Bach (Acorus Calamus) Essay Example for Free

Bach (Acorus Calamus) Essay Bach or Sweet flag is thought to have originated in Central Asia and probably indigenous to India, found common in areas that surround the Himalayas. As a result of cultivation, it has spread throughout the globe, found across Europe, in southern Russia, northern Asia Minor, southern Siberia, China, Japan, Burma, Sri Lanka, Australia, as well as southern Canada and northern USA. Calamus has long been a symbol of male love. The name is associated with a Greek myth on Kalamos, son of the river-god Maeander. In Japan, the plant is a symbol of the samurais bravery because of its sharp sword-like leaves. Teton-Dakota warriors chewed the root to a paste, which they rubbed on their faces. It prevented excitement and fear when facing an enemy. In Penobscot homes, the root was cut and hung up. Steaming it throughout the home is thought to cure sickness. have also been used as a thatch for roofs. Food and Flavouring: An essential oil from the rhizome is used in perfumery and as food flavouring, it has a fragrance reminiscent of patchouli oil. An essential oil obtained from the leaves is used in perfumery and for making aromatic vinegars. Insect repellent: The essential oil is also an insect repellent and insecticide. It is effe c t i ve a ga i n st houseflies. When added to rice being stored in granaries it has significantly reduced loss caused by insect damage because the oil in the root has sterilized the male rice weevils. All parts of plant can be dried and used to repel insects or to scent linen cupboards. Incense: The leaves and the roots have refreshing scent of cinnamon. They can also be burnt as incense. Medicine: In Ayurvedic system of medicine, the rhizomes of Sweet flag are considered to possess anti-spasmodic, carminative and anthelmintic properties and have been used for a number of beneficial reasons. Vacha is considered as a sattvic herb which feeds and transmutes the sexual kundalini energy. It is forms a popular remedy for cough and cold and also the other respiratory disorders like bronchitis. In raw form it is used as cough lozenge. Sweet flag provides aid to the digestive system and acts against flatulent colic, dyspepsia, and vomiting. Acorus calamus depresses central nervous system and is a well known ingredient in formulation for psycho-somatic disorders like epilepsy. The vapours of Sweet flag repel some insects. THE PLANT Sweet flag is a perennial, semi-aquatic and smelly plant, found in both temperate and sub temperate zones. It is up to 2m tall, aromatic, sword-shaped leaves and small, yellow/green flowers with branched rhizome. Plants very rarely flower or set fruit, but when they do, the flowers are 3-8 cm long, cylindrical in shape, greenish brown and covered in a multitude of rounded spikes. The fruits are small and berry-like, containing few seeds. CULTIVATION Its a hardy plant found growing from tropical to sub-tropical climates. Plenty of sunshine should be available to the plant during its growth and after harvesting for drying the rhizomes. This species comes up well in clayey loams, sandy loams and light alluvial soils of river banks. The land should be ploughed twice or thrice prior to the onset of rains. Acorus is propagated through rhizomes obtained from earlier planting. The best time for planting is the second fortnight of June. The river or canal bank where the land is saturated with water is very suitable for its growth. Timely weeding and hoeing to control the spread of weeds and to obtain good yield is essential. After each weeding the growing plants are pressed down into the soil. After 6-8 months, in December, the lower leaves turn yellow and dry indicating their maturity. The field should be partially dried only leaving sufficient moisture for uprooting the plant. The uprooted rhizome is cleaned after washing with water and cut into size and fibrous roots removed. The cut rhizomes are dried by spreading under the shade so that the amount of oil present in it is not harmed. TRADE AND COMMERCE Sweet flag has been an item of trade in many cultures for thousands of years. Sweet flag forms a useful adjunct to other tonics and stimulants. Its domestic demand is quite large. As the production is much less in India, the internal market itself is highly potential. Importers, buyers within the country, processors, traditional practitioners, Ayurvedic and Siddha drug manufacturers throng the markets for procurement of this plant every year.

Conflicts Among Co Workers Cultural Studies Essay

Conflicts Among Co Workers Cultural Studies Essay Abstract Due to globalization, more interaction among Mauritian from diverse cultures, beliefs and backgrounds are increasing more than ever before in the working environment. Most people and companies are facing the need to communicate cross-culturally. Therefore, maximizing and capitalizing on workplace diversity has become an important issue for management today. Unfortunately, due to cultural prejudices and ethnocentrism of some co-workers, most employees form culturally diverse workgroups are unable to cooperate and work together in an organization. Thus, it consequently creates conflicts and barrier to communication resulting in an improper business environment. Acknowledgement Chapter 1: Introduction Introduction of the project The purpose of this study is to determine the factors that cause conflicts among co-workers from culturally diverse workgroups. The link has to be established between those two factors conflicts and culture. This study target the whole Mauritian population as potential respondents, being a multi cultural country most of us have experienced at least once the impact that our culture may have on our relationship with colleagues, on our work and people reactions towards us. Communication and mutual understanding among us is sometimes the root to conflict resolution. Thats why throughout the researches and analysis of data much focus would be laid on sources of conflicts, culture impacts, double effects of diversity and communication as a solution to bridge the gap. Problem Statement In a multi-cultural country like Mauritius Island, increased cultural diversity in work places has aroused considerable attention to conflict management and intercultural sensitivity. Diverse workgroups pose several challenges (Egan and Tsui, 1992; Ayoko and Hartel, 2002). However, few studies have investigated these two concepts conflict and culturally diverse workgroups (CDWS) together. The present study aim to bridge the gap in this line of research with an examination between those two concepts situations stated below. Some studies in this area shows that diverse workgroups are hampered by process loss (Milliken and Martins, 1996), high levels of conflict (Egan and Tsui, 1992) and low levels of cohesion and social integration (Hambrick, 1994). Although conflict is not limited to culturally diverse workgroups (CDWs), (see Jehn, 1997; Tjosvold, 1991a, b, c), the potential for conflict in Mauritian companies for CDWs is greater than culturally homogeneous workgroups because of the operation of cultural prejudices, biases and stereotypes as well as value differences (Harrison et al., 1998). These factors are proposed to affect processes such as communication in CDWs (see Larkey, 1996). Previous studies also suggest that a groups demographic composition influences communication between group members because people tend to communicate with those who are similar to themselves (Zenger and Lawrence, 1989). Group members, who perceive themselves as similar, tend to communicate with each other more openly. When group members perceive themselves as dissimilar, communication is impacted negatively. Specifically, demographic diversity is associated with increased problems with communication, co-ordination, dysfunctional conflict and a potential for decreased performance (Pelled et al., 1999). It is argued that communication openness is antecedent to the differing group members reactions to conflict events, which, in turn, are proposed to impact groups task and social outcomes. Aim of Study The aim of this study is to determine whether employees from culturally diverse workgroups are ground for organizational conflicts among co-workers. The present study also aims to assess the role and impact of communication openness as a conflict resolution method among work groups of different cultural backgrounds. Objectives of Study To establish the link that relates conflict to cultural backgrounds in the working environment. (or To establish the factors that leads to cross-cultural conflict in the working environment) Analyzing people mindset towards colleagues from other cultures. Assessing sources of conflict that may arise and its impact within employees from culturally diverse workgroups. Assessing communication openness impact as a conflict resolution method for multi cultural interaction among employees. Outline of Study Chapter 2: Review of Literature Introduction Conflict Nature of Conflict For long conflict has been considered as one of the most important aspect of modern management (Wilson Jerrell, 1981). Augsburger (1992:11) defined conflict as a crisis that forces us to recognize explicitly that we live with multiple realities and must negotiate a common reality; that we bring to each situation differing frequently and must negotiate a common reality; that we bring to each differing- frequently contrasting- stories and must create together a single shared story with a role for each and for both. Commonly, conflict may be understand as a feeling, a disagreement, a real or perceived incompatibility of interests, inconsistent worldviews, or a set of behaviors (Mayer, 2000:3). In todays organizations conflict is viewed as unavoidable in organizations and groups of people due to the complexity and interdependence of organizational life. Theorists are still debating throughout the researches to know whether it is beneficial or harmful to companies. Organizational conflict theorists such as Pondy (1967) and Brown (1984) suggested that conflict is of uttermost importance to the good functioning of an organization; moreover they suggest that much more attention must be focus on the causes and resolution of these conflicts (Schmidt and Kochan, 1972; Brown, 1983). Sources of conflict/Contributors to conflict at the Workplace The possible sources of conflict are poor communication, competition for common but scarce resources, incompatible goals and the like14. Fisher (1997) notes, à ¢Ã¢â€š ¬Ã‚ ¦both individuals and groups have undeniable needs for identity, dignity, security, equity, participation in decisions that affect them. Frustration of these basic needsà ¢Ã¢â€š ¬Ã‚ ¦.becomes a source of social conflict According to Plunkett and Attner (1989), the sources of conflict include; shared resources, differences in goals, difference in perceptions and values, disagreements in the role requirements, nature of work activities, individual approaches, and the stage of organizational development. Gray and Stark (1984) suggested that there are six sources of conflict. These are: 1) Limited resources; 2) Interdependent work activities; 3) Differentiation of activities; 4) Communication problems; 5) Differences in perceptions; 6) The environment of the organization. According to these writers, conflict can also arise from a number of other sources, such as: 1) Individual differences (some people enjoy conflict while others dont); 2) Unclear authority structures (people dont know how far their authority extends); 3) Differences in attitudes; 4) Task symmetries (one group is more powerful than another and the weaker group tries to change the situation; 5) Difference in time horizons (some departments have a long-run view and others have a short -run view). Another author Deutch in camp bell et-al (1983:187) identified a list of sources of conflict. These are; control over resources, preferences and nuisances, values, beliefs, and the nature of relationships between the parties. The classification of conflict is often made on the basis of the antecedent conditions that lead to conflict. Conflict may originate from a number of sources, such as tasks, values, goals, and so on. It has been found appropriate to classify conflict on the basis of these sources for proper understanding of its nature and implications. Dealing with conflict/ Conflicts Resolution Methods/ Conflict Management Styles (techniques) Researchers have identified several modes or styles people use to deal with conflict. While the most widely-understood paradigm for resolving conflict may be that of fight (i.e. to compete and win the conflict) or flight (i.e. to avoid people with whom one is in conflict), it is also common to find managers who have other styles of dealing with workplace conflict. Follett, a classical management theorist, was many decades ahead of her time when she conceptualized three styles of handling conflict domination, compromise, and integration and argued for an integrative approach to conflict resolution (Metcalf and Urwick, 1940). Schmidt and Tannenbaum (1960) discuss four approaches to conflict resolution avoidance, repression, competitive and collaborative with the most appropriate approach depending on informational, perceptual, role, and other factors. Types and levels of Conflicts Thomas (1976) is generally credited for popularizing five general styles or strategies for managing conflict avoiding, obliging/accommodating, dominating, compromising, and collaborating/integrating. He also categorized these styles by two key dimensions: (1) The degree of concern for self, which can also be viewed as assertiveness or how assertive one is likely to be in pursuing ones interests; and (2) The degree of concern for others, or how cooperatively one is willing to engage the other party. Conflict management styles/modes Research on conflict styles suggests that managers tend to use one or two styles regardless of whether those styles are most appropriate for the situation, and that managers respond to a conflict situation based on the way they feel instead of the way they should respond (Aldag and Kzuhara, 2002; Hellriegel et al., 2001; Whetten and Cameron, 2002). Several scholars (e.g. Thomas and Kilmann, 1974) have developed questionnaires to help managers gain a deeper understanding of their dominant style of conflict-resolution behavior and help them determine whether changes in their style could increase their effectiveness in resolving conflicts. The literature suggests that: . Variations of these styles may be appropriate under certain conditions; . Managers should be aware of their dominant style; and . Managers should make a conscious effort to choose the best style for each situation. Based on an extensive review of scientific studies, Rahim (2001) concluded that there appears to be agreement among scholars that the collaborative or integrative style is the superior approach to handling workplace conflicts because it promotes creative problem solving and fosters mutual respect and rapport. They point out that a consistent application of this style offers the greatest probability of producing win-win results for both involved parties. Consequently, in an attempt to achieve win-win outcomes, many scholars (e.g. Fisher and Ury, 1982; Dana, 2001; Cloke and Goldsmith, 2000; Rahim, 2001) have offered specific to do lists or steps. A review of these approaches to conflict resolution suggests that although there is general consensus regarding the basic principles of developing a win-win strategy (see following list), there is no structured, systematic approach to developing win-win solutions to organizational conflicts. The four points of principled negotiation (Adapted from Fisher and Ury, 1982) are as follows: (1) Separate the people from the problem. (2) Focus on interests, not positions. (3) Generate a variety of possibilities before deciding what to do. (4) Insist that the result be based on some objective standard. Recently, Hoffman (2005, 2007) argued that diagrammatic reasoning is useful for bringing hidden knowledge to the surface so it can be explicitly considered by participants in a negotiation or conflict. Hoffman proposes a system referred to logical argument mapping to make such knowledge explicit and makes a strong case for the benefits of diagrammatic approaches in general in communicating and resolving conflicts. We believe Goldratts evaporating cloud provides a structured, systematic way to resolve conflicts while it provides the benefits of the collaborative/integrative conflict resolution style. In addition, the EC is a logical diagramming approach that we believe provides the significant benefits enumerated by Hoffmann (2005). In essence, it provides managers and co-workers a mechanism to effectively manage their reaction to conflict and be a part of the solution to difficult situations. Another conflict resolution method used today is Mediation is another way of conflict management. Bentley (1996) describes mediation as a form of problem solving process where a neutral third party assists disputants to reach a mutually acceptable agreement. Culture and Conflict / Cross-Cultural Conflict Culture refers to systems of meaning values, beliefs, expectation, and goals shared by a particular group of people distinguishing them from members of other groups (Gooderham and Nordhaug 2003 pg 131; Schneider and Barsoux 2003, cited in Martin G. 2006). People in different cultures quite often have different ideologies, and such differences are important to decide the way they respond and react in a conflicting situation. Throughout this study, researchers would determine the link that exists between culture and conflict. Culture Culture Background Culture is the manifold ways of perceiving and organizing the world that are held in common by a group of people and passed on interpersonally and intergenerationally (Yuan, 2006, p. 5). According to David Victor, it is the part of behavior that is at once learned and collective, and is therefore, taught rather than instinctive or innate (2001, p. 30). Starting at birth, the infant mind is somewhat like a blank tape, waiting to be filled, culture plays a large part in the recording process (Fisher, 1988, p. 45). Handed down from members within the larger community, it is gradually reinforced and imprinted into individuals mind as time progresses. Culture directly influences the way in which people within the context communicate, and the way in which they perceive each other (Victor, 2001). As a result, one organizations conduct, developed in a particular environment and reflecting the local staffs cultural identity, may not be applicable to another culture. People around the world are similar as well as different, they are similar since they share common characteristics, and at the same time they are different since each one of them have been born and brought up in different cultures having different set of values. According to Naylor (1997), all human beings are fundamentally the same, but culture makes them different and distinguishes them from other groups by creating and developing their own version of culture to meet their needs, desires and goals. In other words, culture serves as an element that helps humans to identify and define themselves. Therefore, Naylor (1997) defined culture as the learned way (or ways) of belief, behavior, and the products of these (both physically and socially) that is shared (at least to some degree) within human groups and serves to distinguish that culture group from another learning different beliefs and behaviors (p. 1). Ting Toomey (1999) also made a similar definition of culture. She defined culture as a learned meaning system that consists of patterns of traditions, beliefs, values, norms, and symbols that are passed on from one generation to the next and are shared to varying degrees by interacting members of a community (Ting Toomey, 1999, p. 10). Cultural Stereotype and Preconceptions Stereotype refers to the simplified viewpoint that one social group holds for the other. Cultural stereotype is attributed to over-generalization, which claims that the cultural characteristic of one individual can also be applied to the group, and ignores the mobile and changeable nature of culture as a whole (Beamer Varner, 2009). Considering mankinds limited capacity to process messages, and todays overwhelming volume of information, it may be helpful for people to try to summarize cultural differences, and establish cultural models. In this sense, some extent of qualified stereotype could be instrumental for it facilitates mutual understanding and learning between cultures. However, when this strategy is adopted generally, undesired effects arise. Generally, because of the stereotyped preconception in our mind, we want to see what we think we will see. Ones cultural belief system learned during socialization, ones experiences, and ones currently salient roles all contribute to the composition of what Bruner has called the individuals expectancy set; what he is set for perceiving in a situation and in other people (Simmons and McCall, 1966, p. 63). Furthermore, due to this mentality, we are not only attracted to things that we anticipate seeing and try to interpret them based on our limited knowledge, but we also disregard or belittle things that deviate from expectations. Cultural Prejudices, Ethnocentrism and Bullying When dealing with cultural aspects there are two aspects that we need to keep in mind, cultural prejudice and ethnocentrism. Cultural prejudice refers to the formation of opinion on certain members of the group grounded on the previous perception, attitude, and viewpoint of the group, heedless of the particular characteristic of the individual (Zhang and Xu, 2007). In cross-cultural communication, people often rely on their first impressions and assumptions, drawing on previous knowledge of the common features of a culture to make conclusions about an individual instead of analyzing behaviors specifically. Ethnocentrism means that a tendency exists within every individual to view his or her own culture as intrinsically better than other cultures (Victor, 2001, p. 36). When we grow up in a particular culture, not only does it shape our disposition and insert certain values and beliefs into our minds, but it also teaches us how to navigate within the environment. The older we grow and the deeper we immerse ourselves in one culture, the more likely we will see the world through a stained-glass window. Thus, it is natural for people to establish a sense of superiority regarding ones own culture over the other, generating a comfort zone in which we live and with which we are familiar. Moreover, self-reference criterion is employed in evaluating the surroundings. Nevertheless, this subconscious sense of cultural supremacy acts like a stumbling block in cross-cultural communication in that it forms a narrow-minded and defensive cultural identity that affects meaningful cultural exchange. In addition, it trains people into the mindset of drawing on a finalized conception to perceive other cultures. Just as cultural scholar and organizational sociologist Geert Hofstede, once said, Everyone is used to seeing the world from their own living rooms window; everyone has the tendency to view foreign cultures as strange while consider their own features as standard. This narrow mentality opens the door for future cultural imperialism, abasement, isolation and dependence which disrupts cross-cultural communication (Yang and Yi, 2006, p. 77). Consequently, with workers mindset of cultural prejudices and ethnocentrism there is a tendency that the employee who is culturally different suffers most of the time from bullying. Einarsen (1999) defines bullying as deliberate or unconsciously repeated actions and practices directed to one or more workers (victims) with the result of causing humiliation, offence, distress, and interference with performance on the job. Especially, bullying behaviors include: aggressive eye contact (glaring or meaningful glances), intimidating physical gestures (including finger pointing, slamming or throwing objects), yelling or screaming at the target, angry outbursts and temper tantrums, rude or hostile behavior toward the target, accusations of wrongdoing, spreading false rumors about the victim, breaching the victims confidentiality, and making unreasonable work demands on the target (Keashly, 1998). Einarsen (2000) identified two general types of bullying behaviors. Predatory bullying occurs where the victim has personally done nothing provocative to justify the bullying behaviors. In this case, the victim is an accident of a bullys demonstration of power. In contrast, conflict-related bullying occurs as result of highly escalated conflict (Einarsen, 2000). In some instances, the social climate at work creates conflict that escalates into harsh highly personified conflicts where the total destruction of the opponent is seen as the ultimate goal to be gained by parties (Van de Vliert, 1998). In such highly escalated conflict, aggressive behavior is a common tactic used to show resentment about perceived wrongdoings by ones opponents. Although many interpersonal struggles and conflicts are a natural part of human interactions, there is a thin line between interpersonal personal conflict and the aggressive behaviors that are labeled as bullying. In conflict-related bullying, oppone nts value as a person is denied leading to manipulation, retaliation elimination and destruction (Einarsen, 2000). Cultural Diversity Concept of Diversity The issue of addressing diversity is still a difficulty for organizations in this 21st century (Jackson Aparna 2010). Previously, diversity was defined as a characteristic of groups of two or more people and that commonly relates to demographic differences of one sort or another among members of a working team (McGrath, Berdahl, and Arrow, 1995).Van Knippenberg and Schippers (2007) define diversity as a characteristic of social grouping that reflects the degree to which objective or subjective differences exist between group members. Research in workplace diversity has quadrupled in the last few decades, yet, most of the outcomes demonstrate that diversity has paradoxical effects on team processes and outcomes (Joshi, Liao Roh, 2011, Jackson, Joshi and Erhardt, 2003, Milliken Martins 1996, Williams OReilly 1998). Diverse teams have been found to experience process and performance losses, as evidenced by less positive attitudes, reduced communication, and a higher likelihood of leaving a working team (Riordan Shore, 1997). Recent works have also identified the conditions, such as employee involvement that must be in place for diversity to generate organizational benefits (e.g. Yang Konrad, 2011). Cultural Diversity Double Effect and Dimensions Diversity is a subjective phenomenon, created by group members themselves who on the basis of their different social identities categorize others as similar or dissimilar: A group is diverse if it is composed of individuals who differ on a characteristic on which they base their own social identity [OReilly, Williams, Barsade 1998, p. 186]. Loden Rosener [1991] define diversity as characteristics which differentiate one group of people from another along with primary, secondary and tertiary dimensions as shown in the table below Table 1. Dimensions of Diversity Primary dimensions Secondary dimensions Tertiary dimensions à ¢Ã¢â€š ¬Ã‚ ¢ Race à ¢Ã¢â€š ¬Ã‚ ¢ Ethnicity à ¢Ã¢â€š ¬Ã‚ ¢ Gender à ¢Ã¢â€š ¬Ã‚ ¢ Age à ¢Ã¢â€š ¬Ã‚ ¢ Disability à ¢Ã¢â€š ¬Ã‚ ¢ Religion à ¢Ã¢â€š ¬Ã‚ ¢ Culture à ¢Ã¢â€š ¬Ã‚ ¢ Sexual orientation à ¢Ã¢â€š ¬Ã‚ ¢ Thinking style à ¢Ã¢â€š ¬Ã‚ ¢ Geographic origin à ¢Ã¢â€š ¬Ã‚ ¢ Family status à ¢Ã¢â€š ¬Ã‚ ¢ Lifestyle à ¢Ã¢â€š ¬Ã‚ ¢ Economic status à ¢Ã¢â€š ¬Ã‚ ¢ Political orientation à ¢Ã¢â€š ¬Ã‚ ¢ Work experience à ¢Ã¢â€š ¬Ã‚ ¢ Education à ¢Ã¢â€š ¬Ã‚ ¢ Language à ¢Ã¢â€š ¬Ã‚ ¢ Nationality à ¢Ã¢â€š ¬Ã‚ ¢ Beliefs à ¢Ã¢â€š ¬Ã‚ ¢ Assumptions à ¢Ã¢â€š ¬Ã‚ ¢ Perceptions à ¢Ã¢â€š ¬Ã‚ ¢ Attitudes à ¢Ã¢â€š ¬Ã‚ ¢ Feelings à ¢Ã¢â€š ¬Ã‚ ¢ Values à ¢Ã¢â€š ¬Ã‚ ¢ Group norms Source: based on R. Rijamampinina, T. Carmichael, A Pragmatic and Holistic Approach to Managing Diversity. Problems and Perspectives in Management, 1/2005, p. 109. In sum, the presented above research debates that diversity might have positive and negative contributions to organizational functioning depending on its level. The most negative outcome of cultural and workplace diversity was found to be conflict (Jehn, Northcraft, Neale, 1999; Pelled, 1996; Olson, Parayitam Bao, 2007). Workgroup diversity is associated with conflict in teams, both task conflict and relationship conflict (Ayoko, Hartel, Callan, 2002, Chatman Flynn, 2001; Jehn, Chadwick, Thatcher, 1997; Jehn et al, 1999; Pelled, 1996; Pelled, Xin, Weiss, 2001). The conflict resulting from workgroup diversity has the potential to benefit performance if it generates the elaboration of more possibilities and perspectives in problem-solving discussions (van Knippenberg, De Dreu, Homan, 2004). The Meta-analytic research linking both task and relationship conflict to poorer performance have demonstrated that workgroup conflicts often do not result in positive outcomes (De Dreu Weingart, 2003). Additionally, new evidence emerging from another meta-analytical study (de Wit, Greer Jehn, 2011) suggests that while relationship and process conflict are negatively linked with performance, the effect of task conflict on outcomes is even more complex indicating that task conflict is only associated with positive outcomes when the link between task and relationship conflict is weak. There is substantial literature which argues that diversity has performance advantages over homogenous work structures [Cox, Lobel and MacLeod 1991]. First, multicultural organizations have an advantage in attracting and retaining the best talent. The capabilities of women and minorities offer a wider labor pool. Organizations that is able to attract and retain qualified minority group members and keep faith with them through fair and equitable career advancement treatments, gain competitive advantage and derive high quality human resources dividends. Second, a multicultural organization is better suited to serve a diverse external clientele in a more increasingly global market. Such organizations have a better understanding of the requirements of the legal, political, social, economic and cultural environments of foreign nations [Adler 1991]. Third, in research-oriented and hi-tech industries, the broad base of talents generated by a gender-and ethnic-diverse organization becomes a priceless advantage. Creativity thrives on diversity [Morgan 1989]. Fourth, multicultural organizations are found to be better at problem solving, possess better ability to extract expanded meanings, and are more likely to display multiple perspectives and interpretations in dealing with complex issues. Such organizations are less susceptible to groupthink. Fifth, multicultural organizations tend to possess more organizational flexibility, and are better able to adapt to changes. Women, for instance, are said to have higher tolerance for ambiguity than men [Rotter OConnell 1982]. Diversity has some drawbacks which moderate its significant advantages. In problem-solving situations, extraordinary costs in time and financial resources can negate the benefits of synergy, and can even degenerate into dysfunctional conflicts. Diversity does not fare as well under conditions of uncertainty and complexity which may lead to confusion and frustration. Diversity can make it harder to arrive at an agreement on a particular course of action, and can result in negative dynamics and cultural clashes that can create work disadvantages for women and minorities. Traditionally, cultural conflicts between majority and minority group members are usually resolved in favor of the majority groups. This, in turn, creates significant barriers to full participation by minority members in potentially conflict situations. In an analysis of 151 work groups, Tsui, Egan and OReilly [1992] found diversity to be associated with lower levels of psychological identification with group members w hich would tend to detract from overall performance and result in adverse effects on organizational measures of productivity, absenteeism and turnover. Homogenous groups have been reported to outperform culturally diverse groups especially where there are serious communication issues which make it more difficult for everybody to make optimal contributions to the group effort. Higher turnover and absenteeism are special problems identified with multi-cultural organizations. Several research studies since the 1960s have found women and other minorities to be consistently higher on absenteeism and turnover than their majority-member counterparts. In a study of twenty work units, OReilly, Caldwell and Barnett [1989] concluded that heterogeneity in groups was associated with lower levels of group social integration which resulted in higher individual turnover. They concluded that out-group members were more likely to leave the organization. Using a hypothetical company of 10,000 employees, Cox estimated that absentee differences attributable to multiculturalism would cost a company an average of three million dollars per year [Cox 1993, p. 25]. Milliken and Martins [1996] argued that diversity can affect an organizations functioning through four types of mediating variables. First, diversity can have affective consequences, such as lower organizational commitment or lower satisfaction, because people prefer interactions with similar others. Second, cognitive outcomes refer to an increase in creativity and innovation. Diversity can enhance a groups ability to gather and process information and therefore it could result in a greater creativity. Third, a diverse organizational workforce is a symbol of equality. These symbolic effects are important for an organizations reputation. And last, diversity also has clear implications on the communication process within a group or organization, i.e. communication effects. Milliken and Martins typology takes into account the fact the diversity can have both positive and negative effects on the functioning of organizations. Also Benschop [1999] argued that their typology provides a clea r view on the effects of diversity on an organizations functioning. Communication Role of Communication Openness Stuart Sillars(1998: pg 21) define communication as the giving, receiving or exchanging of information, opinions or ideas by writing, speech or visual means or any combination of the three so that the material communicated is completely understand by everyone concerned. Communication has been seen to assist organizations undergoing change by breaking down the resistance among workers and increasing their trust in the impending changes (Graham and LeBaron, 1994). Communication is also considered to be a means of resolving conflicts. When a group is meeting a goal, there are internal and external problems and one of the only ways to resolve the problem is via communication (Appelbaum et al., 1999). Communication is considered to be particularly beneficial when new recruits enter a work place. To make sense and to settle into the new environment, communication is considered to be particularly important (Jablin and Krone, 1987). Communication openness is defined as the ease of talking to each other in the group and the extent of understanding gained when people talk to other group members. According to Pelled et al. (1999), demographic diversity is linked with increased difficulties i

Huck :: essays papers

Naivety of Huckleberry Finn The dialect that Mark Twain used in "The Adventures of Huckleberry Finn" mocks the poor education and incompetence of the South in the late 1800's. As the narrator of the novel, Huck Finn, fits the exemplary part of a young and naive boy. He does not comprehend the immensity of the world but, rather the small portion that he sees. As Huck takes the reader through each episode of the book, he does not perceive any kind of humor in the word devices he uses. He takes them quite seriously and is portrayed as a naive character to the reader. Mr. Twain has purposely given the readers reason to believe he is mocking the characters in the book with this audacious comedy. Huck Finn says out of the ordinary things that most people would not have the slightest idea about. At the beginning of chapter one, the Widow Douglas tells him of Moses and the Bulrushers. He is eager to hear all about the stories of Moses until he finds out that Moses has been dead a "considerable long time." Huck tells the reader that he "don't take no stock in dead people." To him, there is no lesson in these stories unless the person is alive and is related to someone. The novel places realistic views and does not hold romantic value besides that of the character Tom Sawyer. Huck does not understand why Tom makes every task so complex yet, Huck is very admirable of Tom's ideas. Throughout the book Huck asks himself if Tom Sawyer would approve of the way he deals with certain matters. This shows dramatic irony because Tom would not be stuck in these situations that Huck is in, in turn adding to Huck's naivety. This brings the readers to the Dauphin and Duke, who take advantage of Huck because of his gullibility, tricking him into thinking they are of a royal class and deserve superior care. As readers, we see the entire picture, past the fraud's act. Huck goes along with the low life and cunning ways the Duke and King make money. A classic example of this is when the Duke and King, the scoundrels that they are, put on the stage production of "The Royal Nonesuch," making their own success from the foolish townspeople. Jim, the runaway slave displays a naive humor laced with superstition.

Why Can’t We Be More Like Canada? :: Essays Papers

Why Can’t We Be More Like Canada? The National Rifle Association has gone too far in defending the right to bear arms because the safety of schools is in jeopardy. The tragic events that occurred at Columbine High School in early 1999 with the killing of 13, including 12 students and one teacher while wounding many more, put much greater focus and awareness on violence in schools. The upward trend of violence in schools beginning in the early 1990’s got national attention because of the shootings that took place just outside of Denver. The tragedy at Columbine seemed to be the last straw for anti-gun activists, politicians, the media, and parents of children in schools to take action to protect America’s young from death in a place where kids are supposed to be safe. The NRA is not stepping back from their fight to protect the second amendment, but changes need to be made to protect kids growing up in society today. School violence, especially school shootings, has kept pace in recent years since the Columbine shootings. According to the National School Safety and Security Services there have been 116 total deaths in the past 5 years that occurred in schools. Of the 116, 45 have been caused by shootings. Just within the past three months of this new school year, there have been 13 school shooting deaths (fig. 1 and 2). That is an average of nine deaths caused by guns per year for the last five years since Columbine startled society to this devastating problem. The obstacle is in front of all of American to have the incidents of shooting deaths in schools decrease to where they are non-existent. In the state of Colorado, where the world’s media attention was drawn due to Columbine and still is, they have some of the loosest guns laws in the nation. A fact sheet was released by the Violence Policy Center on the same day as the shooting at Columbine High School for some related background information. The press release shows that citizens of Colorado do not have licensing or registration requirements with firearm purchase or possession. There is no waiting period for the purchase of handguns, shotguns, or rifles. There are no age restrictions with the possession of rifles or shotguns, but no person under the age of 18 can have a handgun.

Mothers of the Victorian Period Essay -- literature literary criticism

Mothers of the Victorian Period    There is no doubt in the fact that motherhood has changed throughout history in the way that it is practiced and perceived. Although hard to classify motherhood as an "easy" task in any time period, mothers of the Victorian period were among those who have had it the hardest. For example, Natalie McKnight, author of Suffering Mothers in Mid-Victorian Novels, states: "When I first began studying the lives of Victorian women, I sympathized with the many women who suffered through the agonies of labor only to die shortly after the baby was born. As I continued my research, I began to feel more sympathy with those who survived" (McKnight 1). Victorian mothers were put under tremendous pressures and expectations when it came to mothering their children. Prior to this time, mothers raised their children based on what felt natural and instinctive. Moving into the mid-nineteenth century, however, mothers were expected to follow conduct and medical books for wives, mothers, and newborns, as well as use new products on the market for mother and baby. The duties that were placed upon the woman were "to maintain and develop the child’s complete physical, mental, and spiritual health, pretty much without the help of the father" (McKnight 2). Mothers took care of domestic matters and their children, while men were free to concentrate on work and public affairs (Shiman 35). Motherhood, thereby, had come to be a skill that had to be learned rather than acquired by observing other women who had been mothers. In a broader sense, men, women, and children each had their own "sphere." Within the privacy of their home, members of the household were divided into groups between children and other members of ... ... of failure deemed them as an unfit parent. In addition, the mothers of the nineteenth century were basically trying out a new form of parenting on their own without the aid of any previous mothers to guide them. Although motherhood will never be "easy," Mid-Victorian mothers suffered in their attempts to be what society at the time considered the maternal ideal.    Works Cited Gorham, Deborah. The Victorian Girl and the Feminine Ideal. London: Croom Helm, 1982. Kane, Penny. Victorian Families in Fact and Fiction. London: Macmillan, 1995. McKnight, Natalie. Suffering Mothers in Mid-Victorian Novels. New York: St. Martin’s, 1997. Shiman, Lillian Lewis. Women and Leadership in Nineteenth-Century England. London: Macmillan, 1992. Thaden, Barbara. The Maternal Voice in Victorian Fiction: Rewriting the Patriarchal Family. New York: Garland, 1997.      

Kindle Fire, Amazon’s Strategy Essay

The Kindle Fire was released on November 15, 2011 by Amazon. It’s a tablet computer, and it’s the last version of Kindle up to date. The product Its dimensions are 7. 5 by 4. 7 inches, with a 0. 45 inches of depth. The display is a 7 inches (180 mm) multi-touch color screen with a 600? 1024 pixel resolution. Connectivity is through Wi-Fi and USB. The device includes 8 GB of internal storage, which is enough for 80 applications, plus either 10 movies or 800 songs or 6,000 books. According to Amazon the Kindle Fire can run up to 8 hours of consecutive reading and up to 7. 5 hours of video. Let’s take a look on the software side. The Kindle Fire runs a customized Android 2. 3 OS. Along with access to Amazon Appstore, the Fire includes a cloud-accelerated â€Å"split browser†, Amazon Silk. The user’s Amazon digital content is given free storage in Amazon Cloud’s web-storage platform, 5GB Music storage in Amazon Cloud Drive, and a built-in email application allows webmail (Gmail, Yahoo! , Hotmail, AOL Mail, etc. ) to be merged into one inbox. Content formats supported are Kindle Format 8 (KF8), Kindle Mobi, TXT, PDF, DOC, DOCX, JPEG, GIF and a lot of others. Why it is an innovative product? And what is the Amazon’s strategy with the Kindle Fire? Amazon tries to surf on the Kindle success by launching this product way under the market price. Amazon is willing to sell its core tablet device at a loss (one-quarter its list price) and at painfully low margins because it is an efficient point-of-sale storefront. They have 18 million songs, books, movies and television programs. The surprisingly low $199 price point will especially undercut smaller competitors and force more affordable hardware and software economics-even at Apple. Amazon founding CEO Jeff Bezos, said that the Kindle Fire is â€Å"a service† that provides â€Å"seamless integration† to all things Amazon for the world’s largest online retailer. That represents a unique pipeline for marketers, as well as content providers, wanting to connect with consumers on very specific fronts, or any interest. Marketers and content providers can follow consumers in all their movements on the website and adapt all the marketing. Amazon’s Kindle Fire strategy is designed to bring consumers closer to their main activity, selling things. The Kindle Fire is pre-loaded with a new AmazonLocal daily deals and services which is a good way to stimulate connections between buyers and sellers. Amazon is linked with NBC Universal, Twentieth Century Fox, CBS and others to become a video service like Netflix. Kindle Fire’s alignment with the Android operating system also puts Amazon in line to do more with Google and its YouTube video service to become a dominant video streaming player.

Feasibility Study Essay

This study is developed to provide an entrepreneur with potential investment opportunity in setting up and operating a bar restaurant offering a variety of food and beverages items and accompanied by a quality service to the general public. This feasibility study gives an insight into various aspects of planning, setting up and operating a bar restaurant for the general populace. The study is designed to provide relevant details (including technical) to help entrepreneur in decision making by providing various technical as well as business alternatives. The study also allows flexibility to change various project parameters to suit the needs of an entrepreneur and the target market. Brief Background of the Study A bar restaurant is a food service establishment that serves food, non-alcoholic and alcoholic drinks — beer, wine, liquor, and cocktails — for consumption on the premises. Bar restaurants provide stools or chairs that are placed at tables or counters for their patrons. Some bar restaurant have entertainment on a stage, such as a live band, comedians, go-go dancers, or strippers. Bar restaurants which offer entertainment or live music are often referred to as music bars or nightclubs. Many bar restaurants have a happy hour to encourage off-peak guests. Bar restaurants that fill to capacity sometimes implement a cover charge or a minimum purchase requirement during their peak hours. Such barrestaurants often feature entertainment, which may be a live band or a disk jockey playing recorded music. The term â€Å"bar† is derived from the specialized counter on which drinks are served. Guests may sit or stand at the bar and be served by the bartender, or they may sit at tables and be served by cocktail servers. And restaurant caters complete set of meal to a target market, class of market or customers. So when the bar and restaurant were put up together, it has the expertise in serving food and beverages for their guests. The â€Å"back bar† is a set of shelves of glasses and bottles behind that counter. In some establishments, the back bar is elaborately decorated with woodwork, etched glass, mirrors, and lights. A bar restaurant’s owners and managers choose the establishment’s name, dà ©cor, drink menu, lighting, and other elements which they think will attract a certain kind of guests. However, they have only limited influence over who patronizes their establishment. Thus, a bar originally intended for one demographic profile can become popular with another. Objectives of the Study The objective of the feasibility study is primarily to facilitate us as a potential entrepreneurs in project identification for investment or putting up a business such as a bar restaurant. The project feasibility may form the basis of an important investment decision and in order to serve this objective, the document/study covers various aspects of project concept development, start-up, and production, finance and business management. The study will also determine if it is feasible for an entrepreneur to put up a bar restaurant in San Ramon Dinalupihan, Bataan. Market area, site selection, competition and financial analysis are made through observational research, surveys and literature review, and results of the analysis are concluded. Name of the Establishment In order to gain a success in establishing a food and beverage business, one should consider on creating a unique name but so easy to remember by the customers. Nowadays, you can find different establishments of food and beverages. So to be popular, you must be creative on choosing the best name for your business. Why ‘BARkada Lounge’? Barkada is a Tagalog word for friends. Having friend with someone is not that easy, it would take a while before you consider a person as one of your friends. At some point, you cannot consider even your family as a friend of yours, only if, you and her tagged a long for a while and knew each other’s secrets. In ‘BARkada Lounge’, you could bring any of your friends and you could also treat all the employees and staffs as one of your friends. Here, you can celebrate all the important occasions of your life and release the stress and burden that disturb you a lot, just like a friend. Our Logo The glass tankard with a full colourful music bar inside symbolizes for fun, entertainment and beverages. The two ovals shaped around the main logo: the red –which is outside – defines stop in our bar restaurant and; the green – which is inside – defines go and have fun inside. The stars that is about to fly defines everyone is a performer here, either you’re a singer or a dancer. Our Mission To provide a fun and entertaining bar restaurant service with top quality food that will exceed the customer’s expectations. Our Vision To be known in our chosen field and recognized as one of the best establishment providing the best eminence of foods that contribute to the growth of F&B and Hospitality Industry. Site Selection This section deals with the reason for choosing the site, site analysis evaluation, general area evaluation, local area evaluation and the vicinity map. Reason for Choosing the Site A restaurant’s location is as crucial to its success as great food and service. The location of a restaurant is the bridge between your target market and your concept. The most important aspect of site selection is to assure that all factors that could possibly have any bearing on the decision are considered carefully. Selection of a suitable site should come after the restaurateur has gathered the pertinent information and organized, analyzed, and evaluated it. The investigation should be exhaustive and follow a logical process. Decision factors vary in importance depending on the individual and the type of restaurant under consideration. The decision-making process in site selection must include large amount of information assembled and presented in a clear manner. If this is not done, the chance of making a wise choice is very slim. It is necessary to know the growth patterns of neighbourhoods to determine if a particular type of restaurant will be in demand for the foresee able future. The proposed location of ‘BARkada Lounge’ is at San Ramon Dinalupihan, Bataan. Dinalupihan is a first class municipality in the province of Bataan. A wide variety of different establishments such as food chains, grocery stores, mini bar houses, and the like are located in this place where people can find entertainment and relaxation. And as the demands of the increasing and unstable needs and wants of the community, they were much eager to experience a highly adaptive dining and trendy party setting in which you can found in Dinalupihan. Since Dinalupihan is in the middle of the two leading cities in the region III, which is the Olongapo and Balanga, the accessibility to both public and private establishments will definitely make the ‘BARkada Lounge’ easily identified to the public where people can enjoy a cozy atmosphere as well as foods and beverages, whether alcoholic or non-alcoholic. Site description and evaluation is the initial element in which that of determines the overall physical development of profitable well-planned and visually attractive food and beverage service facilities. Dinalupihan is a 1st class municipality in the province of Bataan, Philippines. It is the only land-locked municipality of the province. Dinalupihan is located 95 kms. east of Manila and can be reached through the Olongapo-Gapan route via the North Luzon Expressway. The town has a total land area of 4,460.00 hectares representing 6.69% of the total land area of Bataan. It is composed of 46 barangays with a total population of 92,289 people in 14,833 households. Dinalupihan is primarily an agricultural town whose main resources are palay, sugar cane, corn, root crops, legumes and fruits including livestock and poultry. Our proposed site for our future project is located at San Ramon Dinalupihan, Bataan. It is measured as 502 square meters. With this location, we are very confident that the project will be feasible and very effective to our chosen market. The relief varies from level, rolling and hilly to mountainous especially in the south and north-western sections of the area. The terrain of the municipality is gently sloping to undulating particularly the northern portion wherein cultivated lands are located. Between the northern and southern fringes are areas moderately sloping to rolling land with some scattered steep hills. The municipality is drained by numerous rivers and small streams with very few meanders radiating and sloping from the mountain groups down to the sea draining the whole area efficiently. Local Area Evaluation The study of our chosen location’s trading area, traffic, complementary and competing outlets, and vulnerability; parking surroundings, area changes, and cost meet our proposed needs as an entrepreneur. Visibility concerns the ability of potential shoppers to enjoy an unobstructed view of a store or its sign from a number of vantage points.It also considers ease of entrance and exit from the site. Local signage ordinances should be check and it is very useful to use the presence of distinguishing landmarks for an accurate direction of the site. Visibility is extremely important to the quality service food industry and popular-priced bar restaurants, because high visibility allows the consumer more time to change lanes and navigate the entrance to an eatery’s parking lot. The site is undeniably accessible to main arteries as the municipality’s public market going to Capitol Drive on the right side and vice versa. Locationally, accessibility represents the ease with which people move into and out of an area and, more particularly, into and out of a specific location. When determining accessibility, it is necessary to consider major and minor traffic arteries, number of lanes, speed limits, turn signals, turning lanes, curb cuts, and traffic backup, congestion points, and the existence of median strips. The value of a location also depends the accessibility of both public and private modes of transportation, such as customers and suppliers, to and from the site. The ‘BARkada Lounge’ will be very easy for residents and non-residents of the area to find, with the adequacy and potential of vehicular or passenger is unquestionably high, as we go with the flow of the continuous economy growth in the Municipality of Dinalupihan. Through pipe system, the Dinalupihan Water District has the full charge of water supply distribution in the area. The most common source of water is its ground water. Hence, the water supply in the Municipality of Dinalupihan is very sufficient. Major telephone companies servicing the town are Digital Telecommunications (Digitel) and Bayan Telecommunications (BayanTel). Cellular phones are also available through Smart/TalknText, Globe/Touch Mobile, Sun Cellular and Mobiline. Radio Communications Philippines, Inc. (RCPI), provides telegram and telegraph services. Electricity is provided by Peninsula Electric Cooperative (PENELCO). The Dinalupihan Water District serves 19 barangays while other areas use free-flowing pumps and deep wells. The town has a total of 8 banks, 7 schools, 3 hospitals/health facilities, and 4 recreational facilities. Traffic Counts The study consists of data collection, including existing traffic volumes and turning movement counts, projected traffic volumes and the identification of required improvements such as traffic calming devices. This information can be gathered either by an automated tube counter or manually by a County staff which pertains to position personnel who perform traffic counts at intersections, usually during the time in which rush hour arises, to count and record the volume of traffic passing through and turning movements of the vehicles through an intersection. Traffic counts were performed by researchers on the day and hours they predicted that might peak day or hours will occur. The number of vehicles that passed by the site was shown at the table below. ‘BARkada Lounge’ was based on the economic status of these people who will be our future target market as indicated by the type of vehicle they are in.