 1.5million


165 .5 million


170 4.5 million


11 11.65 million (excluding cruise arrivals)


Since 185, this is an annual rate of increase of 7%, compared with the world average of


5.8%.


D. What are the Tourists Looking For?


The mass tourist experience


sun, sea and sand - the winter getaway, heliotropic landscape


entertainment - resorts, casinos


sports - golf, skiing, watersports


shopping


the complete package - enclaves, cruises


The selective experience scenery - the tourist gaze


history and heritage - the nostalgia industry


culture - art, architecture, folk tradition


environment - ecotourism


adventure - trekking, rafting


sex


E. Problems Associated With Tourism


The invasion syndrome.


Tourism as a questionable basis for development


a) economic concerns


-Appropriation of local business, property and employment to serve the needs of


tourists.


-Fabrication of a new, externally dependent sector that does not serve local needs.


-Exploitation of the local labour force with low wage, gender discrimination and


underemployment.


-Commodifying basic needs, e.g. supermarkets and fast-food.


b) environmental concerns


-Appropriating scenic areas, e.g. parks and coasts


-Fabricating tourist environments hotels, resorts, golf courses, theme parks =


reshaping the physical and cultural landscapes.


-Exploiting and degrading natural resources loss of agricultural land, coastal


erosion, animal habitat destruction, water depletion and pollution.


F. The Commodification of Nature


Ecotourism


Safari parks


Nature reserves


Is this a trend to be hopeful about? or is it an extension of past practices,


marketed in a new way?


Can tourism help to promote environmentally sustainable development?


Uneven Development, Marginalization and Poverty


• What is development?


• Why is it globally uneven?


• Does the Third World exist?


• What are the obstacles to sustainable and equitable development?


______________________________________________________________________________


I. The Meaning of Development


Evidence suggests that, despite recent increases in rates of global economic growth, the gap


between rich and poor countries, regions and people persists and even shows signs of


widening.


See 00 UN Report on the World Social Situation


http//www.un.org/esa/socdev/rwss/rwss00.htm


Canada, Income changes, 18-


Highest fifth +6.6% ($6,175)


Middle fifth - 1.0% ($44,01)


Lowest fifth - 5.% ($17,66)


In 18 the top 0% received $5.40 for every dollar that went to the bottom 0% = increase


from $4.80 in 14.


Global trends


Since 160, the start of the first United Nations Development Decade, disparities in global


wealth distribution have doubled.


By 1, wealthiest fifth of the world population controlled


86% of world income (GNP), 8% of world export markets,


68% of FDI, and 74% of the worlds phone lines.


The lowest fifth had 1% of world income.


In 160 the top 0% of countries had 0 times the average incomes of the poorest 0%.


By 15 this had risen to 8 times.


Increasing GDP in Latin America, but roughly same % living in poverty. A definition of development


Wealth is distributed throughout the population, is increasing faster than population growth, is


creating capital which is invested in infrastructure, both public and private, which stimulates


social and economic improvements.


Sustainable development


Development which meets the needs of the present without compromising the ability of future


generations to meet their own needs. (UN Commission on Environment and Development,


184)


This embodies concepts of


• basic needs, and


• limitations on present and future carrying capacity of the environment, i.e. limits to growth.


II. Measurements of Disparity and Development


A. Financial


• Gross National (domestic) Product crude and per capita.


What are the problems with this as a measure of wealth?


Overall GDP in any country may increase, but this masks disparities between regions, sectors,


families and individuals.


• Distribution of income and wealth


e.g. the Gini Coefficient of Disparity


0 = perfect equality


1= perfect inequality


If you're particularly interested in the inequality issue go to this part of the World Bank


website


http//www.worldbank.org/poverty/inequal/index.htm


Gini coefficients Canada


18 total income 0.


after tax income 0.


14 total 0.4 (+1.4%)


after tax 0. (0%)


18 total 0.57 (+ 6.4%)


after tax 0.15 (+ 7.%)


Gini coefficients Mexico


184 total 0.41


14 total 0.54 (+11.8%)


Can you think of any weaknesses in this method of measuring income inequality?


What about looking at poverty levels?


For Canadian poverty rates, see the Canadian Council on Social Development website


http//www.ccsd.ca/facts.html


What are the problems of using poverty levels to measure disparities in levels of living?


For Developing countries we can use foreign debt ratio.


Measured as % of GDP over 00% in poorest countries.


What are the limitations of using income levels and distributions as indicators of levels of


development?


B. Social


Education and literacy


-Ratio of teachers to students


-Percent who complete various grade levels


-Percent who can read and write


Health and Welfare


-Nutrition


-Infant Mortality


-Medical Services


Employment


-Unemployment levels


-Working conditions, e.g. child labour


C. Infrastructure


Sanitation, Roads, Housing, Telecommunications


e.g. Haiti average per capita income = $50 per annum,


cell phone=$550 plus $0/month.


OECD countries have 16% of the world population but 1% of the internet users.


D. United Nations Human Development Index


Combines several measures of development


- Life expectancy at birth


- Adjusted GDP/capita


- Knowledge (literacy and education)


III. Concentrations of Wealth and Spreads of Poverty


• Structural


- concentrations of wealth in high tech industry; spreads of poverty in agriculture.


- concentrations of wealth in the hands of owners of capital and investors; spreads of


poverty amongst workers.


• Urban/rural


- metropolitan affluence, rural poverty


• Cores and Peripheries


- wealth at the centre, poverty around the edges


• Marginal Regions and Places


- the places left behind


- degraded environments


IV. Defining the Spaces of Development


(( Read pp. 75-7 in the Human Geography textbook ))


There are problems with the concept the Third World.


The arbitrariness of the North-South division - The Brandt Line.


The idea of two distinct worlds -- developed and underdeveloped -- is based on neo-colonial


attitudes and western values of development.


Are these concepts out-dated now because of globalization?


V. Theories of Development


(( Read pp. 80-8 in the Human Geography textbook ))


schools of thought (paradigms)


Modernization theory and Dependency theory


What are the main differences between these schools of thought ?


Which approach would you support and why?


VI. Globalization and Uneven Development


•Development occurs wherever investment yields the highest return.


•Capital is invested unevenly in time and space.


•Wealth concentrates in major capital centres the world cities.


As a result, flexibility of the system on a global scale in time and space causes shifts in


locations of development.


VII. Conclusion


How do the main elements of globalization that we have studied in the course cause uneven


development and increased disparity?


The Global Supermarket


e.g.


declining farm incomes


shift from local food production to export production


Global Assembly Line e.g.


maquiladoras and sweatshops


economic power of TNCs


Global Tourism


e.g.


dependency on foreign investment


vulnerability to global economic conditions


labour exploitation


The New World Order


e.g.


World Bank and IMF structural adjustment programmes and debt.


Free trade (WTO) and downward harmonization


Power of G-7


The New World Order


( read pp.444-45 and Chapter 16 in Human Geography )


Is there a new world order?


What are its main institutions?


Who controls it?


What are its underlying ideologies?


___________________________________________


U.S. President George Bush, Sr. - Sept.17, 10


Out of these troubled times… a new world order can emerge; a new era


- free from the threat of terror, stronger in the pursuit of justice, and


more secure in the quest for peace; an era in which the nations of the


world, east and West, North and South, can prosper and live in


harmony.


I. Geography of the Cold War, 14-18


( read pp.444-448 in the textbook )


Capitalist West vs. Communist East


U.S.A. vs. U.S.S.R.


Contrasting socio-economic systems private vs. public ownership of the means of


production.


Global scale nuclear military stand-off


Mutually Assured Destruction (M.A.D.)


The Iron Curtain in Europe


… therefore a cold war between superpowers


But… also, hot zones of containment


These are located in the rd World


Examples Korea, Cuba, Vietnam


… the domino effect metaphor of geo-politics


II. A New Global Political Economy


18 Collapse of the Soviet Bloc, end of the Cold War


New power relations one superpower (the U.S.A. and its satellites - N.A.T.O.


and the U.N.)


Breakdown of the last barriers to the global economy


now there is more and freer international commerce


shifts in trade patterns - U.S.A. is the worlds market


But… does the Cold War continue in Asia? ( see p.450 )


III. Institutions of the New World Order


A. Dominance of Nation-States


Issues of sovereignty and independence.


How are nations perceived/imagined?


- race, religion


- they identify a common history


- they represent an ideal social form


Are there nations without (place) states?


( see Box 16.1 on p.457 )


B. Sub-State Threats to this Dominance


Nationalist movements ( see Box 16. on p.464 )


Ethno-religious factionalism


Decline of central planning and state intervention


Privatisation of public institutions


De-regulation of free enterprise


C. Supra-State Threats


Political institutions and relations NATO, UN, EU


Economic institutions and activities


World Bank and I.M.F., World Trade Org.,


N.A.F.T.A., O.E.C.D., O.P.E.C., TNCs…


The global media


C.N.N., B.B.C., Al-Jazeera…


International non-governmental organisations


Greenpeace, Amnesty Intl., labour unions…


IV. Control of the New World Order


A. The Establishment


Trans-national corporations


Nation-states working together


G-8, E.U., U.N. Security Council


Financial institutions, investor organizations


The U.S. military


Technological dominance


Why attack Iraq


B. The Anti-Establishment


NGOs environmental, human rights, anti-poverty


The anti-globalization movement


Anarchists, union members, feminists…


Seattle, Quebec City fence, Montreal…


Canadians N. Klein, M. Barlow, J. Singh…


V. The Underlying Ideologies in Conflict


Neo-liberal the global free market, wealth trickles


Social democratic interdependence


Marxist global capitalism vs. international socialism


AlsoGreen the global commons, universal stewardship


(true) Anarchist smaller communities are better


Self-determination and human rights, respect diversity


Is there a Cyber-ideology? ...freedom of information


Is there really a clash of civilizations?


Please note that this sample paper on THE GLOBAL ASSEMBLY LINE[[ Human Geography Textbook: Chapter 12 ]]• What is the global assembly line?• What new patterns of industrial activity has it produced?• Why are Nike's made in China?• How has the new global assembly line affected local and region is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on THE GLOBAL ASSEMBLY LINE[[ Human Geography Textbook: Chapter 12 ]]• What is the global assembly line?• What new patterns of industrial activity has it produced?• Why are Nike's made in China?• How has the new global assembly line affected local and region, we are here to assist you. Your cheap custom college paper on THE GLOBAL ASSEMBLY LINE[[ Human Geography Textbook: Chapter 12 ]]• What is the global assembly line?• What new patterns of industrial activity has it produced?• Why are Nike's made in China?• How has the new global assembly line affected local and region will be written from scratch, so you do not have to worry about its originality.


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Friday, September 20, 2019

Culture and Management

If you order your Cheap Custom Essays from our custom writing service you will receive a perfectly written assignment on Culture and Management. What we need from you is to provide us with your detailed paper instructions for our experienced writers to follow all of your specific writing requirements. Specify your order details, state the exact number of pages required and our custom writing professionals will deliver the best quality Culture and Management paper right on time.


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What is management?


Management is creative problem solving. This creative problem solving is accomplished through four functions of management planning, organizing, leading and controlling. The intended result is the use of an organizations resources in a way that accomplishes its mission and objectives. (Higgins, page 7)


In Management Excel, this standard definition is modified to align more closely with our teaching objectives and to communicate more clearly the content of the organizing function. Organizing is divided into organizing and staffing so that the importance of staffing in small businesses receives emphasis along side organizing. In the management literature, directing and leading are used interchangeably.


Do my essay on Culture and Management CHEAP !


While most research on organization-environment interactions concerns itself with the effect of environment on well-established organizations, Stinchcombe argues that the environment at time of founding has the greatest impact.


Stinchcombe states that organizations which are founded at a particular time must construct their social systems with the social resources available, suggesting an imprinting argument of organizational form. As a result of structural inertia, among other factors, there tends to be a strong correlation between the structural form exhibited by an organization at any time and the date of its founding.


lines of research imprinting, liability of newness, and revolutions


Imprinting


There is a specific time in organizational history where imprinting really matters. Cohorts of organizations are imprinted with the social, cultural, and technical features that are common in the environment when the cohort is founded, these are highly resistant to change.


Organizations need capital and people. Question is how organizations can get people to hand time and money over to them. Organizations need legitimacy endorsement. People who control key resources have mental models of what an organization should be. If people present an organization that defies mental model, theyll have a hard time getting valued resources.


Liability of Newness


New organizations and especially new forms of organizations are likely to fail.


New forms of organizations lack reliability and legitimacy (compare w/ Hannan & Freemans density dependence theory).


Social structure (groups, institutions, laws, social relations) and its effect on organization (stable social relations deliberately created for accomplishing specific goal); founding; liability of newness; trust, learn new roles, stable ties, embeddedness; importance of environment/surroundings (political, social, economic, and legal); money economy, revolution; political stability and military stabilization affect organization capacity; isomorphism (see Scott p. 15); ranking of organizations brings competition and dependence


Pfeffer (18184-85); Scott (115)


Hofstedes Dimensions of culture


Power Distance (PD) -The degree of inequality among people. In organizations, Power Distance is related to the degree of centralization of authority and autocratic leadership. The higher the PD score the more inequity between the superior and a subordinate.


Individualism vs. Collectivism (IDV) -The relation between an individual and his or her fellow individuals. In collectivist societies, group interests supercede those of individuals. The higher the IDV score the more a culture emphasizes the right and obligations of the individual over the group.


Uncertainty Avoidance (UAI) -Uncertainty avoidance involves the acceptance or tolerance of uncertainty. High uncertainty avoidance societies socialize their members not to accept uncertainty. The higher the UAI score the less the citizen of a culture are comfortable with ambiguity.


Masculinity vs. Femininity (MAS) - In masculine societies, masculine social values such as the importance of showing off; achieving something visible, or making money predominate, while feminine societies would be more oriented to quality of life and personal relationships. The higher the MAS score the more masculine a culture is.


Various skills are related to each of the four management functions.


Planning


Skills required for Examples of skills Application


Planning Strategic thinking Highly developed conceptual skillsCapacity to view organisation as a wholeProduct-related and technical knowledgeUnderstanding of what can be done now


Vision Clear focus on the big pictureAble to perceive opportunityClear foresightAble to integrate component parts into an interacting wholeKnowledge of support services


Decision making Awareness of alternatives through ability to assemble data Ability to assess alternatives and decide Creative and lateral thinking skills Clear understanding of the competing interests of stakeholders; ability to maintain a balance between competing goals Highly developed conceptual understanding of all interacting parts Ability to communicate decisions clearly


Organising


Skills required for Examples of skills Application


Organising Self managing Time management skills Capacity to stay focused Understanding of the role of support services in the organisational framework


Teamwork Providing networks for effective information flow Coach, teacher, mentor roles in creating and developing groups Delegation of team roles, tasks and responsibility


Leading


Skills required for Examples of skills Application


Leading People skills Understanding how people think and act Ability to motivate workers Creation of a harmonious workplace Effective written and oral communication skills Successful delegation


Complex problem solving Ability to gather and assess data to isolate a problem Sensitivity to the needs of others Procedures for dispute resolution Negotiation skills learned and practised


Ethical and high personal standards Generally agreed qualities of decisiveness, consistency, responsiveness, trustworthiness, friendliness and approachability


Controlling


Skills required for Examples of skills Application


Controlling Skills involving setting of performance standards & measurement of performance Technical measurement and diagnostic skills A wide variety of effective communication skills Preparedness to face up to identified weaknesses


Flexibility & adaptability to change Willingness to move in a new direction Constant evaluation of decisions taken in the light of subsequent performance Consistent monitoring of the changing external environment


PLANNING


Planning is concerned with the future impact of todays decisions. It is the fundamental function of management from which the other four stem. The need for planning is often apparent after the fact. However, planning is easy to postpone in the short-run. Postponement of planning especially plagues labor oriented, hands on managers.


The organizing, staffing, leading and controlling functions stem from the planning function (Higgins, Figure 6.1.) The manager is ready to organize and staff only after goals and plans to reach the goals are in place. Likewise, the leading function, influencing the behavior of people in the organization, depends on the goals to be achieved. Finally, in the controlling function, the determination of whether or not goals are being accomplished and standards met is based on the planning function. The planning function provides the goals and standards that drive the controlling function.


Planning is important at all levels of management. However, its characteristics vary by level of management. (Figure 6.) Note in this figure that the characteristics of the world being simple, certain, structured and short-term often become rationalizations for top managers not to plan. Top managers acting as if they are lower level managers plagues planning.


Planning Terminology


Basic planning terminology is illustrated in Figure 6.. The order from general to specific is vision-mission-objectives-goals (Figure 6.4.) (Note--In ManagementExcel practice established before the use of Higgins as the basic reference, we adopted the order vision-mission-objectives-goals. The Higgins text switches the order of objectives and goals. In reading the Higgins text, simply substitute the term objective for goal and the term goal for objective.) The key terms are defined as follows


Vision Nonspecific directional and motivational guidance for the entire organization. Top managers normally provide a vision for the business. It is the most emotional of the four levels in the hierarchy of purposes.


Mission An organizations reason for being. It is concerned with scope of the business and what distinguishes this business from similar businesses. Mission reflects the culture and values of top management.


Objectives Objectives refine the mission and address key issues within the organization such as market standing, innovation, productivity, physical and financial resources, profitability, management and worker performance and efficiency. They are expected to be general, observable, challenging, and untimed.


Goals Goals are specific statements of anticipated results that further define the organizations objectives. They are expected to be SMART Specific, Measurable, Attainable, Rewarding, and Timed.


Development of tactics is a fifth level of planning. Tactics, the most specific and narrow plans, describe who, what, when, where and how activities will take place to accomplish a goal.


Strategic Planning


Strategic planning is one specific type of planning. Strategies are the outcome of strategic planning. An organizations strategies define the business the firm is in, the criteria for entering the business, and the basic actions the organization will follow in conducting its business (Higgins, Page .) Strategies are major plans that commit large amounts of the organizations resources to proposed actions, designed to achieve its major objectives and goals. Strategic planning is the process by which the organizations strategies are determined (Figure 7..) In the process, three basic questions are answered


1. Where are we now?


. Where do we want to be?


. How do we get there?


The where are we now? question is answered through the first three steps of the strategy formulation process (1) perform internal and external environmental analyses, () review vision, mission and objectives, and () determine SWOT Strengths, Weaknesses, Opportunities and Threats. SWOT analysis requires managers to be honest, self-disciplined and thorough. Going on to strategy choices without a comprehensive SWOT analysis is risky.


Strengths and weaknesses come from the internal environment of the firm. Strengths can be exploited, built upon and made key to accomplishment of mission and objectives. Strengths reflect past accomplishments in production, financial, marketing and human resource management. Weaknesses are internal characteristics that have the potential to limit accomplishment of mission and objectives. Weaknesses may be so important that they need to be addressed before any further strategic planning steps are taken.


Opportunities and threats are uncontrollable by management because they are external to the firm. Opportunities provide the firm the possibility of a major improvement. Threats may stand in the way of a firm reaching its mission and objectives.


ORGANISING


Organizing is establishing the internal organizational structure of the business. The focus is on division, coordination, and control of tasks and the flow of information within the organization. Managers distribute responsibility and authority to jobholders in this function of management.


Organizational Structure


Each organization has an organizational structure. By action and/or inaction, managers structure businesses. Ideally, in developing an organizational structure and distributing authority, managers decisions reflect the mission, objectives, goals and tactics that grew out of the planning function. Specifically, they decide


1. Division of labor


. Delegation of authority


. Departmentation


4. Span of control


5. Coordination


Management must make these decisions in any organization that has more than two people. Small may not be simple. Note Dan and Nancys organizational alternatives in the third transparency for this section. Dan and Nancy have three organizational chart alternatives for their two person business. As shown on the page following Dan and Nancys organization charts, who reports to whom and why may not be apparent in a slightly more complex business with three employees and five family members involved.


Organizational structure is particularly important in family businesses where each family member has three hats (multiple roles) family, business and personal. Confusion among these hats complicates organizational structure decisions.


Division of Labor


Division of labor is captured in an organization chart, a pictorial representation of an organizations formal structure. An organization chart is concerned with relationships among tasks and the authority to do the tasks. Eight kinds of relationships can be captured in an organization chart


1. The division/specialization of labor


. Relative authority


. Departmentation


4. Span of control


5. The levels of management


6. Coordination centers


7. Formal communication channels


8. Decision responsibility


Organization charts have important weaknesses that should be of concern to managers developing and using them


1. They may imply a formality that doesnt exist.


. They may be inconsistent with reality.


. Their usual top down perspective often minimizes the role of customers, front-line managers and employees without management responsibilities.


4. They fail to capture the informal structure and informal communication.


5. They often imply that a pyramidal structure is the best or only way to organize.


6. They fail to address the potential power and authority of staff positions compared with line positions.


Delegation of Authority


Authority is legitimized power. Power is the ability to influence others. Delegation is distribution of authority. Delegation frees the manager from the tyranny of urgency. Delegation frees the manager to use his or her time on high priority activities. Note that delegation of authority does not free the manager from accountability for the actions and decisions of subordinates.


Delegation of authority is guided by several key principles and concepts


Exception principle - Someone must be in charge. A person higher in the organization handles exceptions to the usual. The most exceptional, rare, or unusual decisions end up at the top management level because no one lower in the organization has the authority to handle them.


Scalar chain of command - The exception principle functions in concert with the concept of scalar chain of command - formal distribution of organizational authority is in a hierarchial fashion. The higher one is in an organization, the more authority one has.


Decentralization - Decisions are to be pushed down to the lowest feasible level in the organization. The organizational structure goal is to have working managers rather than managed workers.


Parity principle - Delegated authority must equal responsibility. With responsibility for a job must go the authority to accomplish the job.


Span of control - The span of control is the number of people a manager supervises. The organizational structure decision to be made is the number of subordinates a manager can effectively lead. The typical guideline is a span of control of no more than 5-6 people. However, a larger span of control is possible depending on the complexity, variety and proximity of jobs.


Unity principle - Ideally, no one in an organization reports to more than one supervisor. Employees should not have to decide which of their supervisors to make unhappy because of the impossibility of following all the instructions given them.


Line and staff authority - Line authority is authority within an organization's or units chain of command. Staff authority is advisory to line authority. Assume a crew leader reports to the garden store manager who in turn reports to the president. Further assume that the crew leader and store manager can hire and fire, and give raises to the people they supervise. Both the crew leader and store manager have line authority. To contrast, assume that the president has an accountant who prepares monthly financial summaries with recommendations for corrective action. The accountant has staff authority but not line authority.


Departmentation


Departmentation is the grouping of jobs under the authority of a single manager, according to some rational basis, for the purposes of planning, coordination and control. The number of departments in an organization depends on the number of different jobs, i.e., the size and complexity of the business.


Farm businesses are most likely to have departments reflecting commodities and services. For example, a large dairy farm might be organized into dairy, crop, equipment and office departments. The dairy department might be further divided into milking, mature animal and young stock departments.


Informal Structure


The formal structure in each organization that has been put in place by management has an accompanying informal structure. Management does not and cannot control the informal structure.


The informal structure has no written rules, is fluid in form and scope, is not easy to identify, and has vague or unknown membership guidelines.


For management, the informal structure may be positive or negative. Positive qualities include the ability to quickly spread information and provide feedback to the information. The informal structure gives people a sense of being in the know. Management can feed information into the informal structure at very low cost. The informal structure can also help satisfy employees social needs.


The negative qualities of the informal structure mirror the positive qualities in several ways. The juicier a rumor, the more likely is the informal structure to repeat it, expand it and make it into the truth. Management may not know what information is flowing through the informal structure. Employees can waste a great deal of time nurturing and participating in the informal structure. Finally, the informal structure can fence out new employees, rate breakers, and change agents no matter the extent to which the formal structure makes them a part of the organization.


This discussion of organizing principles draws on the basic reference for Management Excel teaching James Higgins, The Management Challenge, Second Edition, Macmillan, 14. The text provides a more detailed discussion of the key points included in this outline.


LEADERSHIP……….


CONTROLLING


Controlling is a four-step process of establishing performance standards based on the firms objectives, measuring and reporting actual performance, comparing the two, and taking corrective or preventive action as necessary.


Performance standards come from the planning function. No matter how difficult, standards should be established for every important task. Although the temptation may be great, lowering standards to what has been attained is not a solution to performance problems. On the other hand, a manager does need to lower standards when they are found to be unattainable due to resource limitations and factors external to the business.


Corrective action is necessary when performance is below standards. If performance is anticipated to be below standards, preventive action must be taken to ensure that the problem does not recur. If performance is greater than or equal to standards, it is useful to reinforce behaviors that led to the acceptable performance.


Characteristics of the Control Process


The control process is cyclical which means it is never finished. Controlling leads to identification of new problems that in turn need to be addressed through establishment of performance standards, measuring performance etc.


Employees often view controlling negatively. By its very nature, controlling often leads to management expecting employee behavior to change. No matter how positive the changes may be for the organization, employees may still view them negatively.


Control is both anticipatory and retrospective. The process anticipates problems and takes preventive action. With corrective action, the process also follows up on problems.


Ideally, each person in the business views control as his or her responsibility. The organizational culture should prevent a person walking away from a small, easily solvable problem because that isnt my responsibility. In customer driven businesses, each employee cares about each customer. In quality driven dairy farms, for example, each employee cares about the welfare of each animal and the wear and tear on each piece of equipment.


Controlling is related to each of the other functions of management. Controlling builds on planning, organizing and leading. (Figure 18.)


Management Control Strategies


Managers can use one or a combination of three control strategies or styles market, bureaucracy and clan. (Figure 18.) Each serves a different purpose. External forces make up market control. Without external forces to bring about needed control, managers can turn to internal bureaucratic or clan control. The first relies primarily on budgets and rules. The second relies on employees wanting to satisfy their social needs through feeling a valued part of the business.


Self-control, sometimes called adhocracy control, is complementary to market, bureaucratic and clan control. By training and encouraging individuals to take initiative in addressing problems on their own, there can be a resulting sense of individual empowerment. This empowerment plays out as self-control. The self-control then benefits the organization and increases the sense of worth to the business in the individual.


Designing Effective Control Systems


Effective control systems have the following characteristics


1. Control at all levels in the business (Figure 1.1)


. Acceptability to those who will enforce decisions


. Flexibility


4. Accuracy


5. Timeliness


6. Cost effectiveness


7. Understandability


8. Balance between objectivity and subjectivity


. Coordinated with planning, organizing and leading


Dysfunctional Consequences of Control


Managers expect people in an organization to change their behavior in response to control. However, employee resistance can easily make control efforts dysfunctional. The following behaviors demonstrate means by which the managers control efforts can be frustrated


1. Game playing-- control is something to be beaten, a game between the boss and me and I want to win.


. Resisting control-- a blue flu reaction to too much control


. Providing inaccurate information -- a lack of understanding of why the information is needed and important leading to you want numbers, we will give you numbers.


4. Following rules to the letter-- people following dumb and unprofitable rules in reaction to do as I say.


5. Sabotaging -- stealing, discrediting other workers, chasing customers away, gossiping about the firm to people in the community


6. Playing one manager off against another -- exploiting lack of communication among managers, asking a second manager if dont like the answer from the first manager


Bartol, K.M., Martin, D.C., Tein, M. & Matthews, G. (00). Management A Pacific Rim focus. (rd edition) Sydney McGraw Hill.


Davidson, P. and Griffin, R.W. (00). Management AN Australasian Perspective. (nd edition) Brisbane Wiley.


Higgins J. (14). The Management Challenge. (nd edition) Macmillan.


Hofstede. G., Cultures and Organizations Software of the Mind. New York, NYM McGraw-Hill.


http//www.siemens.com/Daten/siecom/India/CC/Internet/Siemens_Corporate/WORKAREA/in_ed_cc/templatedata/English/file/binary/Siemens_Ltd_Q_00_Results_108448.pdf SIEMENS INDIA, Accessed 0pm August , 00 (INDIA)


http//www.siemens.com/Daten/siecom/HQ/CC/Internet/Corporate_Press/WORKAREA/ccp_cc/templatedata/English/file/binary/AXX00074_1084446.pdf SIEMENS AUSTRALIA, Accessed 16pm August , 00


http//www.ir.nestle.com/pdf/English/00_ZoneFocus.pdf NESTLE GLOBAL, Accessed 16pm August 1, 00


Please note that this sample paper on Culture and Management is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on Culture and Management, we are here to assist you. Your cheap research papers on Culture and Management will be written from scratch, so you do not have to worry about its originality.


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This report addresses the introduction of trade union recognition agreements and its role in the 1st century workplace. The report commences with the definition of trade unions and what the aims, objectives and prime functions are. We then go on to look at the structure and trade unions and identify who is involved within this organisation. Once we have distinguished trade unions, we proceed further and take a look at the role of the Central Arbitration Committee (CAC), (the organisation responsible for dealing with certain aspects as the trade union recognition agreement), lightly touching on how the policies and procedures are formulated, and again, who is involved in the process. Here we look at the core aims/objectives and primary functions of the CAC, before moving on to the growth and decline of trade unions identifying why it was necessary to have a recognition agreement introduced. We then go on to analyse how organisations survive with trade unions and how they endure without trade unions. The report then proceeds on to look at the legislative requirements for a trade union recognition agreement and identifies which procedures must be carried out by different organisations, (where they apply), before a union is legible for recognition. Once this has been achieved, we progress on to summarising the article by identifying what type of issues the trade union expects to get involved with, within the organisation, and what other agreements the trade union introduces to work along with. Finally, the report concludes the trade union recognition agreement and how successful it is or is not.


.0 Trade Unions


Trade unions are the most collective form of organisation to any employer. They are a mechanism for change and can also be seen as a means for improving communication. It can be seen as an institution for implementing a source of ideas from employer to employee, in order to improve the organisation. Even though trade unions proceed on the basis of collective bargaining, not every individual's accounts are taken into consideration. This is because, mainly generalities are formed to try and keep the majority happy. Performance related pay may also contribute to this. Everyone has the opportunity to use trade unions to create a channel of communication between organisations. This is due to factors like enormous sizes of many firms, and the given time factor.


The most obvious threat is strikes. Substantially big industrial strikes at, especially, times of economic in capabilities can cause havoc and chaos. According to Webb, (10, p.1), a trade union is


‘A continuous association of wage earners for the purpose of maintaining or improving the conditions of their working lives'.


This is a classical definition that is perfectly relevant today also. However, it is not the only definition, as there are other opinions on how this should be viewed. A more contemporary view can be found through Rose, (001, p.1), provided by the Trade Union and Labour Relations (Consolidation) Act 1, which states that a trade union is


‘An organisation (whether permanent or temporary) consisting wholly or mainly of workers of one or more descriptions whose principal purpose includes regulation of relations between workers of that description and employers or employers' associations'.


The main characteristics that can define a trade union are occupied from Blackburn (167). If the organisation is able to fully incorporate the following characteristics, then it should be considered as a sincere and enthusiastic trade union


• The organisation is able to declare itself as a trade union.


• Identify and record itself as a trade union, with the Certification Officer which can then allow the organisation to a special legal status.


• Identify and record itself with the Certification Officer as an independent organisation, through the Certificate of Independence.


• Associating itself to the TUC, Labour Party or by joining a group of unions.


• Prioritising it to function on the primary aspiration that ensures the maintenance and improvement of conditions of its members.


• The possible use of authority to further its aims, which could for example be achieved by taking significant industrial action.


Trade unions organise mainly by occupation or industry. An example of an Occupational Union is Manufacturing, Science and Finance (MSF), which recruits from non-manual, mainly managerial occupations across industries. An example of an Industrial Union is the National Union of Mineworkers which recruits exclusively from the Coal Mining Industry.


.1 Objectives


The main aims and objectives of trade unions are best summarised by the Trade Union Congress (TUC). These are to


• Improve conditions of work in employment.


• Improve the substantial atmosphere at work.


• Get rid off total unemployment and national poverty.


• Achieve secure employment and income.


• Improve social security benefits.


• Achieve fair shares of income between men and women.


• Achieve industrial independence.


• Achieve a government voice.


• Improve public and social services.


• Achieve industrial control and planning through the public.


(Adapted from Rose, E. 001, p.1)


The above mentioned points are those identified by the TUC as the main aims and objectives of trade unions. However, some of these objectives remain yet to be achieved.


. Main Aim and Functions


The specific functions of trade unions can be found in individual Trade Union Rule Books. Here they are summarised under six headings


Collective Bargaining Concerned with determining wages, hours and conditions of work for union members, and is a central function of trade unions.


Safeguarding Jobs Prime function is to keep union members in their jobs and protect these jobs. They also deal with issues of redundancy, but certain legal requirements apply for a trade union to be consulted in this delicate matter.


Co-operation with Employers This function varies amongst unions and also between employers.


Political Activities The traditional role of trade unions here is to act as political pressure groups. This action may also vary between different unions as those affiliated with the Labour Party, provide a significant figure of the party funds.


Provision of Social Services Sometimes funds are provided for health, unemployment, and reasons of redundancy or death. Legitimate strikes can also be catered for, depending on the size of the union and providing sufficient funds are available.


Provision of Friendly Services Again, depending on the size of the union, facilities may be provided in clubrooms, for leisure purposes.


. Structure of Trade Unions


Trade unions are self-governing organisations which are answerable to their members for their policies and actions. Unions are on the whole replicated on the following structure


Members People who have registered, by payment of subscription are legible to belong to a union.


Shop Stewards Elected by union members as representatives in front of employers (management).


Branches There to support union members on a local basis, from different organisations.


District and/or Regional Offices Here, the personnel are usually full-time union executives. It is the paid job of these people to offer advice and support to local union members.


National Office The union headquarter, offering support to members and responsible for bargaining or operating for improvements to their working conditions. The people at the top of the organisation are elected by the union's members and normally consist of a General Secretary and a National Executive Committee.


Unions Structure Diagram


Union Members


Shop Stewards


(Union Representatives)


Branches


District and Regional Offices


National Office


(http//www.bized.ac.uk/compfact/tuc/tucuni.htm)


.0 Formulation of Policies and Procedures


Trade unions are controlled on the whole by the Central Arbitration Committee (CAC) who is responsible for drawing up related policies, and publishing procedures on a regular basis, for union members to follow, in the case of any work related disputes. Even though the CAC, (a specialist body with statutory powers, able to approach its legislative responsibilities in a variety of ways, including legally binding decisions where necessary), has the final word over trade union decisions, if prompted, it does not provide legal advice/assistance, which is the job of the unions themselves. Laws and regulations regarding recognition agreements are developed and passed through the government. This is the reason why trade unions hope to achieve a voice within a governing body, so that they are able to play a major part with concerning regulations.


.1 Functions of the Central Arbitration Committee


The main function of the CAC is to deliver judgment on submissions relating to the legal recognition and de-recognition of trade unions for collective bargaining purposes, where these cannot be decided willingly. It deals currently with three main areas of dispute, which are


1. Statutory applications for recognition and de-recognition of trade unions;


. Statutory applications for disclosure of information for collective bargaining;


. Disputes over the constitution of European Works Councils.


(Adapted from the CAC Annual Report 00/0, p.1)


. Objectives of the CAC


The CAC's functions are based on achieving four main objectives. According to the CAC Annual Report of 00/0, published on 17th June 00, the Committee was assessed and awarded accreditation for best performance measures and achieved targets in January 00, based on its objectives, which are


1. To achieve outcomes which are practicable, lawful, impartial, and where possible voluntary.


. To provide a courteous and helpful service to all those who approach the CAC, by aiming to publish clear, accessible and up to date guidance and other information on their procedures and requirements.


. To provide an efficient service and to supply assistance and decisions as is consistent with good standards of accuracy and thoroughness, taking into account the wishes of the parties and the statutory timetables.


4. To develop staff so that they are fully equipped to do their work and contribute to the CAC's aims.


(Taken from the CAC Annual Report 00/0, p.1)


4.0 Trade Union Membership Growth


While comprehensive membership grew throughout the period of 145-17, union membership saw a slight decline in most years until 167. However, in the 1 year period of 167-17, trade unions grew vastly due to a certain number of factors identified by Hawkins (181). Some of these growth factors include


• Rate of changes in prices and wages, or inflation.


• Unemployment and the threat of unemployment.


• Employer recognition of trade unions.


• Structural size of an establishment.


• Growth of employment within the public sector, particularly in areas such as health, education and local authority.


• Legal obligations to recognise trade unions.


• Disinclination of women to join trade unions began to vanish as more women started to realise the importance of their rights.


All of the factors mentioned, identified by Hawkins (181), exercise, in one way or another, some kind of positive influence on trade union membership. For example, the structural size of an establishment would mean that large numbers of employees are likely to be treated as members of a group, rather than individuals. Hence, enhancing the reason for more employees to join the union and let the union representatives do what they do best negotiate for the individual.


4.1 The Nature of Trade Union Membership Decline


Waddington and Whitson (15) have found, from their research, a widespread summary of the nature and dimensions of membership decline. Based on this research, below are listed some of the main elements of decline, adapted by Rose (001)


• Male and female unionisation.


• Manual and white collar unionisation.


• Unionisation by sector.


• Unionisation by industry.


Even though trade union membership has seen large quantities of fluctuation during the 180's and 10's, a lot of the membership gains accomplished during the 170's had been eliminated by 187. According to Rose (001), this is the longest period of decline ever to be continuously recorded since 17. The above factors contribute towards decline, as for example, take unionisation by sector, where unemployment grew immensely amongst manual workers (agriculture, forestry and fishing sectors), employment rose dramatically amid non-manual workers. Naturally, the fall in the manual sector meant a decline in union membership and the sudden rise of non-manual labour showed a slow response to union member subscriptions. This also may be due to de-recognition of trade unions as well the rejection to trade unions, of some applications submitted to the CAC for a recognition agreement.


5.0 Managing with Trade Unions


Realistically, managements and trade unions learn to live together, often on a give and take basis, with the belief that neither of them would advance from an atmosphere of resentment or by creating regular conflict. It should be assumed in this situation that communal benefits would come from behaving in accordance with the spirit and as well as the letter of agreed joint regulatory procedures. However, both parties should adopt a realistic pluralist position, recognising the certainty of different view points and opinions, even disputes, but considering it best to resolve issues on a personal basis rather than consult for industrial action.


Even though today, both organisations may be able to make an effort to get on with one another, management still considers giving industrial relations a lower priority. However, management may feel that it is easier to continue to operate within a union as they provide a useful, well-established channel for communication and for the handling of grievance, discipline and safety issues.


5.1 Managing without Trade Unions


The following points adapted by Armstrong (001, p.774), show characteristics of union-free organisations


• Strikes were almost unheard of.


• Labour turnover was high but absenteeism was no worse.


• Pay levels were generally set independently by management.


• In general, no alternative methods of employee representation existed as an option for trade union representatives.


• Employees in the non-union sector are twice as likely to be dismissed as those in unionised firms.


All the above factors indicate greater support to the management and the organisation. However, there are significant differences that can be identified between unionised and non-unionised workplaces. The downside of being employed in a non-unionised workplace is that for the employees are unable to negotiate with the same power as a union member. Thus, there will be little bargaining activity, and therefore, management will have total control over pay related issues as well as hours of work and holidays.


6.0 Legal Requirements (Practical Implications)


Trade unions have the statutory right to be recognised by a reluctant employer, based on the Employment Relations Act 1 (ERA'), introduced by the Labour government. The legislation is designed so that employers may willingly accept the integration of a union into their organisation, providing there is a joint agreement on the terms of collective bargaining, between management and trade unions. However, where an employer refuses recognition, the union must comply with given conditions of the law in order to gain access. The trade union is required to submit an appeal to the CAC with supporting evidence of a signed ballot, (a minimum of 10%), by employees from that organisation, stating membership with the union. Based on the legislative conditions, if the CAC agree to recognition, then the employer is legally bound to communicate with the TU, and negotiate at least, matters concerned with pay, hours of work and holidays. In other circumstances, the CAC is not indebted to pass recognition unless a secret ballot is signed by employees with a minimum of 40% of signatures. Nevertheless, the Employment Relations Act 1, does not apply to any organisation where there are under 1 employees and so, the employer maintains full control over the organisation.


6.1 Trade Union Recognition


Once the trade union has gained recognition, it will want to get involved within the organisation absolutely as much as it can. Unions will want, in some respects, control over all areas of the organisation and will want to change policies and procedures also. They will get concerned with areas such as


• Pay


• Discipline and grievance


• Recruitment selection


• Training and development


Trade unions will also go to the extent of getting other agreements to work with them and make sure they get involved too, for example, health and safety agreements.


7.0 Conclusion


Since the fluctuation period of trade unions, one can conclude that it is best for trade unions to not deliberately push for recognition within smaller organisations even though, those organisations might exceed the number of employees that legally bind the organisation to be recognised by the trade union recognition agreement. However, employers should also acknowledge the existence of trade unions and therefore, voluntarily accept recognition on a minimum of issues such as, matters of pay, hours of work and holidays. It is in the interest of every employee to remain satisfied, within reason, in their work environment. Employers also want the well-being of the company and ability to prosper on grounds of solidarity, whilst maintaining a good working relationship with its employees.


Trade unions should concentrate far more strictly on larger organisations and deal with as much as possible within those organisations, by means of voluntary recognition, or by means of legal recognition. It is the larger organisations that go over-looked by the management of that organisation and employees go treated unfairly. However, this does not mean that trade unions should not play a part within small organisations they should. Nevertheless, even though legislation for union recognition exists, within these small organisations, trade unions should not inflict deliberate trouble upon these companies, where there is no evidence of unfair behaviour between the workforce and management.


As we have seen from this report, trade unions and related organisations like the CAC and the TUC, all work around each other to provide help and support for people who, at work, are not knowledgeable enough to deal with issues that arise in the everyday work place. Everyone has their own way around issues and there are many similarities between these people and the organisations that integrate to get voices heard and personal rights or issues resolved. However, trade union recognition is a problem which must be resolved, for the simple interests of employees, employers and their organisations. The whole purpose of trade unions is to improve and achieve full lengths of communication between employers and their workforce. The matter is simple, if employees are happy then employers will also remain pleased and organisations will run far better, (so long as employees rights, within reason, are met) and the majority will not complain. Similarly, if employees are not satisfied with working conditions then issues will evolve, and where nothing is done, disputes will arise.


8.0 References


• Armstrong, M. (001) A Handbook of Human Resource Management Practice. 8th Ed. London, Kogan


• Blackburn, R. M. (167) Union Character and Social Class. London, Batsford


• Brown, W. et al. (001) the Limits of Statutory Trade Union Recognition. ESRC Centre for Business Research, University of Cambridge. Working Paper No.1


• Central Arbitration Committee Annual Report 00/0


• Corbridge, M. and Pilbeam, S. (00) People Resourcing HRM in Practice. nd Ed. London, Prentice


• Hall, L. and Torrington, D. (11) Employee Resourcing. London, Wimbledon


• Hawkins, K. (181) Trade Unions. London, Hutchinson


• Rose, E. (001) Employment Relations. London, Prentice Hall


• Waddington, J. and Whitson, C. (15) Trade Unions Growth Structure and Policy


• Webb, S. and Webb, B. (10) the History of Trade Unionism 1866-10. London, Longman


• http//agency.osha.eu.int/publications/magazine/1/en/index_15.htm


• http//www.bized.ac.uk/compfact/tuc/tucindex.htm


• http//www.bized.ac.uk/company/tuc/tucuni.htm


• http//www.bized.ac.uk/learn/learn.htm


• http//www.cac.gov.uk/tradeunionrecognition.html


• http//www.eto.org.uk/resource/index.htm


• http//www.geocities.com/CapitolHill/Parliament/5/index.html


• http//www.tuc.org.uk/law/index.cfm?mins=1


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Wednesday, September 18, 2019

Women in "The Lottery

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Women in "The Lottery"


In Mrs. Jackson's "The Lottery," we see how men use their aggressive behavior to select a woman as the scapegoat for an unnecessary cruel ritual, and mens unwillingness to address changes needed rid men of their evil tradition that victimize women.


The story demoralized women's inasmuch as referring to Mr. Summer's wife as being a "scold," (p 78). "The women wearing faded house dresses--exchanged bits of gossip--'' (78), while Mr. Summers is described as being clean with white shirt and blue jeans. The villages most powerful man, Mr. Summers, who owns the villages most prestigious business, a coal company, is also its major, since he has, Mrs. Jackson writes, more "time and energy to devote to civic activities" (78). Mr. Summers name suggests that he has money and time to do as he wishes. Then comes Mr. Graves, the village's second most powerful as the postmaster. Mr. Graves name could suggest death in the grave after winning the lottery. Finally, there is Mr. Martin, who owns the only grocery store in the village of "More than three hundred" (7). These powerful men who control the village, also controlled the lottery. Mr. Summers, the official, was sworn in yearly by the postmaster (Mr. Graves (7)). Only men assisted in the preparation and administering the lottery, and the lottery box is put away at one of the men place of business. "It had spent one year in Mr. Graves's barn and another year underfoot in the post office, and sometimes it was set on a shelf in the Martin grocery and left there" (7). Those that control the village controlled the lottery. The lottery takes place in the village square "between the post office and the bank"--which symbolize government (post office) and finance (bank) that are controlled by men. The men in the village believed that because they worked they would not draw the paper with the black dot, that they could not be selected to die. The rules of the lottery based on that worked outside the home excluded women thereby they could be scarified. All heads of households (men) drew in each round. Mrs. Dunbar only drew because her husband had a broken leg. Mr. Summers asked "Don't you have a grown boy to do it for you Janey?" (80) Mr. Summers knew that she did not. Jacksons choice of Mrs. Hutchinson as the lotterys scapegoat reveals the lottery to be a device that serves to eliminate the less important villagers (women). Moreover, performing this practice every year will eliminate all women's who resist men so men will stay in power. Mr. Summers, "Bill,"--"you draw for the Hutchinson family. You got any other households in the Hutchinson?" "There's Don and Eva," Mrs. Hutchinson yelled. "Make them take their chance!" (8) Mr. Summers reminded her that her daughter draw with her husbands' family. Clearly, the power in the village lies with the head of the household (men) and the women's are insignificant. When Mrs. Hutchinson is selected, and before she is stoned, Mr. Summers asks her husband "Show us her paper, Bill." (8) As though she could not hold up her own paper. The most disgusting part of the story is that "someone gave little Davy Hutchinson a few pebbles" (8) to stone his mother. The men of the village socialized little Davy, making sure he new what he (as a male) should do to women.


In Mrs. Jackson's, "The Lottery," is designed by men to eliminate the less important non-working villagers who happened to be women. The lottery only serves to reinforce actions of men and their unwillingness to change a hideous tradition, regardless of its unfairness, deliberately targeted at women.


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