The Dispute between Shylock and Antonio Essay Example | Topics and Well Written Essays - 2500 words

The Dispute between Shylock and Antonio - Essay Example It is ineffective when one or both parties are bargaining from an extreme position, in that one party either has a high demand and cedes ground slowly, or that one party has a low demand and cedes ground quickly (Carnevale & Pruitt, 1992). Mediation is negotiation between two parties, with a neutral third party guiding the process (Goltsman, et al). Mediation may be successful in traditionally high conflict situations like divorces. That said, it is not successful in divorce cases where one party is unreasonable, one party dominates the other, or one party is unable to approach the issues in a fair way (Gold, 1992). Litigation is the solution when the other strategies fail, and the parties appear before a judge and allow the judge to decide the case (Fox & Nelson, 1999). In this case, Shylock is not rational, is operating from emotion, and cannot approach the issues in a fair way. Because of the nature of the parties, and the conflict of the situation, litigation would be the most ap propriate method of settling this dispute. Discussion Negotiation and mediation are both non-coercive actions that help parties come to an agreement (Bercovitch & Jackson). The first type of legal maneuver that will be examined will be negotiation. Carnevale & Pruitt (1992) state that negotiation is basically a discussion between the parties in an attempt to get to a goal. Goltsman et al. state that negotiation may end with one party winning; a compromise; no agreement; or a win-win, where both parties end up with an agreement that leaves them in a better position than if there were a straight compromise. The strategies of negotiation are that one party may concede some ground; one party may contend, in that they try to make the other person concede by stating that they will not concede; or problem-solving, in which both parties work together to find a solution that may be beneficial for both (Chapman, 1996). Carnevale & Pruitt (1992) state that all three strategies are needed to co me to an agreement, even if each of the strategies seem to be mutually incompatible. Mediation is another tactic that may be used. Mediation is basically negotiation between the parties, but with a neutral third party guiding the proceedings (Carnevale & Pruitt, 1992). Goltsman et al. state that mediation has an advantage over negotiation only in the situations where conflict is high. If conflict is low, then non-mediated negotiation may produce favorable outcomes with just two sessions (Goltsman et al.). Mediation may be effective, if the mediator is able to make each side see the other’s point of view. A mediator may also make use of a caucus, where the mediator meets privately with either side. Carnevale & Pruitt (1992) states that this is most effective when the parties show a high level of hostility towards one another and a joint agreement seems unlikely. That said, a mediator may be misled by one of the parties, who might make a derogatory statement about the other par ty, and the other party is not around to rebut the statement. Mediators may be helpful in the negotiation process, as they may help one party realize how to save face; may help them resolve internal disagreements; or may help them talk to their constituents. They may also help the parties reach agreement by adding in incentives for agreement, or issuing threats for non-agreements. They may als

CW1 & CW3 Essay Example | Topics and Well Written Essays - 3000 words

CW1 & CW3 - Essay Example Reggae has always been associated with Rastafarianism, a culture where people wear dreadlocks hair covered with woollen hats in green, gold and red colours (Blake, 1997). Origin of Reggae Most of reggae’s original versions can be found in Mento, Ska and Rocky Steady. Reggae changed the original traditional patterns when they allowed guitar to play off-beat chords, while the bass guitar played melodic patterns (Waters, 1985). Music in the society was used to explain to the rest of the world the oppressions that the citizens were going through. The extreme pressures of lack of jobs, good houses and political unrest was becoming a menace at Kingston. This made many Rastafarians and singers to get into Rastafarianism as a way of escaping from the injustices that were being experienced in the society. Popular artists such as the wailers, Burning Spear, Bob (Andy), Gregory Isaacs, Culture and Marcia (Griffiths), became popular during this era and they all turned into Rastafarianism as a way of life (Knight & Martnez-Vergne, 2005). Reggae music had also an impact to the politics of Jamaica. The opposition leader at one time spoke of how the message in the music is interwoven with politics and it’s a good avenue where information can be passed from one generation to another. Thus music and politics cannot be separated. Since reggae evolved in the 60’s, it has become among the most listened to music genres as the culture that is contained in it is really appreciated. Bob Marley and the Wailers are the biggest sellers of the gene ever and their hit Exodus was voted the best and most influential album of the twentieth century. Musicians and groups such as; Black Uhuru, Gregory Isaacs, UB40, Maxi Priest, Shabba Ranks, Super Cat Shaggy, Buju Banton, Chaka Demus & Pliers, Beenie, Bounty, Sean Paul, TOK among others are the most influential artists that are spreading the music genre to many generations. They have earned a lot of cash and fame globally, an aspect that was not imagined to ever happen in the world of music (Longhurst, 2007). Impacts of Reggae in modern society The modern society is full of many social, political and economic issues. Music plays a greater role in spreading important information about what happens in any given societies. Gospel music, spreads the good news of God, patriotic songs talks about the love of one’s country, reggae music too has a message to pass to the rest of the world. Main themes that are found in most reggae songs are equality, justice, poverty, marriage, sex, drugs politics, religion among other many types of themes that the music spreads all over the world. It has been liked by most international audiences who views most African culture as being rich and of important lessons to their day to day lives (Potter, 1988). For a better understanding of the themes and message that the music brings forth, it is important to closely examine an artist who is commonly recognised as the father of reggae and Rastafarianism in Jamaica. The music of the late Bob Nesta Marley who introduced reggae music to international perspectives can be termed to combine a feel good of rhythm with militant call for justice and freedom from oppression. He was born in Jamaica’s countryside, but later moved to at a young age to Trench Town, Kingston, one of Jamaica’s most hopeless towns that one could imagine of living in. He abandoned school and left

The impact of globalisation on business Essay Example for Free

The impact of globalisation on business Essay 1. INTRODUCTION. Advancement in transportation and information technologies has opened up the world to lucrative business opportunities. Many companies no longer confine their business domestically but reach out globally in search of better profits. When a company conducts business across national boundaries, it is participating in international business. International business paves the way for globalisation. Ball et al. (2004) found that globalisation can be defined in many ways but broadly globalisation occurs when an entity (government, company, NGOs, etc.) carries out an activity (economic, political, technological, etc. ) in a host country. Globalisation has impacted the way many companies performed their business. New strategies are required to identify the opportunities presented by globalisation. Companies need to understand the forces that drive them towards globalisation. Most importantly, the companies must be prepared to meet the challenges of globalisation. This report presents globalisation in the context of a global strategy. It assesses the impact of the global strategy on the Texchem Group of Companies (Texchem), a company based in Penang. Texchem is founded in 1973 by its current Chairman and Chief Executive Officer, Dato Seri Fumihiko Konishi. Today, Texchem is well diversified into the business of trading, manufacturing and services with divisions in the packaging, industrial, food, family care and venture industries ( 2003). Currently, Texchems globalisation efforts are concentrated around the Association of South East Asia Nations (ASEAN) countries and China (Chiew 2004). The organizational structure of Texchem is shown below. The groups investment holding company is Texchem Resources Berhad.  (source: Texchem Resources Bhd, www.trbgroup.com/business_act_corporate_structure.htm) FIGURE 1: Texchem organizational structure 2. FORCES DRIVING TEXCHEM TO GLOBALISE. Normally, a companys decision to globalise is influenced by a combination of several factors. These factors are the forces that drive a company to expand abroad. Each company has its own unique reasons to carry out oversea business activities since declining trade barrier and technological changes seem to underlie the trend towards greater globalisation (Hill 2003, p. 8) today. Texchem has mainly operated domestically apart from venturing into Singapore a year after its inception. It was not until 18 years later that Texchem started its globalisation exercise aggressively after building up its strength and reputation. Starting with Thailand in 1992, Texchem continued with Vietnam (1994), Myanmar (1997, Indonesia (2002) and China (2002). Now, Texchem is well represented in the ASEAN region (Texchem Annual Report 2002). Like any other companies, there were also unique forces that drove Texchem to globalise. Chief among them were: * Be a US$1 billion company. It cannot be denied that all companies are profit driven. After all the very existence of a company rest on the profits it makes. Texchem is no different in this aspect. However, Texchem is not only trying to make a profit but striving to be a US$1 billion company by 2010. This is Texchem Vision 2010 which is to be achieved with annual sales revenue of US$1 billion (Konishi 2002). Texchem 5 year performance chart below shows that there is still much to do and globalisation is the answer to bigger market opportunities. (source: Texchem Resources Bhd., www.texchemgroup.com) FIGURE 2: Texchem financial performance In order to realise this Vision 2010: Texchem has identified and capitalised on global market opportunities and allowed its growth to be determined by market trends and customers demands. Then it responded to such opportunities with top quality products and services that deliver real value www.texchemgroup.com/aboutus/history.html 2003, p. 1). Furthermore, Texchem has to survive through economic crisis in order to sustain a steady and resilient performance. One way is to prudently invest in growth industries with different market cycles like the food industry (  history.html 2003). * Loss Of Trade Preference. Konishi said Malaysia is treated by Europe under the general system of preferences which imposed an import duty of 14% on Malaysian products entering Europe. Texchem will not enjoy this status when import duty goes up to 20% in 2005 (Tan 2004). In 2003, Konishi said Texchem has estimated a US$25 million export market to Europe, Japan and Australia for its surimi and fishmeal products by 2006 (The Star 2003). The loss of this preference will affect Texchems profit. It may not be feasible to market seafood products in Europe due to price disadvantage. Therefore, to continue capturing the European market, Emmanuel (2004) wrote that Texchem is setting up a RM50 million seafood processing plant in Europe in 2005. Tan (2004) reported that Konishi said, Raw material will be imported from Myanmar as import duty on raw material going into Europe is only 3.5%. Production cost will then be lower giving Texchem the  competitive edge again. * Be close to clients / customers. Interdependency among companies is a norm. When a client is satisfied with the companys products and services, loyalty is attained. Therefore, when a client sets up shop overseas or penetrates a foreign market, it is not surprising that the company normally tags along. Many international companies wanting to market and distribute products in ASEAN have appointed Texchem for the task due to its reputation and international networking. Taking customer support a step further, Texchem even located its operation to be close to its local and multinational clients ( 2003 ; www.texchemgroup.com/stakeholders/customers.html 2004). For instance, Texchem-Pack (Thailand) was established to serve its major Texchem customers like Seagate, Mektec, IBM, etc. in Thailand (Konishi 2003). Its production facilities are located near customers operations to give immediate respond to their needs and to any changes in the local market. This also shorten delivery timings and to provide just-in-time delivery. Reduction in logistics and transportation charges is a cost savings to customers ( 2003). Another example is Texchem-Pack (Wuxi) which was established to serve the hard disc drive industry, the semiconductor industry, the electronics industry and the telecommunications industry in Jiangsu Province and Shanghai, China ( 2003). The establishment in China enables Texchem to be close to and provide more effective and efficient services to its customers in China. * Acquire Technology. Many companies brought along their technologies when setting up shop abroad. As the world become more and more accessible, it becomes possible to team up with these companies in the host country to acquire their technologies. Although Texchem has invested heavily in research and development and use leading edge, in-house facilities both for product enhancement and for new products (www.texchemgroup/business/packaging.html 2003, p. 1), it is continuously seeking out new technologies to gain competitive edge. As such Texchem joint ventures with international leader and creates new subsidiaries often through technology transfer arrangements that enable both parties to net a bigger catch ( www.texchemgroup.com/business/texchem-eng.html 2003a ;  group.com/stakeholders/associates.html 2003). To illustrate, Eye Graphic (Vietnam), a Texchem joint venture with Eye Corporate Planning Co Ltd of Japan, is equipped with advance digital propress system and flexo photopolymer printing plate making equipment ( * Demand. In any business activities, there must be demand. Without demand, a companys product will eventually be rendered obsolete. One of the reasons Texchem chose to expanded into ASEAN and China was because there was a huge demand for its products. And, Texchem is prepared to set up more manufacturing plants to meet the increasing demands of the ASEAN market ( 2003, p. 1). With greater demands from the Chinese market, Texchem now intends to expand its Wuxi plant into thermoforming for the high-tech industry and injection moulding for the computer and semi-conductor industry (Konishi 2003a, p. 2). Also, in line with increasing global demand for surimi, Texchem has set up a manufacturing plant in Myeik, Myanmar (Konishi 2003a, p. 3). Texchem expansion into Indonesia, with its largest manufacturing plant in Kerawang (near Jakarta), is to cater for the need of 206 million people. The  brand name of Fumakillas mosquito coil in Indonesia is distributed under the name Domestos Nomos, a successful household name ( 2003a). Yap (2003) reported Konishi as saying, so far, we have shipped over 400,000 cartons in the first 6 months of operation, equivalent to the total volume that Texchem sold in Malaysia, Thailand, Myanmar and the Philippines in the same period. A comparison of the population in ASEAN countries in presented below in order to appreciate the magnitude of the demands in ASEAN. FIGURE 3: ASEAN population breakdown. From the table it is understandable why Texchem has been aggressive in penetrating the ASEAN market to capture the demand. ASEAN has a combined population of 500 million. 3. GLOBALISATION EFFECTS ON TEXCHEM INTERNATIONAL BUSINESS STRATEGY. Before a company expands abroad, it must have a strategy. According to Ball et al. (2004) there are several strategies that could be adopted such as the global strategy, multidomestic strategy, transnational strategy and international strategy. Globalisation has an influence on which strategy to adopt. Careful assessment of the various internal and external business environments is a prerequisite before any decision can be made. In crossing national boundaries, globalisation affects Texchem international business strategies in terms of the following: * Standardisation. Texchem operations are standardised in all the host countries. All packaging plants provide: One stop total packaging solutions equip with state-of- the-art facilities. Furthermore, all Texchem plants support customers through excellent logistics, warehousing and inventory management. This is done via a nationwide network of branches and sales offices ( www.texchemgroup.com/business/texchem-pack.html 2003c, p. 2; www. texchemgroup.com/business/texchem-mat.html 2003a, p. 1; www.texchemgroup. com/business/familycare.html 2003, p. 3). With globalised operations, Texchem would be able to take advantage of business opportunities occurring anywhere in the world and would not be constrained to specific sectors (Khambata and Ajami 1992, p. 43). As product preference and requirements are becoming increasingly alike globally, product standardisation across all cultures would enable companies to manufacture and sell low-cost reliable products around the world without being adapted to individual country preferences (Khambata and Ajami 1992, p. 43). To capitalise on this, Texchem products are also standardised globally. It manufactures and distributes household insecticide such as the Fumakilla mosquito coils under different brand names in Indonesia (Domestos Nomos), Thailand (Chang) and Myanmar (Jumbo) ( 2003b). * Global Decision Making. With globalisation, Texchem decision making covers a wider scope now compared to when it did domestically. Texchem has centralised its decision making in its Penang corporate office. This is where Texchem makes decision on strategies issues such as policy, capital, technology and products. Decisions are global minded taking into consideration the local factors of the host countries. Texchem Design Centre is centralised to tailor-make packaging solutions in the fastest possible time for all its plants across ASEAN countries and China to meet customers demand around the world ( 2003). * Market scope. Globalisation opens up the world as a very big market. Domestic markets, however large, are limited in size and growth and are targeted by domestic competitors (Khambata and Ajami 1992). To continue growing, Texchem sees the world as one market to sell its products. Khambata and Ajami (1992, p. 283) said that: Apart from the fact that the existence of a new, larger customer base would help boost sales, overseas markets often confer additional advantages such as competition from overseas markets may not be strong. When the local market is large and the demand is consistent enough to justify investment in the plant and equipment needed to set up a manufacturing operation, production economies can occur (Khambata and Ajami 1992, p. 284). Also, Texchem can tap the Chinese market to derive economies of scale and scope (Konishi, Texchem annual report 2002). Operational economies of scale allow Texchem to keep prices competitive and deliver exceptional value ( 2003). * Develop skills. Part of the globalisation process concerns developing skills especially multicultural and bilingual ones. Texchem encourages such skills development to communicate and establish rapport with its global clients, staff and customers. Not surprising, Texhem only recruits staff of outstanding caliber and provides training for them ( 2003). In order to develop skills, Texchem formed strategic alliances with agents around ASEAN region with strong domestic knowledge in sales and distribution ( 2003b, p. 1). Texchem has approached globalisation with a global strategy because the above effects have the essence of a global strategy. Ball et al. (2004, p. 6) defined the global strategy as a strategy that attempts to standardise and integrate operations worldwide in all functional areas. Texchem has adopted precisely this strategy. 4. MAJOR OPPORTUNITIES CREATED FOR TEXCHEM. As the world shrinks into a global village because of accessibility, abundant opportunities are available to business organisations. Companies are quick to take advantage of these golden opportunities to further their interests. In other words, globalisation provided avenues for companies to spread their wings into foreign markets. Globalisation presented many major opportunities for Texchem too as it did for others. Texchem management was quick to see these opportunities and swiftly took advantage of them. The major opportunities created for Texchem were: * Tariff Reduction. Tariffs are taxes levied on foreign goods entering the country. Sometimes it can be levied on goods leaving the country as well. According to Hill (2003), tariffs protect domestic products against foreign ones. It is a form of government intervention to shield local companies from international  competitors who have superior technologies to make higher quality products at lower cost. By levying taxes on such goods, it brings up their prices to be on par with local goods. With the exception of Singapore, all ASEAN countries have imposed tariffs on imports. However, ASEAN initiated the ASEAN Free Trade Area (AFTA) in 1992, detailing a regional progressive tariff reduction plan. To be implemented in stages, tariffs on goods with 40% ASEAN content shall be progressively reduced to between 0 5% by 2003. There were some exemptions to the implementation year for Vietnam (2006), Laos and Myanmar (2008) and Cambodia (2010) ( 2003). With the reduction in tariffs coupled with the huge population in ASEAN countries, the trading opportunities are very attractive. Texchem acknowledged this fact. It noted that with AFTA in place, the regional exchange in business is expected to further boost various industries ( 2003a, p. 1). Texchem has been anticipating AFTA since 1990s. Knowing the opportunities AFTA presented, it has ventured into ASEAN countries to position itself first while waiting in full anticipation for the implementation of AFTA. This strategy gave Texchem a head start to study the market opportunities of the host country better, build up its reputation, find solutions to lower production costs and sell competitively. This foresight has paid off handsomely as Texchem registered improved sales in all its division for the year 2003 (Konishi 2003b). As quoted in the Texchem investor newsletter (2003, p. 4), the increase in revenue for the Packaging Division was mainly contributed by the successful penetration into new market AFTA region, namely Thailand. This is because: Thailand experienced a substantial increase in revenue from the trade of plastic resins, a direct benefit of reduces impact duties effective Jan 2003, in line with the implementation of AFTA (Texchem investor newsletter 2003b, p. 2). As Konishi (2003b, p. 5) mentioned: Texchem Resources Bhd Group will continue to make the 100% AFTA proof objective its priority. Texchem is indeed in a position to take full  advantage of AFTA as it expands further into the global market. * Strategic Location. Geographical location is another opportunity that can be taken advantage of. According to Ball et al. (2004, p. 263), geographical proximity is often the major reason for trade between nations. Apart from close proximity, the location of a nation also offers other suitable operational advantages for foreign companies. For instance, if the country has sea frontage, companies can make use of ports in the country to export their products. This was what Texchem was looking for when it ventured into Myanmar. Texchem was searching for an advantage in Myanmars location and found it in a town called Myeik (please see map for location). (source: design printing services, www.dpsmap.com) FIGURE 4: Map of Myanmar. The Myeik Archipelago, which includes over 800 pleasant and enchanting islands, lies in the Andaman Sea along the south Tanintharyi coast. Myeik is the port city of this archipelago. It has the potential for industrialisation of marine base products because the Andaman Sea has abundant fish. Texchem joint ventured with Mascot Industries Co Ltd of Myanmar to set up ASK Andaman (Lee 2003). The strategic location of ASK Andaman at a fishing port complement the abundant fresh fish from the Andaman sea has set it as the most idealistic plant for surimi and fishmeal processing ( www.texchemgroup.com/  business/andaman.html 2003, p. 1). The fishing port facilitated the export of Texchems products from Myeik to Japan, Australia and Europe. It also provided an infrastructure for Texchem geographical reach so that it is the ideal partner for multinationals that have operations spread across the region ( 2003, p. 2). * Abundant Raw Materials. Sourcing for cheap raw materials is an important task in any operation. This is where competitive advantage can be sustained. Therefore, many foreign companies flock into ASEAN in search of raw material because they are in abundance. Konishi said Texchem globalisation into Myanmar enables it to tap the countrys natural resources and obtain a reliable supply of good quality and more cost effective raw material (The Star, 2003). ASK Andaman manufactures and market surimi and fishmeal products and provides Seapack Food with a reliable supply of reasonably priced, good quality surimi raw material ( 2003a, p. 1). It requires fresh fish to manufacture and process surimi and fishmeal products. The Andaman Sea has abundant supply of fresh fish to provide ASK Andaman. * Low Labour Cost. Labour cost in ASEAN countries is generally low with the exception of Singapore and Malaysia. Many foreign investors take this opportunity to relocate their operations here so that their production cost can be reduced. The table below provides a comparison of labour cost among ASEAN countries. Texchem has set up manufacturing plants in Thailand, Indonesia, Vietnam and Myanmar because the labour cost is lower than Malaysia. It practices stringent cost controls ( 2003, p. 2) and taking advantage of this opportunity is a prudent strategy. The setting up of manufacturing operations in competitive labour cost countries (Texchem investor newsletter 2003a, p. 2) provided Texchem with a competitive advantage over other domestic competitors. Konishi (2003b, p. 4) was please to note that: The year 2003 was spent building a solid base for Texchem operations in Myanmar and with its competitive labour and abundant natural resources, great returns beckons as Texchem begins exporting its marine products globally. Myanmar Sometimes a company is attracted by just one or two opportunities offered by the host country. However since Myanmar offers all the above opportunities for Texchem, it is only appropriate to provide an opinion of the country in this report. Myanmar has rich natural and human resources. The government is encouraging direct foreign investments to take advantage of these resources. With a market oriented economic system aimed to liberalise its economy, foreign investors would be given the right to enjoy appropriate economic benefits. They would also be safe guarded by the Government against nationalisation of their business. There are tremendous investment opportunities in natural resources such as teak forests, minerals and gems. Historical and cultural attractions offer vast potential for tourism. The labour force is highly literate and trainable. Myanmar has a long coastline rich in fish and other marine life. An estimated one million metric tons of sustainable fishery resources could be exploited annually. Investment opportunities in the fishery industry include setting up of cold storage facilities, fishmeal plants, canning plants and shrimp farms and / or hatcheries ( n.d.). 5. CHALLENGES FOR TEXCHEM AND MEETING THEM. Converting business opportunities into profits is usually never plain sailing. There are challenges to overcome first. These challenges come in many forms i.e. trade barriers, high taxes, corruption, unskilled workers, poor infrastructure etc. Although globalisation created many opportunities, Texchem must overcome the many challenges that came with these opportunities before reaping in the profits. Among the many challenges Texchem has or shall encounter in globalisation are: * Building Brand. Branding is a very important exercise for companies going global. Foreign markets must be made aware of the existence of their products. Irrespective of the large population, if the product is not known then there shall be no demand. When Texchem ventured into Indonesia to market its mosquito coils through Fumakilla, it realised the difficulty in building its mosquito coil brand. Fumakilla is relatively unknown to millions of Indonesian and without awareness the product will be just another product on the shelves. As a solution, Fumakilla has embarked on a RM12 million branding exercise to expose its mosquito coils to the Indonesian market under the brand name Domestos Nomos. Advertising and promotions activities were carried out via PT Technopia Lever (Texchem investor newsletter 2003b). Since the expansion of the Family Care business to Indonesia in September 2002, Domestos Nomos has: Achieved a market share of 6.5% as of Sept 2003. Sales in the 2nd half of 2003 improve due to seasonal trend of the household insecticides market in ASEAN. It has also become the top brand with an average market share of 40% in modern retail outlets located within Jakarta and Medan (Texchem investor newsletter 2003, p.4 2003a, p.3). With such a large market, Fumakillas top priority for 2003 was to build the Domestos Nomos brand so as to achieve further significant market penetration into Indonesia. With a population 206 million, industry  potential in massive (Tan, GH 2002, pp. 30-31). * Sustaining Market. Market penetration is just the first step to a successful globalisation. After penetrating a foreign market another challenge shall present itself. This challenge is sustaining the market. Sustaining a market is difficult because there is no such thing as a perpetual sustainable market. Products come and go frequently because of competition. Texchem success depends on: Keeping its fingers on the pulse of an ever-changing market and on its resourcefulness in responding to customer needs. By constantly updating knowledge of market trends and sharing knowledge with suppliers, Texchem is able to rapidly develop and introduce new products that exceed its customers expectations (  industrial.html 2003, p. 1). Texchem is focused on maintaining its market leadership and is confident of attracting potential partners for help because of more competitive products from China (Texchem investor newsletter 2003b, p. 2). Therefore, Texchem is very selective in its choice of partners, choosing only those whose needs can genuinely be met and who are committed to long term brand building ( 2003, p. 3). * Financial Limitation. Insufficient financial capability is a hindrance to globalisation. Funds are required to invest in foreign soil. Additional plants and equipment have to be procure and employees paid. Normally, capital expenditure can only be recouped after a few years of operation. Sourcing for funds to globalise is a major task for Texchem. One of the ways to overcome the shortage of funds is to list the company in Securities Exchanges. In September 2003, Texchem announced: The listing of its Packaging business on the Main Board of the Singapore Exchange Securities Trading Limited (SGX-ST). Texchem is currently awaiting approvals from SGX-ST and the Monetary Authority of Singapore (MAS) to list Texpack Holdings on the SGX-ST (Texchem investor newsletter 2003b, p. 3). The access to funds shall pave the way for Texchem to take advantage of viable investment opportunities in the international capital market. It also broadens its fund raising capabilities to expand and grow its Packaging Division within the region and on the global arena (Texchem investor newsletter 2003a). * Risk. There are no risk free investments. The same goes for globalisation. In fact, risk assessment for globalisation is considered a delicate task. Unexpected global events such as epidemic, natural disaster and war are some of the risks that are difficult to account for. These unexpected events affect company performance. Texchem Food Division performance could have been better if not for the SARS epidemic and war in the Middle East (Nishida 2003, p. 28). To demonstrate the impact, Kim (2003, p. 18) said that Texchem-Pack (Wuxi) in China suffered losses due to the indirect effect of the SARS epidemic during the first half of 2003 because Texchem sales and marketing team was prevented from servicing the clients due to the outbreak. However, Texchem was able to overcome this challenge with the support from its clients, new business partners, the dedication of the team and the support form the Penang head office'(Kim 2003, p. 18). Apart from that, the risk of lack of basic infrastructure and communications  is another prevailing issue when entering third world countries. Texchem can attest to that because the initial stage of establishing in Myanmar was difficult because of the lack of infrastructure and communication problems (Nishida 2003, p. 28). Nevertheless, Texchem was able to grow and expand its operation in Myanmar due to strategic acquisitions, meticulous planning and the synergizing of all Texchem plants (Nishida 2003, p. 28). 6. CONCLUSION AND RECOMMENDATION. Globalisation has changed the way business is being conducted. From being a domestic company in the 1970s and 1980s, Texchem is now a successful global company. Ever since Texchem started globalising its performance has been growing steadily. Apart from a slight drop in revenue in 2001, Texchem has registered an increase in sales and operating profit for the past five years. (source: Texchem Resources Bhd, www.texchemgroup.com) FIGURE 5: Texchem financial performance For the year 2003, Texchems gross dividend payout was a remarkable 8%, much to the delight of its shareholders. Globalisation has also generated sufficient profit for Texchem to be transferred to the Main Board of the Bursa Malaysia (formerly known as the Kuala Lumpur Stock Exchange) in 2001 after being listed in the Second Board in 1993. This milestone signified the growth of Texchem into a major listed conglomerate in Malaysia. Texchem is now a household name in family care products and its packaging division is well represented in ASEAN. Its food division is also making inroads into Europe, starting with Italy. Overall, globalisation has indeed changed the corporate profile of Texchem. It has provided Texchem a vast market for its products and Texchem has seized the opportunities created well. With six more years to go, Vision 2010 may sound a little ambitious. It is not that Vision 2010 cannot be achieved but it should be scaled down to allow for any unforeseeable economic crisis such as workers strike, war, epidemic or even natural disaster. Also, Texchem should continue spreading its influence in the relatively untapped Chinese market. Aggressive branding exercise is required here to capture a lion share of its 1 billion market opportunity. With AFTA already in full implementation for certain ASEAN countries it may be prudent for Texchem to invest more in Research Development so that it can continuously reinvent itself to stay relevant. Competition is getting keener with more and more companies expanding in ASEAN to take advantage of AFTA. Finally, Texchem may consider a multidomestic strategy in the near future as it strengthens its foothold globally. This strategy is flexible and allows participation from the locals. Furthermore this strategy allows global companies to look beyond costs and product standardisation to think in new ways about world competition (Hamel and Prahalad 1985, p. 139). REFERENCES: 1. Associates 2003, viewed on 14 July 2004, holders/associates.html, p. 1. 2. Ball, DA, McCulloch, Jr, WH, Frants, PL, Geringer, JM Minor, MS 2004, International business: The challenge of global competition, 9th edn, McGraw Hill, USA, pp. 4-6, 263. 3. Chiew, CH 2004, A yen for Malaysia, Asia Inc., 1 May. 4. Customers 2003, viewed on 14 July 2004, holders/customers.html, p. 1. 5. Emmanuel, M 2004, Texchem eyes Europe as seafood processing plant site, The New Straits Times, 28 May. 6. Employment and labour-based technology (n.d.), viewed on 9 August 2004, . 7. Family care division 2003, viewed on 14 July 2004, business/familycare.html, pp. 1-3. 2003a, viewed on 14 July 2004, , p. 1. 8. Food division 2003, viewed on 14 July 2004, , p. 1. 2003a, viewed on 14 July 2004, html, p. 1. 9. Hamel, G Prahalad, CK 1985, Do you really have a global strategy?, Harvard Business Review, July August 1985, p. 139. 10. Hill, CW 2003, International business: Competing in the global marketplace, 4th edn, McGRaw Hill, USA, p. 8, 173. 11. History 2003, viewed on 14 July 2004, history.html, p. 1. 12. History and business 2003, viewed on 20 July 2004, care.com/, p. 1. 13. Industrial division 2003, viewed on 14 July 2004, business/industrial.html, pp. 1-2. 2003a, viewed on 14 July 2004, , p. 1. 2003b, viewed on 14 July 2004, , p. 1. 14. Khambata, D Ajami, R 1992, International business: Theory and practice, Macmillan, Singapore, pp. 43, 283-284. 15. Kim, LK 2003, Countering obstacleschallenging the competition, Texchem Annual Report 2003, p. 18. 16. Konishi, F 2002, Chairmans Statement, Texchem Annual Report 2002, p. 11 17. Konishi, F 2003, Presidents message towards globalisation, Texview, September, viewed 4 August 2004, detailpage.php?Id=147, p. 1. 2003a, Presidents message, Texchem investor newsletter, Inaugural issue 2003, pp. 2-3. 2003b, Chairmans Statement, Texchem Annual Report 200, pp. 2-5. 18. Lee, KF 2003, Texchem gets shareholders approval to buy Sushi Kin, The New Straits Times, 11 December. 19. Nishida, Y 2003, The journey of continued success, Texchem Annual Report 2003, p. 28. 20. Our ASEAN expansion 2003a, viewed on 23 July 2004, care.com/, p. 1. 21. Our ASEAN presence 2003b, viewed on 23 July 2004, care.com/, p. 1. 22. Our history 2003, viewed on 20 July 2004, history.html, p. 1. 23. Our strength 2003, viewed on 20 July 2004, strengths.html, p. 1. 24. Packaging division 2003, viewed on 14 July 2004, business/packaging.html, p. 1. 2003a, viewed on 14 July 2004, , p. 1. 2003b, viewed on 14 July 2004, , p. 1. 2003c, viewed on 14 July 2004, , p. 2. 25. Staff 2003, viewed on 14 July 2004, holders/staff.html, p. 1. 26. Tan, D 2004, Texchem plans Euro processing facility, The Star, 28 May. 27. Tan, GH 2002, Reaching home, Texchem Annual Report 2002, pp. 30-31. 28. The ASEAN free trade area and other areas of ASEAN economic coorperation 2003, viewed on 20 July 2004, , pp. 1-2. 29. The Star 2004, Texchem setting up aquaculture products plant in Myanmar, 21 March. 30. Texchem Annual Report 2002 2002, Corporate History, p. 2. 31. Texchem Investor Newsletter 2003, Higher contribution from packaging, consumer and industrial divisions in first half, inaugural issue, pp. 2-5. 2003a, Q3: Focus on streamlining operations to further improve profitability, 3rd quarter, pp. 2-5. 2003b, Q4: Food division set to spearhead growth for Texchem, 4th quarter, pp. 2-3. 32. To set up business in Myanmar (n.d.), viewed on 6 August 2004, myanmar.com/gov/trade/setup.htm, pp. 1-2. 33. Wages and productivity (n.d.), viewed on 6 August 2004, wdi2000/tab2_6.pdf. 34. Welcome 2003, viewed on 14 July 2004, html, p. 1. 35. Yap, D 2003, Texchem on expansion path, The Star, 7 June.

Management and Leadership

Management and Leadership Effective Management and Leadership The most powerful and successful business organizations have understood the importance of a key attribute in their achievements and accomplishments. This is the importance and significance of efficient management and leadership. Empirical and theoretical studies have found evidence that the prevailing notion about leadership and management was masked in air of secrecy (Mulec, 2006: Pg 67). Such an attitude has persisted until recently when research has found that a set of competencies and skills are essential for effective management and leadership. Leadership requires the maximum utilization of innate and intrinsic potential. Business leaders must be dynamic and proactive with their ability to inspire confidence in their followers. They must have a clear vision and mission statement in order to achieve business and organizational goals. They should make everyone part of the organizational process. Leaders focus on the broad aspects of acquiring operational excellence. The democratic system of leadership calls for respecting the initiative and feedback of employees. The ability to enhance the productivity and output of the business organization has been identified as a major competency of leadership. The advantages of such an approach are that the leaders can distribute and allocate tasks to different team members. Each team member will work towards the achievement and accomplishment of the major business goal. Empirical and theoretical studies have identified transformational leadership as being effective and efficient as opposed to other leadership styles (Trevino, Hartman Brown, 2000: Pg 129). Transformational leadership seeks to apply innovation and creativity in order to achieve business and organizational goals. It also seeks to provide an honest and simple appraisal and performance of the employees. Management is another important skill which must be present in order to achieve business and organizational goals. The basic competency of managers is their ability to engage in systematic and methodical planning. This involves identifying barriers to progress and setting targets. A target oriented approach helps management to achieve business and organizational goals. Another important competency for managers is that of organization (Watson, 2001: Pg 386). They must systematically understand the various work processes and requirements. Each task should be divided and distributed to the work force. Further managers are successful by their ability to delegate and receive reports from employees. This is a multi level approach which seeks to achieve business and organizational goals. Management must be able to use strategic management in order to create vision and direction for the guidance of the organization. They must be able to understand the external and internal factors that affect the performance and success of business organizations. They must be able to apply innovation and creativity in order to resolve problems. Effective manag ement also requires a system of checks and controls to monitor the work process (Watson, 2001: Pg 386). This provides the managers with real time information about the success or failure of any business process. From the list of skills that you have generated, select three personal skills and three professional skills a manager needs to be effective in their role (support with personal examples where you can). Explain how these skills contribute to meeting both organisational and personal goals. Discuss what methods you can use to improve both your personal as well as professional skills. Personal and Professional Skills Managers need to have different personal and professional skills in order to accomplish the goals and objectives of the business organization. They must be able to successfully implement these skills for resolving business problems (Wilson Holton, 2003: Pg 123). Further managers should seek to integrate and coordinate various skills to produce optimum solutions. At the basic level, management should have clear idea and vision about the organizational goals. This is necessary because it identifies and recognizes the external and internal factors affecting the business organization. As a manager, I sought to improve our market access to China. This was done through a systematic audit and analysis of the business environment. Managers should also be able to inspire confidence and trust amongst their employees. This is done by directly linking employee growth with the organizational growth. The ability to motivate and inspire team members is now considered a vital component of effective management (Wilson Holton, 2003: Pg 124). At the professional level, managers should be able to work with teams. They should apply intuition and critical thinking skills in order to achieve business and organizational goals. Finally the management must have superior levels of planning, organization, and coordination (Wilson Holton, 2003: Pg 126). Accomplishing Organizational and Personal Goals Managers must seek to work with teams by motivating and inspiring them. Such a process helps to create an atmosphere of collaboration and cooperation. It also can resolve potential conflicts in the work place. It also leads to exchange of information. Further the tasks are divided in order to prevent some employees from being overburdened. Advice and initiative from employees should be appreciated in order to promote efficiency and effectiveness (Wilson, Lenssen, Hind, 2006: Pg 134). Management must also empower employees to apply innovation and creativity in resolving business and organizational problems. A multi level approach in management helps to resolve business problems. It also assists in maintaining the competitive edge of the business organization. Improvement of Personal and Professional Skills Management development is a crucial and significant element of the entire business process. This is because managers are the agents of change and dynamism in the business organization. The improvement of personal and professional skills requires the constant application of intuition and critical problem solving skills. Managers should frequently use a number of techniques like brainstorming, analogizing, and discussions in order to improve their skills (Wilson, Lenssen, Hind, 2006: Pg 135). Analogizing refers to the use of personal experiences in solving business problems. A practical and scenario based approach will assist the management in boosting and upgrading their skills. This is a multi level approach that seeks to optimize the various competencies of business managers. Personal Skills Audit Rating Your Management and Leadership Skills Skill Very Good Satisfactory Needs Improvement Poor Not Tested Teamwork Requires some enhancement Resolving Problems Needs to be proactive and dynamic Motivate and inspire others This is the core competency Planning and preparation Knowledge of key planning concepts required Organizing Unable to effectively and efficiently organize Coordination Can coordinate and integrate various work processes Critical problem solving Ability to identify problems in a proactive and dynamic manner Communication skills Requires knowledge of basic communication skills Present an analysis of the various personal and professional skills of which you have carried out a self-assessment in the class including an assessment of your learning style. Based on the rating and the results of the self-assessments write a brief overview of your leadership and management skills in terms of strengths and weaknesses. Analysis of Personal and Professional Skills My personal skills as a manager involve the use of teamwork and resolving problems in an efficient and effective manner. It also involves the use of smart and prudent strategies that can analyze and audit the business environment. Managers need to have strategies which can assist the organization in achieving its targets (Hickman, 2006: Pg 67). This involves the application of robust and energetic strategies. It also seeks to identify the appropriate actions and thoughts that enable managers to have high levels of perception and awareness about the dynamics of the business organization. Further there should be a management model in the organization that identifies and recognizes the skills required. My personal and professional skills seek to accomplish high levels of transparency and fairness in the business organization. Personal and professional skills should be enhanced and boosted in order to produce superior business outcomes. Managers should be able to generate motivation and stimulus in the work force instead of attempting to discipline and intimidate them. This is the management style of twenty first century that seeks to produce flexible, open, and dynamic business models. This should be the context in which personal and professional skills should be developed and enhanced. Strengths and Weaknesses Motivating and inspiring the work force is my core competency in the field of management. This involves providing adequate and competent instructions to the work force regarding the targets and goals. It also seeks to address employee concerns and take feedback from them. Motivation and inspiration are the main attributes that are identified in empirical and theoretical studies about modern management styles (Jung, 2001: Pg 21). It helps to transform rigid and inflexible hierarchies within organizations into dynamic and robust business models. Another core competency is coordination which seeks to interrelate and interlink the various business processes. It seeks to achieve business goals in a prudent and smart manner. Organization of work processes and communication skills need to be boosted and augmented. This is a major weakness of my management skills which needs to be effectively and efficiently remedied. Organization of the work processes is identified as a major competency whi ch seeks to distribute and allocate the work processes. There is a need to upgrade and augment various business and organizational skills in order to achieve efficiency and effectiveness. Personal Development Plan Establish your career goals and objectives and the skills required to meet these objectives. Put together a realistic Personal Development Plan to demonstrate how you intend to address the learning and development needs that you have identified. Consider your preferred learning style when establishing learning actions. Establishment of Career Goals and Objectives My career goals and objectives are to improve and augment my management and leadership skills. Management should seek to improve productivity and output while reducing the administrative and structural costs (Bass, 2005: Pg 26). It also seeks to identify and recognize the changes in the business and market environment. Developing and boosting skills requires the use of innovative and creative learning methods. Problems and scenarios should be used in order to augment and develop management skills. Further there needs to be significant improvement in communication and organization skills. Managers need to have efficient and effective planning, organization, coordination, and preparation skills. These objectives and goals can be achieved through a systematic and methodical appraisal and audit of the various factors. This calls for the development of team work, interpersonal, monitoring, checking, and evaluation skills. A comprehensive and broad system of checks and balances should exis t which would provide managers with real time information. It helps to them to modify or change strategies that are not achieving their targets. Further career goals and objectives should be implemented in a systematic and methodical manner in order to produce superior outcomes. This will also increase the chances of producing better business outcomes. Such a strategy adopts a multi level approach towards the resolution of business problems. Personal Development Plan Given the rapidly evolving business landscape, it is essential that any personal development plan take into account the new variables and factors affecting management. The personal development plan involves transforming management into a role model that can be successfully emulated by subordinates. It should seek to empower employees by making them owners of the work process. Further management should implement a system of appraisal and evaluation which would assist in streamlining and automating the work process. A personal development plan can be achieved if assessment instruments are used to test and gauge the levels of efficiency and effectiveness. Such instruments would create benchmarks that need to be modified and altered in order to produce superior outcomes. Further the personal development plan should utilize strengths in order to overcome weaknesses and limitations. It should also use appropriate strategic management skills in order to effectively assess the business probl ems. Communication skills need to be upgraded in order to reduce communication gaps. Further it should also focus on resolving conflicts in teams. Communication skills can assist in the development of competencies that seek to improve interaction and interface with upper management, colleagues, subordinates and customers. It seeks to apply proactive and dynamic approaches in order to achieve business and organizational goals. Evaluation and Review Implement your personal development plan and maintain a reflective record on ongoing basis. At the end of the term present an evaluation of the whole learning process including the effectiveness and impact of the learning on your career path as well as the impact of learning styles on personal development Implementation of Personal Development Plan The personal development plan should clearly identify and recognize objectives and goals. It should seek to break the objectives into long term, medium term, and short term. Further the goals should be realistic and accurate based upon the strengths. It should seek to utilize these strengths in overcoming limitations and hurdles. After this it is vital to conduct research into the various strategies that can help accomplish these objectives. The barriers and hurdles to progress should be highlighted in order to achieve efficiency and effectiveness (Burns, 2005: Pg 154). Skills should be divided and prioritized in order to achieve maximum results. The skills that are in immediate need of improvement and augmentation should be applied in order to produce superior outcomes. Further there is also the concern that some strategies might not work. In this case, the personal development plan should have contingency plans which can respond to unforeseeable circumstances. An important componen t of personal development plans is the division of large tasks into small ones. This helps to motivate and stimulate the manager in learning new competencies and skills. Further it also seeks to facilitate and assist in the process of learning and development. The use of a multi level approach will help the manager in achieving efficiency and effectiveness (Kuhnert, 2004: Pg 649). Personal development plans should integrate and utilize creativity and innovation. This calls for the use of critical thinking skills which produce solutions to business and personal issues. Further the personal development plan should take into account the ground realities. The manager should study new literature on management and business. They must also attend short trainings, seminars, and workshops which focus on improvement of vital skills. Further the business environment provides ample ground for the manager to test and upgrade skills. Making extra efforts will enable the managers to develop their business and personal skills. The personal development plan should be smart and prudent to understand the manager limitations and weaknesses. It should seek to adopt a formal and informal method of ensuring that business goals are accomplished and achieved. It should seek to rationalize the various strategies that are used to boost and upgrade the skills and competencies. Any personal development plan can succeed only if the management has motivation and stimulus to perform at optimum levels. Managers should be able to forecast any changes in the business or work environment. They should have contingency plans which can reduce or mitigate adverse circumstances. Also it is essential that a proactive management philosophy be adopted in order to achieve organizational and business objectives. References: Mulec, K. (2006), Positive professional leaders: aspects to consider in leadership development, Leadership and Organizational Development Journal, Vol. 27 No. 1, pp. 66-81. Trevino, L.K., Hartman, L.P. and Brown, M. (2000), Moral person and moral manager: how executives develop a reputation for ethical leadership, California Management Review, Vol. 42, pp. 128-42. Watson, T.J. (2001), Beyond managism: negotiated narratives and critical management education in practice, British Journal of Management, Vol. 12, pp. 385-96. Wilson, A. and Holton, V. (2003), Changing Manager Mindsets Report of the Working Group on the Development of Professional Skills for the Practice of Corporate Social Responsibility, Department of Trade and Industry/The Corporate Responsibility Group, London. Wilson, A., Lenssen, G. and Hind, P. (2006), Leadership Qualities and Management Competencies for Corporate Responsibility, Ashridge/EABIS, Berkhamsted. Hickman, Gill Robinson. â€Å"Transforming Organizations to Transform Society.† In Kellogg Leadership Studies Project, Transformational Leadership Working Papers, The James MacGregor Burns Academy of Leadership, 2006. Jung, Dong I. â€Å"Perceptions of Transformational Leadership Among Asian Americans and Caucasian Americans: A Level of Analysis Perspective.† The Journal of Leadership Studies 8, no. 1 (2001): 3-21. Bass, B. M. (2005). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, (Winter): 19-31. Burns, J. M. (2005). Leadership. New York: Harper Row Kuhnert, Karl W. â€Å"Transactional and Transformational Leadership: A Constructive/Developmental Analysis.† Academy of Management Review 12, no. 4 (2004): 648-657.

Dispute Resolution Processes Essay -- Legal Process

Introduction This paper will examine when it is appropriate to attempt alternative dispute resolution (ADR) processes for disputes and conversely when it is fitting for matters to be decided in a courtroom with black-robed judges and well dressed lawyers. Complementing the correct ‘intervention [courtroom, facilitative ADR or another form of ADR] at the right time, price and place with the right disputants’ is not necessarily an easy task (Wade 2010, p. 13) and the line separating alternative dispute resolution processes and judicial intervention can be blurred especially as judicial officers conduct, refer or mandate parties to participate in ADR (Sourdin, 2009, p. 190). Proof that fine panelled courtrooms may not be the answer to dispute settlement is the move towards the ‘mandatory’ use of alternative methods prior to hearings (Ardagh and Cumes, 2007, p. 206). Do most people with problems want pain relief quickly and inexpensively? Yes most people in pain want relief quickly and inexpensively but they often want other things too. They want to be heard, they want to heal the hurt and they want a ‘satisfactory [and]†¦ enduring’ outcome (Moore, 2004, p. 2). They also want to change from having ‘a destructive interaction to a constructive one’ (Ardagh, 1999, as cited by Spencer and Hardy, 2009, p. 165). There are differing views about the suitability of facilitative ADR approaches for various types of conflict. Some believe that this type of ADR is more appropriate for addressing ‘interest disputes than rights disputes’ (Boulle & Nesic, 2001 as cited by Van Gramberg, 2006, p. 121). Van Gramberg states that ‘personal grievances’ may be adequately resolved by facilitative processes but where a law or legal right has been b... ...negotiation or mediation; this case needs a judge: When is litigation the right solution? Mediation Quarterly, Vol. 18, Iss. 3, pp. 259-280. Retrieved 12 December 2010 http://works.bepress.com/john_wade/8/ Wade, J. (2009). Negotiating with Difficult People. Professor John Wade, Faculty of Law, Bond University, August. Retrieved 12 December 2010 from http://epublications.bond.edu.au/drcn/35/ Wade, J. (2010). Matching disputes and responses: How to diagnose causes of conflict, and to respond with appropriate interventions and/or referrals. Law papers. Paper 319. Retrieved 12 December 2010 from http://epublications.bond.edu.au/law_pubs/319 Wilkins, F. (2002, January 18). Disputed territory – mediation and other ADR processes. Lawyers Weekly, pp. 14, 15. Zehr, H. (1985). Retributive justice, restorative justice, (15 pages). US Office of Criminal Justice.

Pandora :: essays research papers

In Greek mythology Pandora was the first woman, bestowed upon humankind by Zeus as a punishment for Prometheus' theft of fire. Entrusted with a box containing all the ills that could plague people, she opened it out of curiosity and thereby released all the evils of human life; wife of Epimetheus. Zeus ordered Hephaestus to make a mixture of earth and water and from it to create a woman as beautiful as a goddess. When she was ready, Athena adorned her and taught her how to weave, while Aphrodite endowed her with grace and passion, the Graces and Peitho garlanded her with gold ribbons and the Hours decorated her with spring flowers. Hermes, on the other hand, put malicious and lying words into her heart. Zeus called her Pandora, because she had received gifts (dora) from all the gods, and sent her off to Epimetheus. Bewitched by her beauty, he fell in love with her and took her out for mankind to see. Pandora's fate was to be the cause of all human misfortune, because she opened the lid of a jar from which evils of all kinds immediately spilled out to fill the world. Only hope was left in the jar, because Pandora closed the lid again at the last moment. As a result, mankind - who until that time had known no pain, sickness or death - was doomed to everlasting unhappiness.Pandora (mythological figure), in Greek mythology, first woman on earth, created by the god Hephaestus at the request of the god Zeus. Zeus wished to counteract the blessing of fire, which had been stolen from the gods by the Titan Prometheus and given to human beings. Endowed by the gods with every attribute of beauty and goodness, Pandora was sent to Epimetheus, who was happy to have her for his wife, although he had been warned by his brother Prometheus never to accept anything fr om Zeus. In bestowing their gifts on Pandora, the gods had given her a box, warning her never to open it.

Field study Essay

Episode 7 MY E-WORLD Name of Site Author: Larry Page & Sergey Brin, Ph.D Name of Site: GOOGLE Posting or Revision Date: March 1997 Organization Represented: GOOGLE.ORG Date of Access: September 16, 2011 URL: http://www.acronymfinder.com/Music,-Arts,-Physical,-Education-and-Health-(MAPEH).html Brief Description of the Materials in the Website: This website tells about our course MAPEH (Music, Arts, Physical Education, & Health). Therefore this site helps us to make the different acitivities or episodes in this particular subject which is FS 3. Evaluation of the Website : Strength Weakness Updated by informationtakes time for you to find a specific task because to broad Lots of informationno interaction between the researcher & the site Very large informationdoesn’t gives direct information MY E-WORLD Name of Site Author: Jimmy Wales & Larry Sanger Name of Site: WIKIPEDIA Posting or Revision Date: 15 January 2001 Organization Represented: Wikipedia.com Date of Access: September 16, 2011 URL: http://en.wikipedia.org/wiki/Sports Brief Description of the Materials in the Website: This website tells about the different sports: their history, rules , regulations, equipment, penalties & etc. Helps students to know the  different sports and the information about each sport. Evaluation of the Website : Strength Weakness Updated by informationtakes time for you to find a specific task because to broad Lots of informationno interaction between the researcher & the site Very large informationdoesn’t gives direct information Reflection Charlene Atig I learned a lot of things in this subject. I am lucky to have the opportunity to observe a school because through this, I learn how to adjust student’s attitude and behavior to handle a particular class. Thus, I learn how to motivate each of the students according to their IQ capacity and how to respect each religion, culture and beliefs. As a teacher someday, we should be fair enough to our students because I know how important is the role of a teacher to an individual as well as their education. Indeed, I learn a lot in FS3 subject. Ellvine Pia Bonocan In this FS3 Subject, I learned a lot of things regarding our field which is MAPEH and how to apply it in the future. Through having an observation, I am now become more and more exposed in my profession as a teacher. I am very thankful because without this, I wouldn’t be able to explore and discover the life of being a teacher. Also, I learned different strategies in teaching and how to make the classroom become lively rather than to be bored. Through this exposure, I developed the skills in teaching and how to handle or manage a class. This Field study helped me a lot to know more about teaching and to awaken me up that teaching is not an easy profession but we are the one who are molding the path of the students to become more equipped and be a better citizen in our country. My group mates and I enjoyed so much in observing a class in a particular school and making and answering the different type of episodes. Those were a very great and helpful tool and experienced for me. Annie Rose Calumpang In this subject Field study give the students a chance to see the world (its cultures, diversity and realities) for themselves. As we work as a group, we shared what we are experiencing with the others. It reinforces previous classroom lessons and brings a higher level of â€Å"realism† and â€Å"believing†. In this subject we learn to live and work with others, supporting each other during group learning activities and also Interactions from which we can discover your strengths, limitations, abilities and skills. This subject has enjoyable learning experiences. And time to appreciate the beauty of the world in which we are involved. Through this subject, I can discover different devices, tools, equipment, activities and instructional materials that can support and facilitate student’s achievements in the learning process. In this subject I learned a lot of things because I will be exposed to an exciting experiences by discovering different instructional materials and learn about their nature and used in the classroom but also for the learning about the physical qualities of such materials. I can be exposed to different types of students but I learned how to adjusts and motivate them. As a whole, it is important that the learning environment is conducive to the learning of the students because it can encouraged them to de active during classroom activities .Also when the learning environment is conducive students feel that they are respected and accepted. Roxanne Dela Cruz Field study for me is an actual learning in which training teachers can reflect, asses, observe, describe, the fundamentals in the field of teaching. It is an important tool to be familiarize about the use of the materials and would use it with creativity and techniques that can achieve the interest of the students.