The Case Of Black On The Bay Street      

Job discrimination has always been a topic of discussion in Canada. People being separated from gained privileges based on their diversity have been the sensual beginning of sorrow between societies of different races. Focusing this discussion on the diverse society, the worst effect of job discrimination has been an ability to impede the opportunity for all people to ascend the career ladder despite their Educational level. Criticizing, many black people have thus the intentions of white-dominated firms and because of  becoming moderate in granting them similar privileges to those they feel they belong in the same levels of competence; alluding that they have to do more in order to achieve that similarity. The essay “Black on Bay Street” (Roderique, 2017) explains the challenges that Hadiya Roderique faced in the Canadian culture as she tried to blend in and change this notion during her career path as an associate.

Though there are some incidences of racism in Hadiya’s career path, the most outstanding challenge is the lack of inclusion in her working place. Although in her career, she faced many challenges that were against her culture. She had to change the kind of clothes she wore, her hairstyle and she behaves not because her job required her to do so but rather to make her blend into the culture of the whites. Therefore, Hadiya had the challenge of blending in. this in turn negatively affected her ability to achieve her career dreams.

Whenever Hadiya reaches home after work, she would collapse on her couch and then “change back into herself” (Roderique, 2017). This means that Hadiya had the feeling that her career could not give her the opportunity to express her values at the place of work, making her to both feel discriminated and culturally separated. The evidence of her traits being challenged can allude from the position she was given in the firm when she started working as an associate. Firstly, to bring in applicants for interviews, she was chosen in the hiring panel to. Her abilities, for example, were praised for working beyond her years when she brought in a new client. Unfortunately, she was removed from this position later because of her social values.

However, Hadiya may have emphasized the issue of job discrimination as the major aspect towards her career difficulties. Although she was competent, she did not get a good position in her job. Since job discrimination was a significant issue in the Canadian culture, it was required of Hadiya to prove his superiors wrong by showing them her levels of competence as it would not be challenged based on her difference.

Hadiya begins her reliability with personal experience and reputable sources. She also cites convincing facts and statistics that also serve to convince the reader that the information about diversity is a real issue. Finally, she employs emotional appeals throughout her paper thus strengthening her argument. Throughout her article, Hadiya uses many statistical findings that reinforce her reliability and call to ethos. This also helps her in building her argument. For instance, she uses statistic to plead her case in regards to cases of people who involve themselves in whitening their resumes so as to get the jobs.  She, therefore, asserts that a third of the Asian and African ethnic groups whiten their resume in an attempt to cover their minority status. This has often worked with about 2.5 times callbacks to the black applicants covered in white resumes (Roderique, 2017). Using the statistical data boosts Hadiya’s sincerity by showing that she has efficiently done her assignment and has offered specifics and statistics. Through these facts, she clearly illustrates her expert opinions to support all of her claims. Firms should endeavor to be diverse. According to Hadiya, she claims that “Companies in the highest quartile of racial or ethnic diversity are 35 %more likely to outperform those in the bottom quartile” (Roderique, 2017). Among the many others this information logically supports her claim. Her claims are therefore substantial and a depiction of the real issue facing firms that fail to embrace diversity in their organizations. The details and numbers build an appeal to logos and also make an impression on the reader that this is an issue worth discussing as it is affecting the performance of most firms.

Hadiya uses her personal experience from her upbringing to bring in her issues as well as supporting it. This clearly shows that she has a special chance of and first-hand familiarity with the racism crisis. Along with strong Lagos persuasion strategy, Hadiya uses emotions, pathos throughout her article. This depicts a sympathetic image. She notes that she was just four years when she was exposed to discrimination simply because she was black but also bright. Her use of the phrase, “my brow furrowed” is an indication that this specific act evoked negative emotions about being black, who makes the reader sympathize with people who feel alienated due to their diverse capabilities (Roderique, 2017).

In conclusion, this is an article of all times and its appeal to almost all people of all ages. It is true that most of her arguments are based on a black person’s perspective but she has a deeper meaning to her article. In simpler term, her devotion to show that there is more to being diverse and inclusive makes our society better. She calls for people and most especially firms to become diverse as the advantages of doing this transform the business world towards a positive direction. Many people have not realized the importance of being diverse and inclusive, but as Hadiya puts it, “Even the mere presence of minorities adds a competitive advantage”. We all should, therefore, focus on making the best out of our differences by making each and every person feel valued for what we all work towards. This is what true success means to Hadiya and all those who follow in her footsteps.

References

Roderique, H. (2017). Black on Bay Street: Hadiya Roderique had it all. But still could not fit in. The Globe and Mail. Retrieved 27 February 2018, from https://www.theglobeandmail.com/news/toronto/hadiya-roderique-black-on-bay-street/article36823806/

Vettese, F. (2017). White on Bay Street: Corporate Canada must do more. The Globe and Mail. Retrieved 27 February 2018, from https://www.theglobeandmail.com/report-on-business/rob-commentary/white-on-bay-street-corporate-canada-must-do-more/article36916413/

Importance of marketing

Marketing refers to the process through which customers can be taught how to choose one company’s product or item over another item. In today’s competitive world all companies and firms market their products in very creative ways. Some use the internet   via the social, media while others use the traditional ways to pass through the message to potential consumers. The main point is to find the right kind of marketing strategy that will work in favor of the company. Examples of companies that have made amazing strides in the marketing area are coca cola and Nike just to name a few (Stokes, & Lomax, 2008).

Firms usually make the mistake of assuming that marketing is just engaging in one particular thing or area but marketing encompasses all things when it comes to business or entrepreneurship .Marketing begins from the time a consumer comes into contact with the product. The contact may be through an advertisement or another form of marketing. The image conceived by the consumer will depend on the manner in which the marketing of the items was carried out (Stokes, & Lomax, 2008).

Marketing helps a consumer make a decision on whether they will buy the product or settle for the next item. Customers can also choose whether to return to a certain business entity or cross over to the next business to receive the same services. It all boils down to the manner in which the marketing of the product or item is done (Raab, Goddard, & Unger, 2016).

Marketing can be identified using the four Ps or in other words mixture of marketing. Product, pricing, promoting and placing. Let’s begin with products. Companies have many ways of ensuring that they have undertaken necessary steps to secure the quality of their items before they reach consumers in the market place (Raab, Goddard, & Unger, 2016).

After the concept of the product is conceived, marketing specialists evaluate the new items with the aim of ensuring potential consumers will consume the product or the service that will be offered. If they discover the interest is high, marketers can then get a go ahead to sell the items of the firm but on limited supply to   track the progress of the items. If the sales are high, more products are produced into the local and international markets (Raab, Goddard, & Unger, 2016).

Before goods are released into the market, firms have to make a decision on the design, sizes, flavors and smell. The products are supposed to be sold in attractive packages that will be easily capture the eyes of the consumers making them purchase the products without giving much attention to the content of the product itself hence  the consumers in the process will be buying the package indirectly. Although the last decision lies with the consumers, organizations have to influence or play part in impacting the choice of the potential customer (Raab, Goddard, & Unger, 2016).

Price is   a tool that can be used in marketing of products. Price can be tested or evaluated through surveys and studies .Firms should make a point to know the best or suitable price at which they can sell their items so that they can attain maximum profits from their venture. One of the easiest way of determining a price is by selling it at comparable value to other competitors but that depends on the expenses incurred during manufacturing of the items .The aim of pricing is making a profit and not a loss therefore it must be a careful decision based on a good investigative research. If a company launches a new item or service that never existed before, they must come up with a reasonable or fair price. The price should consider the amount   a consumer is willing to part with for the product or service because the 3price may be too high or too low to make good returns (Cant, 2006).

Promoting of items can involve advertising or spreading information through brochures to capture the attention of potential consumers. More complicated ideas, for examples spas or computer machines, firms can use trade exhibition shows to exhibit their items. Promotions serve two purposes, generating leads for sales or initiative actual purchase (Cant, 2006).

Place refers to disbursement or distributing of items. It refers   to the manner and the location where the items are sold. Customers item firms for instance, selling to wholesalers who consequentially sell the items to retailers (Cant, 2006).

In the context of the industrial market, the buying procedure takes more time and includes decision makers. A company can sell its products   or services at a local level while others may decide to appeal to a wider market and sell their items at national or international level. All decisions pertaining distribution are part and parcel of the marketing procedures and operations (Cant, 2006).

The objectives of marketing

The main goal of marketing is attract attention of the consumer long in enough to generate enough interest to buy or develop enough curiosity. Marketing protects the image of the product or can change the image to a better one depending on the manner in which it is done .Marketing was once done through billboards or printed ads in the newspaper (Cant, 2006).

Once the interest of a potential customer has been arrested by a marketing style of the product, the attention can then be turned into a commitment to purchase the product and becoming a recurrent consumer of the product. Therefore the bottom-line is to make more sales from the advertising of the products or items (Cant, 2006).

The other ultimate aim of both marketing a product and sales is bringing profits to a business entity. When distance between marketing and sales is significantly reduced, the processing is made simpler and easier for consumers and potential sales may increase exponentially .For example, if a certain item is marketed on the basis of internet and convinces a number of people to buy the product, it means that the marketing was effective as it has produced positive results. An internet platform enables people to buy products impulsively as one can, in the click of a button, purchase a product of their choice. This is the reason why online marketing has become a favorite among marketers. It is a new wave and marketers are coming up with genius ways of advertising their items. Some may use streamline services such as YouTube and others may prefer the use of social media due to the numerous number of people who use social media areas (Raab, Goddard, & Unger, 2016).

Apart from the internet, there are different types of platforms one can use for marketing their products. Television, radio, prints and other mass media .Although firms that sells products at the internet optimize their websites so that they can appear among the first websites in search engines such as google and Yahoo (Raab, Goddard, & Unger, 2016).

References

Cant, M. C. (2006). Marketing management. Cape Town, South Africa: Juta.

Raab, G., Goddard, G. J., & Unger, A. (2016). The Psychology of Marketing: Cross-Cultural Perspectives. Abingdon, Oxon: Taylor and Francis

Stokes, D., & Lomax, W. (2008). Marketing: A brief introduction. Australia: Thomson.

 DS184 The United States — Anti-Dumping Measures on Certain Hot-Rolled Steel Products from Japan

Introduction

This dispute involved Japan as the plaintiff and The United States as the defendant while Brazil, Korea Canada, Chile and European Community acted as interested parties. In 1999, Japan requested The United States, Departments of Commerce and International Trade Commission on anti-dumping concerning investigations on their certain products of hot rolled steel. The United States was had banned the importation of those certain hot-rolled steel products on the ground that Japan was the imports as a conduit to dispose of their under-valued steel in The United States economy. Japan on its response by accusing The United States of violating some set agreements set by World Trade Organization (W.T.O). An appellate panel Dispute Settlement Body (DSB) was founded in May 2000 to hear and try to resolve the dispute. The Dispute Settlement Body consisted of a Director General who was the overhead manager of all operation from the time when the hearing started all the way to the end when he was required to give a comprehensive verdict. The panel also a secretary whose responsibility was to take groups minutes for reference and filing. There were also arbitrators and advisory experts who represented who ensured legal and economical frame lines are observed and no violations of them adhere to all through. The Brazil, Korea, Chile, Canada and European Communities also requested to be enjoined with the dispute hearing as it was their rights as enshrined in WTO constitution that any member state is at liberty to be enjoined with a case of interest. The panel came up several findings. Both Plaintiff and Defendant were found with violations of WTO rules. Also, some changes and amendments to some Acts were made. It was from this dispute, that we try extract the strengths of WTO in solving, articulating its mandate and the weakness that will require attention. The research begins with the strengths and weakness of the mechanism.

The WTO has a well-established settlement process. After receiving a complaint from the plaintiff, the Dispute Settlement Body official files it and informs the defendant about the matter. The Dispute Settlement Body further enlightens both parties of the available avenues of resolving their dispute. WTO has two ways of solving disputes. The first method is through a mutual agreement between the plaintiff and Defendant whereby both parties agree on a mutual solution during the bilateral solution. The second way is through a panel and an appellate body whereby a special body is formed by Dispute Settlement Body to hear and resolve the dispute. Under this, the case undergoes three stages: Parties Consultation, Panel and Appellate Body reports adjudication, Implementation of the report findings. It further puts some countermeasures in case the loser of the case fails to adhere to the agreed verdict. In this case, Japan finds it easy to use Second Avenue, through a panel and appellate body. Upon receiving the claimant, Dispute Settlement Body formed a panel and an appellate body which resolve the dispute. The United States is further notified of the dispute ahead. On 20th March 2000, the process of composing a panel was started; Brazil, Canada, Chile, Korea and European Communities request was accepted. Japan was notified about the panel composition as per its request. On 24th May 2000, the panel was fully formed ready for the task. Within the shortest problem, the panel came up with a report. The report was distributed to all its members to allow transparency. Both plaintiff and defendant were given the verdict and given adequate time to appeal in case not satisfied. Both Japan and The United States request time modifications so that they can adjust on their sides so as to meet the agreed verdict. After everything was agreed on by both parties, implementation process was initiated. Japan’s right concerning authorization of concession and other obligations in relation to Act 22.6 of Dispute Settlement Understanding, to be retained. The United States agreed to comply with Article 21.6 of DSU ("WTO | dispute settlement - the disputes - DS184,").

Secondly, WTO has a well-structured Dispute Settlement Body. The body elects a panel which comprised a Director General, Secretariat, arbitrators, and advisors. The Director-General oversees and ensures that the whole process was carried on as expected and a quality-satisfactory solution had been attained. He or she takes the requests from either the party to the resolution. Japan makes a lot of requests to the Director-General. The body also has a WTO Secretariat who ensures that every minute of the meeting had been captured in and file accordingly. There is also an advisory member who nourish the panel with restrictions and that may be modified or not modified. The panel also consists of arbitrators from different member states who provide the panel with the legal framework. This makes the panel to be more articulate and maintain high standards while carrying on their obligation. According to the dispute between Japan and United State, the panel is seen having given a satisfactory resolution; this is because both parties are satisfied with the ruling. The panel also allows adjustment such as time to ensure that there is flexibility. This made the parties in dispute to have a feeling of representation within the organization ("WTO | dispute settlement - the disputes - DS184,").

Thirdly, WTO has a rule-based system that ensures that disputes are solved according to rules of the organization. WTO derives its judgment conclusion from both prevailing and precedence rules. Such rules are General Agreement on Tariff and Trade, Tariff Act 0f 1930, Annexes among other Anti-dumping agreement laws set by the organization. This ensures clarity, equality, integrity, communication, and prudence of the organization. This improves trust and transparency among the member states. This also aids in the general corporate image. Referring to the dispute, several laws have quoted in making the judgment. The panel quoted Tariff Act of 1930 Section 735 (c) to rule that The United States violated the law for falling to harmonize Marrakesh Agreement and Anti-dumping Agreement in determining rates. The panel also used Annexes of Anti-dumping agreement to rule against that The United States also violated the laws when applying their rule concerning Japans Nippon, NKK and Kawasaki steel companies("WTO | dispute settlement - the disputes - DS184," n.d.).

Fourthly, the WTO has many other departments that help the Dispute Settlement Body to articulate its mandate. They comprise of the council for trade in goods, council for trade in services, council for trade-related intellectual property rights and the committee. Each bodywork with a common goal; making the body to make comprehensive decisions. According to our case, a department such as trade-related intellectual property, the council of trade in goods and the general committee was actively involved in the case. This was because Japan was claiming back its right on importing its iron products to The United States where Department of Commerce and International Trade Commission of The United States had violated ("WTO | dispute settlement - the disputes - DS184," n.d.).

Fifthly, there is liberty and inclusion at giving of the whole dispute solving process. All decision is made of members’ views and perception toward the problem. Interested member states are served with papers concerning the dispute as soon as the panel is formed. After the circulation of the orders, the members are allowed some time so that they can thoroughly go through and scrutinize it. A feedback is expected from each state as it was served. It is from this feedback that the Dispute Settlement Body will form their solution to the dispute. This creates an environment of participation and members feel associated with the group. According to our case, Brazil, Canada, Chile, Korea and European Communities are served with the case documents and a feedback was expected from them. The panel based their solution on those feedbacks (WTO | dispute settlement - the disputes - DS184," n.d.).

 Dispute Settlement Body allows time flexibility to its members. This is done in a reasonable time so that it may allow any adjustment to take place. It makes the parties in the dispute have time to make consultations with other related parties within their governments. This leads to a more comprehensive report. Also, the body allows time adjustment in its implementation program. This can be evidently seen in our case, Japan request more a reasonable time period to be granted so that implementation of recommendations to determine binding arbitration articles. The United States requested permissions on 22nd November 2002 to implement the report found. For example, it had requested modification of time for implementation since it will promote principal aim of dispute settlement. This enabled the disputing nation to have a smooth run (WTO | dispute settlement - the disputes - DS184," n.d.).

WTO also promotes peace, stability while reducing tension. After resolution by the Dispute Settlement Body panel, both Japan and The United States agreed to abide by the resolution findings. This reduced the hostility among the two nations thus promoting peaceful coexistence. The economies of both nations and their affiliates also enjoyed a state of stableness since the trade between the two continued as earlier. After the dispute settlement, it is a rule by WTO that a country to comply with the findings before filing an appeal. This reduces tension and fear of unknown among those nations which trade with the one at the bar ("Japan steel industry protests proposed U.S. anti-import measures | The Japan Times," n.d.) 

WTO also promotes good correlation with other none governmental organization such United Nation, World Health Organization, International Monetary Fund among others. This is because it ensures that harmony has been maintained within the member states. Disputes concerning trade are well solved without going into war. This ensures that there is a good correlation via the organizations such United Nations Organs. Organizations such as International Monetary Fund, World Bank and African Development Bank find it smooth to disburse their mandate on time since there are good trade relations among nations that had been ensured by this organization. Referring to this case, the dispute between Japan and The United States was resolved without any conflicts, arguments and within the shortest time possible. A more comprehensive solution was found. This made a state of economic consistency to exist for all involved nations. In the end, all mention organs were able to carry on their business as usual. Unfinished projects were finished without any interruptions ("WTO | dispute settlement - the disputes - DS184," n.d.).

Despite WTO being a well-designed institution, it also has some problems that make its operation hard to operate and articulate its mandate. One of the problems that emerged via this case was that WTO makes the judgment using a consensus of decision making. This means that WTO bases their verdict over the member’s agreement toward a problem. This makes the less developed member states disadvantages because their opinions are taken lightly. The superpowers countries also take the advantaged of the situation to exercise their superiority thus equality is put on jeopardy.  According to this dispute, the panel circulates the paper to its member states and expect solutions from them. Only Brazil Canada, Korea, Chile and European Communities were enjoined to the case. Each country’s verdict may have been influenced by their relation with either The United States or Japan. Therefore when forming a judgment, WTO could have given a wrong solution. Also, Brazil and Chile being third world communities, their opinion may have been overruled by that of Korea, Canada and European Communities ("WTO | dispute settlement - the disputes - DS184," n.d.).

The second problem was that Dispute Settlement Body takes long to find a solution. It takes a long process to solve a dispute. The plaintiff raises his claim to the Director-General in writing. Director General notifies the defendant by serving him with a copy of the said dispute. This takes a maximum of sixty days. Any member states who are interested in the case are requested to submit their request on time. A panel which will resolve the dispute is formed. Copies are distributed to members for consultation. The members are expected to give a feedback for implementation after nine months. From there, the implementation process starts. This means that the process takes approximately a year to find a solution. From our case, we can see that the case started with Japan raising their claim on 18th November 1999 and by 7th July 2005, the implementation process was still going on. This means that the process took approximately six years ("WTO | dispute settlement - the disputes - DS184," n.d.).

Thirdly, member’s states surrender their freedom of judgment to an outside executive body that is WTO. All members are the government who are sovereigns thus they have the liberty to make their own decision. They have legal, economic and parliamentary bodies which are mandated to solve and find a solution. On the other hand, WTO being a multilateral organization has its set rules and regulations for one to join and be a member. One of the rules is that for a state to be a member, it should abide by a resolution made by the Dispute Settlement Body no matter how harsh the decision may be to them. If not satisfied, a member should first abide by the findings and then raises an appeal afterward. This means one has to accept the judgment no matter how hard it may be. Relating to our case, both The United States and Japan lose their rights to make their own judgments to WTO. This resulted in The United States being forced to accept the panel verdict as per WTO agreement. It also continued to report to Dispute Settlement Body concerning the status of the implementation as one way of compliance with the pact. It was agreed that The United States will not seek to block Japan rights to authorization to suspend concessions or any other obligation ("WTO | dispute settlement - the disputes - DS184," n.d.).

Fourthly, there is lack of clear guidelines that assist in the selection of the dispute panel and processes. The panel to Dispute Settlement Body is selected solely by the Director-General. There are no set procedures that are laid down to be followed by Director General during panel formation since each member has an equal voting power and therefore qualifies to be on the panel. This might be wrong since a panel can consist of parties with a common interest and allied to one dispute party. There is also lack of clear set guideline on to how the process will be articulated to the end especially the duration of how implementation stage should take place. According to our dispute case, Japan requests the director to form a panel to listen to their dispute on 11th February 2000 and on 20th March 2000, the panel was formed. This shows that the Director-General was taking directives from one party Japan in a way. There were no rules that restricted Japan from doing so. This might have taken a hand in the resolution arrived. Also during the implementation stage, Japan is persistence on making sure

The United States is implementing resolutions given. Japan had even requested the panel to make The United States implement the resolutions without delaying any more. This makes the organization lose its authoritative muscle power since it was seen as being controlled by Japan to make some of its decisions. This was because there were no rules that prohibited Japan from doing so the organization ("WTO | dispute settlement - the disputes - DS184," n.d.).

The other problem is that the organization's secretariat is too small. The secretariat has a group of six hundred and thirty staff headed by the Director-General. These staffs are not able to handle all the duties on time and as per requirement. Some dispute had to wait for more time to be allocated in order for them to be carried on. This is because the secretariat body would not be able to handle them at the same time. According to our case, the dispute had to wait until the panel select arbitrators and advisers who are not members of the secretariat. Because of this, the case had to delay before resolutions had been made.  This makes the body lack some muscles to articulate its agenda as required. ("Japan steel industry protests proposed U.S. anti-import measures | The Japan Times," n.d.).

The organization also suffers from constricting budget that limits it from articulating its duties.  The budget of the organization comes from contributions of member states. Each member’s contribution is calculated on member’s volume of trade. This means that the bigger the volume of trade the higher the contribution. So if a ‘large’ member state fails to remit their contribution, then the organization will suffer financially. By this, a country like the two disputing powerful nations may use that channel to form allies and be defiant of contributions. This will affect the organization extremely. The other problem is that not all contribution goes to Dispute Settlement Body as some are allocated to international trade centre ("WTO | dispute settlement - the disputes - DS184," n.d.).

Some member states join together forming blocks and acquire one member voting right. This makes some members more superior than others and put in jeopardy the rule of all members have equal voting rights. This is because when one within that group is affected, they will gang up together as a sign of solidarity. This will make the resolution process more difficult due to the imbalance. Such alliances are The Great 20 which comprises Japan, The United States, Germany, China, and Russia among others, The Cotton Four which is formed by Sub-Saharan countries, European Community currently known as European Union and comprises all nations of Europe except Britain, The Association of South East Asia Nations such as Malaysia, Brunei, Cambodia to name least, MERCOSUR, South Common Market like Argentina, Uruguay, Peru, Ecuador, Colombia, Bolivia, Venezuela and Chile, North America Free Trade Agreement like The United States, Canada and Mexico, finally  Cairns Group which are Thailand, Uruguay, Indonesia, South Africa, Argentina among others. In our case, we are having only one block that is interested and that is European Communities but also other blocks may have had a share in the process since some of their parties are represented by certain member states. States such as The United States may have influenced a block such as North America Free Trade Agreement to be interested ("World Trade Organisation (WTO): Definition, Structure and Other Details," n.d.).

Finally, we conclude by stating that WTO Dispute Settlement Body is more benefit than limitation. This is because of several factors cited out. To start with, Dispute Settlement System is well organized and articulate it mandate very well. Each member nation has a liberty of raising alarm if it feels that the decision made by the system is justifiable. This makes the spirit of inclusivity among member states to coexist among them. The well-structured bodies of the organization also aid in day to day running obligations one of it being dispute solving. They ensure that everything is carried on as per the set rules. The organization also help in promoting peace among the member states and this enables the trade among member states and over other world nations to enjoy smooth flow of their business operation. The time flexibility gives the party in dispute and interested parties to consults more before giving their verdicts so they give a more comprehensive report back to the panel. This makes it easier for the panel to arrive at a strong solution that has equality in its judgment. The process also involves a long way and more time is taken to arrive at a conclusion. This helps in allowing an amendment to be done and thus give a comprehensive statement. The body also makes follow up on to whether its verdicts are being articulated as per the agreement by the parties in dispute. Even though the body exhibits benefits it also showed weakness, the body infringes freedom of states making their own decision. It has reduced sovereign states to robots. States have to abide by its report whether in agreement or not. There is inequality in their decision-making process as some states may gang up to fight a common state. The blocks also make it too hard to arrive at an equality judgment since they appear to control the body in a way. This is because the body uses the member’s reports to form an opinion. This is some of the problems that the organizations have to solve to make it more prudent, integral and practice equality.

Reference

Japan steel industry protests proposed U.S. anti-import measures | The Japan Times. (n.d.). Retrieved from https://www.japantimes.co.jp/news/2018/02/20/business/japan-steel-industry-protests-proposed-u-s-anti-import-measures/#.WrtwwYhubDc

World Trade Organisation (WTO): Definition, Structure and Other Details. (n.d.). Retrieved from http://www.economicsdiscussion.net/world-trade-organisation/...world-trade-organisation-wt

 WTO | dispute settlement - the disputes - DS184. (n.d.). Retrieved from https://www.wto.org/english/tratop_e/dispu_e/cases_e/ds184_e.htm

Employer Relationships: Independent Contractors and Agents versus Employees

  A suspected thief can sue for injuries he sustains during the process of stealing when the owner of the property or employee uses excessive force against them. While a person is allowed by the law to defend themselves, reasonable force should be used. Using too much force can mean that a person will have to defend themselves in court.  The injuries sustained by Sandy resulted from illegal acts of attempting to free arrest. In this case, she may not sue since Sofia did not use unreasonable force while trying to arrest her.  In the case of Graham V. Connor, Supreme Court 1989, it was the force used should be judged from the view point of a reasonable officer on the crime scene (Samaha, 2014). Sandy would only be able to sue if Sofia used excessive or unreasonable force while trying to arrest her.

Sofia is not working in her scope of employment. The Scope of Employment includes conduct relating to what the employee is employed to carry out and which occurs largely within space and time that has been authorized (MANN, 2018). In this case Sofia did not meet the above provisions while arresting Sandy.  The conducted of an employee will be imputed to his or her employer, if the actions of the employee were within the stipulated scope of the employment contract.  As such JC Penny and Sears are not liable. Also, Sofia cannot be considered an apparent employee of the two employers because at the time of incidence his conduct was not on their behalf. She cannot be considered an implied employee since she ceased working for JC penny. In this case, the contractual or agency relationship did not exist at the time. The case could handle outside the court to prevent tainting the image of businesses and avert long and costly litigations.

References

MANN, R. A. (2018). ESSENTIALS OF BUSINESS LAW AND THE LEGAL ENVIRONMENT. CINCINNATI, SOUTH-WESTERN. 548-49

Samaha, J. (2014). Criminal Procedure, West. Cengage Learning. 181-82

Introduction

     The U.S-Based Starbucks coffee shop company opened its first venture at United Arab Emirates in 1999.  Throughout years, it had experienced problems and favorable conditions along the way just like any other firms in any economy. This case study was between 2014 up to 2017. The case focuses on aspects that affect both its micro and macro environments. Starbuck can control elements like sales, revenue, and general and administration expenses thus they are micro while inflation level, unemployment, gross domestic product (G.D.P) and government policies cannot be controlled so the fall under macro. The study has also directed attention on those factors that hinder the firm’s short-term and long-term decisions. Factors such as consumer awareness, consumer experience, pricing strategy and consumer behavior are some of the short-term goals while company restructuring, expansion policy, market strategy and diversification of resources are among long-term goals. Coffee is the primary revenue, and therefore it had been given more attention although other substitute’s products like tea, milk, pastries, beverages, and sandwiches have also given consideration. Revenue data is collected for over a span of four years. Revenues are trending upward. Sales are trending down downward due to high number of competitors entering the economy such as Costa Coffee and Dunkin’ Donut. All costs are classified by their function, time or behavioral aspect. Functional costs are administrative and sale and distribution costs, Historical cost is sunk cost and behavioral cost is fixed and variable costs. Fixed cost comprises of depreciation. It’s company’s policy to calculate depreciation on a straight line basis. Methods of Computing intangible assets amortization such as copyrights and the patent was provided. Impairment of goodwill on store assets is estimated on fair value basis. There is restructuring costs emanating from the segmentation of the company in 2017. This business segmentation causes some of the store to close down. Finance cost increased due to rise interest expense attracted by long-term credit facility. Administration expenses rises because of increase in remuneration and digital implementation costs. Advertising cost is recognized when it is incurred. The study also pays attention on core market indicators such as competition, substitute’s goods, demand and supply. Demand forces that affect the firms’ include consumer awareness, pricing strategy, consumer experience, consumer preferences and behaviors. New entrants to the industry and economy stiffen the competition for the firm. The study also focuses on the level of inflation between 2017 and early 2018 and how it affects the company running within the economy. Introduction of VAT at 5% is also a factor been highlighted as one factor that affect the firm. The level of unemployment and how it affects the business operation is highlighted. Although UAE have experienced a healthy gross domestic product, the report has tried to put emphasis on its advantages toward the firm. One cannot ignore government policies such as new regulation on federal law no. 15 of 2009 on tobacco control that have made the UAE economy favorable making the firm to find it smooth to carry on its operations.

Conclusion

From this case, we can conclude that Starbuck coffee company have been doing on well despite having some challenges. The core firm goals of being in operation are profit maximization, shareholders satisfaction, and cost minimization just like any other.  An analysis of the combined comparative income statement (2014 to 2017), we can see that Starbuck Coffee Company is a going concern. This is because revenues rise by 6.24 billion USD while the cost of sale is decreasing by 4.42 billion USD leading to an increment in operating income by 2.52 billion USD. The net income has been increasing over the years by 0.81 billion USD although the administration, tax, and other expenses are rising by 0.71 billion USD over the years. The profit margins have been fluctuating year by year due to other factors involved. The gap is not significant indicating that the company is doing well.  The company is well established by the time its’ biggest rivals (Costa Coffee and Dunkin’ Donuts) are having an interest of venturing in the UAE economy thus Starbuck Coffee company well controls the level of competition. It makes it easier for Starbuck to control market prices.  Business segmentation plan by Starbuck Coffee Company makes it easier to eliminate extra cost such as the closure of some stores and this leads to cost minimization and thus increment of profit. The expansion and diversification programmes will enable the Starbuck Coffee Company to capture larger market share and thus gain a bigger customer base. This makes the company harness good customer relations, satisfy the customer’s needs and enlarge its territory.  Classification of costs incurred in different classes will enable the company to minimize cost since management can allocate resources according to how they are required and therefore the wastage will be minimal. Also, the company’s auditors will be able to give a detailed report to the fair view of the company. The UAE government has also provided a favorable environment since it had provided political stability and invested in technology. This aids the company in improving its operation. The government had also maintained a healthy Gross Domestic Product level and the firm would take advantage of this because it builds up the confidence of a healthy economy that cannot collapse.  The company is not affected much by the current level of inflation since it had already established its base well and was above average on previous periods of 2017. The company has also come up with a plan to outsource some of its supply of coffee beans which is the primary raw material for the company. This helps the company to meet up with the shortage when there is volatility and thus keep the firm operating smoothly. The research program such as proportion of coffee per person and anticipation of Arabica coffee beans will help the company to make long-term goals and come up suitable strategy to counter any problem that may arise in future.  This have also improve its corporate image UAE economy and to the outside world.

Attitude and behavior at the workplace

Human resource is the major source which assists the business to achieve the best outcome out of all of the other capitals such as physical, financial and organizational resources. Making the best out of the human resources can provide a long-lasting competitive advantage over competitors. This is a dream for almost all businesses. However, despite the skillful, educated and potential human resource, many of these businesses are unable to achieve the expected success following the poor attitudes and behavior of the workforce. Employees’ attitudes and behaviors are some of the important elements in today’s global and competitive work environment.

Definition of Attitude and Behavior

According to Pickens (2005, 44), Attitudes have a considerable effect on the behavior of an employee. It relates to the way an individual feels about his or her work and their approach to work. Work attitude can thus be regarded as intangible. Hence one cannot see his or her attitude. However, other people feel employees work. Job satisfaction and organizational commitment are some of the two major attitudes that are most significant to essential results. Attitudes often create an intention for employees to work in a certain manner and it may predict actual behavior under certain situations. In most cases, employees develop positive work attitudes basing on their personality, fit within their surrounding, stress experiences, relationships established and the interpersonal treatment. When employees have a positive attitude towards their work, they may be inclined to have a good performance, display good behaviors and will have a reduced level of quitting their job. Organizations that foster positive attitudes benefit more as they receive higher safety and improved customer service. Ultimately, this results in a higher overall business performance.

Behavior, on the other hand, relates to the way an employee does his or her work. This involves how an employee gets his or her work done. Behavior can be easily observed. It is the actual work and hence one can be able to see the outcome of an employee’s work. Work behavior can strongly affect employee performance. Whether the behavior is positive or negative, it is important to note that productivity is directly linked to work attitude.

It is the dream of every employer to have workers who have glowing behaviors. This makes it easier for the management to have an easy task in managing their employees. There are so many issues in the workplace. Therefore having a gift for employees who have good behaviors creates relief to the employer. An employee with good behavior is always willing and available to get the work done. He or she also ensures that the job is not only done but it is also done in a better way that yields positive results. Organizations that usually devote their resources to deliberate cultivation of their employees create benefit with a higher skilled and loyal human resource. Maintaining a good behavior and positive attitude, allows an employee to feel less stressed and helps their colleagues to stay happy and satisfied (Daft, 2011, 349). Contented workers not only do what is expected of them but they often go beyond what they are expected. Confident positive behaviors are witnessed in the manner through which the employees come up with new ideas to assist the organization to succeed. This also ensures that there is job security.

The relationship between attitude and behavior

Attitude and behaviors at the workplace are directly related. Hence a good attitude results in a positive behavior while a bad attitude ultimately results in a negative attitude. The relationship between these two components has a strong influence on the link between job satisfaction and business commitment. Attitudes lead to behaviors. This means that the way through which an employee acts especially towards others determines the way they will conduct themselves. Hence if an employee has a positive work attitude, then this translates to a positive influence in the workplace (Alfaro-Barrantes, 2012, 6). It is also important to note that any action to moderate an attitude results in a similar effect on the behavior of an employee. For instance, once an employee decides to positively change his or her attitude, his or her behavior changes in a positive way and vice versa (Pratkanis, 2014, 247). Understanding the different attitudes portrayed by the wide range of employees in the organization will enhance the business to come up with interventions to change their attitude.

Factors affecting attitude and behavior at the workplace

According to Zare, (2012, 29) he argues that the way the individual employee experience the work situation affects his or her attitude and behavior. He continues to assert that the actual work situation plays no part in affecting and employees’ attitude and behavior but the experiences and reactions in these work situations. A workers attitude of how a business management values him or her may be crucial for determining his or her attitudes that would benefit the organization.

Our environment influences many employees’ behaviors. However, the environment is not the only living or working situation. The environment also composes of other people that employees must interact with. These interpersonal interactions are however believed to come along with many diverse challenges and issues that must be addressed and solved.  A positive work environment, therefore, improves the worker's attitude. This, however, depends on the management, available resources and the other workmates (Pride et al, 2012, 40). Therefore, organizations that take good care of their employees by providing them with the needed resources, will improve their productivity. Job productivity plays an essential role in increasing the business performance and profits. As a result, the business ensures that they make timely payments to their employees hence boosting the employee’s attitude. A good performance in the organization gives the workers a positive attitude that boosts their individual performance. Happy employees perform well and this increases the job productivity. Job satisfaction, on the other hand, improves workers relationships with customers. A good working relationship will increase the sales of the goods and services offered by the organization.

Culture affects employees’ attitude. Different cultures have varying practices. Some of the cultures do not allow their employees to work on certain days or for certain hours. This may affect an employee if they are issued with transfers to other work environments that encourage working for more hours. This may result in the negative development of attitude by the employee towards that work environment. However, in some other cultures, employees are risk takers. They get satisfaction both in life and also in their work. In this case, there is no better way to motivate them to improve their job productivity than supporting them (Pride et al, 2012, 40).

Communication is quite an essential component in the success of a business. This is because it ensures that information is transmitted to and from managers to employees and between themselves. Employees need to be at liberty with the management. This allows a successful communication as employees are able to approach the management when a crisis occurs. Good communication, therefore, has a positive effect on workers job satisfaction (Pride et al, 2012, 40). When employees’ needs are met, they are able to easily perform all of their duties effectively. With this, job productivity is attained and this improves employees’ attitude. Employees also need to maintain a good relationship with their fellow colleagues. This will, in turn, increase job satisfaction amongst employees. 

Organizational support for employees

Zare, (2012, 30) claims that employees who often receive a strong level of organizational support often reciprocate this act. They often feel the need to offer favorable organizational treatment with positive attitudes and behaviors that benefit the business. The employees, therefore, work hard putting the organization’s welfare as their first priority thus helping the business in achieving their goals. The behavioral end result of organizational support often increases job satisfaction and performance. It also results to decrease in turnover.

Pickens (2005, 52), asserts that each and everyone has attitudes. These attitudes are either positive or negative. It is therefore important for the management to understand the varying attitudes and behaviors among all of the human resources within the organization. In doing this, the organization will establish ongoing efforts and interventions to help the workforce in realizing their full potential. For instance, the management may decide to use healthy techniques that involve counseling and conflict resolution strategies.  These strategies may use a step to step process for changing the workers attitude. Attitude assessment and change is quite essential in the success of a business. Businesses should therefore seek to identify the problem and factors resulting to the change in attitude and behavior. This should be followed by efforts to adjust the workers attitude, solve conflict and seek to find a solution. Having an open communication with the workforce creates an environment where employees feel safe to differ and to which their ideas are respected. As a result, workers are able to feel valued hence they are able to change their negative attitudes and behaviors into positive ones.

Conclusion

The core role of the management and the employees in improving the attitude and behavior of workers is debatable. Some may argue that it is solely the responsibility of the employee to ensure that they meet the job satisfaction from their own work. This is because they are the ones who are in control of their own attitude, behavior and the overall performance. However, others argue that it is possible that the responsibility of ensuring job satisfaction in the workplace is entire o the management. They claim that the management is the ones who make a decision on the nature of the environment in which their workers work. They also argue that the management is the ones in control of the employees’ salaries, off time as well as promotions. It is also evident from the discussion above that external factors also play a part in affecting the employees’ attitude and behavior. However, it is important to understand that all parties have a part to play in deciding on the employees’ attitude, behavior and job satisfaction.

References

Alfaro-Barrantes, P., 2012. Examining the relationship between employees' perceptions of and attitudes toward corporate social responsibility and organizational identification. The Florida State University.

Daft, R. L. (2011). Understanding management. Mason, OH: South-Western Cengage Learning.

Mathur, S.K., and Gupta, S.K., 2012. Outside Factors Influencing Behavior of Employees in Organizations. International Journal of Information and Education Technology, 2(1), p.48.

Pickens, J., 2005. Attitudes and perceptions. Organizational behavior in health care, pp.43-76.

Pratkanis, A. R. (2014). Attitude Structure and Function. Psychology Press.

Pride, W. M., Hughes, R. J., & Kapoor, J. R. (2012). Business. Belmont, CA: Cengage.

Zare, E., 2012. Effect perceived organizational support on employees’ attitudes toward work. Science Series Data Report, 4(9).

Table of Contents

Abstract 2

Introduction………………………..………………………………………………………………......3

Research Questions 5

Research Objectives 5

The significance of Research. 5

Analysis Common Paradigms and their suitability in the study. 8

Positivist Paradigm.. 8

Interpretive Paradigm.. 10

Critical Paradigm.. 13

Conceptual Framework. 17

Theoretical Framework. 17

Hypotheses. 19

Variables. 19

References 21

Porters Five Forces

Part A

Background information

Porter’s five force is a useful tool for strategic analysis where organization analysis the competitive environment as well as potential profitability. The business strategy was introduced by Michael Porter and today, many industries have benefited by using this tool in industry analysis.  In establishing this strategy, Porter asserted that rather than focusing on rivalry, organization should go beyond and analyses factors such as   power of the suppliers and buyers, threat of substitution and new entrants in the market (Prasad & Warrier, 2016). These factors increases survival industries in some industries while others collapse in the competitive market simply because of the different structure and strategy. For organization to survive in the ever-changing economy, it should understand the forces in the environment an implement the best strategies to control the forces. Industry environment is a determinant in the competitive market because by understanding the competitive environment, the industry will not only create a strategic decision but it will also establish attractive segments and competitive advantage (Prasad & Warrier, 2016).

 Porter’s five forces are used when organization need to make qualitative evaluation and analyze strategic implications for the organization to survival in the competitive market. In essence, strategists in all organization play a significant role in ensuring that the business is in a position of coping with the changes in the ever-changing economy.  However, Porter introduced the five forces to help the strategists with a new approach where rather than focusing on the direct competitors, they should also consider other competitive forces which affect the business competitiveness and profitability (Prasad & Warrier, 2016). Thus, an executive would use the analysis of five forces to understand the organization structure, competition and how to maintain profitability. Note that the five forces are competitive forces and analyzing these forces gives the organization an insight to see the current as well as future profitability and competition. Focusing on the five forces, an executive would use the force of competitive rivalry to understand the degree of competition in the market and manage the condition with strategic approach.  An executive also look at the   different and substitute goods from other companies and may decide to change technology and more (Prasad & Warrier, 2016).  Power of suppliers and customers is a determinant factor and an executive may look at the changing power and implement strategies to cope with the changes. Last, an executive may consider analyzing the new entrant and the driving factors such as government policies, economies of scale and more.

Advantages and disadvantages

According to Luttgns & Diener (2016), porter’s five analysis has benefits in that the organization is able to understand the threats that will affect the company and implement strategies to address the threats. For instance, if the forces are strong, the organization is at risk and need to create strategies as early as possible to avoid business downfall.  It also understands the opportunities and creates paths for implementing the best strategies to achieve the opportunity, maximize profit and maintain the competitive advantage. The forces provides the organization with a positive insight that opens the door for profitability and attractiveness.  The analysis will provide both strength and weakness, and the strength together with strategies will eliminate the weaknesses and place the organization in a stronger position (Lüttgens & Diener, 2016). However, the five forces are associated with disadvantages in that the model is static and it does not fit in the ever-changing economy. In other words, the model lacks ‘time dimension’ which managers could use to understand the changing environment. Given that the model does not consider the consistent changes, the competitive advantage is not sustainable. Note that organizations are in the age of digitalization and globalization but the five forces do not consider these structural changes (Lüttgens & Diener, 2016).

Impacted strategies

The analysis of the five forces will force the organization to implement a number of strategies. In other words, there are strategies that will be impacted and its impact will   increase the competitive advantage (Rice, 2010). The first strategy that will be impacted is the cost leadership- this means that the organization will use the strategies such as cost reduction and increase market share. The other impacted strategy is the differentiation-this means that the organization will do good research and innovation to produce quality goods and services different from other companies.  Difference should also be in sales and marketing to attract customers. Last is the focus strategy and this means that the organization will need to pay attention on the customers’ needs, focus on niche markets ensure brand loyalty and lower cost (Rice, 2010).

Part B

Porter’s five analysis in Duracell

 Duracell is a manufacturing company in America and it is well known for the manufacturing of alkaline batteries. Since 1940, Duracell has been showing higher performance and its strategies has placed it in a stronger position in the competitive market.  Like any other business, the company uses the five forces to analyses the competition as well as profitability (Davis et al, 2004). The company strives to be the market leader and it ensure that its brand is recognized in segment market   that comprise male and young boys. This group show a high interest in electronic items and the company provide customers with batteries that lasts longer. The strength that makes the company position itself in the competition market include strong brand loyalty, it offer quality services to its customers, and it uses an advanced technology and strong networks (Davis et al, 2004). 

Application of porter’s five forces

            Duracell has a high competitive advantages which is influenced by the availability of resources to produce alkaline batteries. It sells its products at low cost and due to price sensitivity, the customers’ purchasing power is high. Customers do not focus on brand name or new batteries but they are influenced by the brand loyalty and strong relationship with its customers. Given that  availability of resources  maximizes  the  competitive advantage,  the company  faces  a  low threat  of substitute and low  rate of new entrants. Even though many electronic manufactures such as Panasonic and everyday produce similar products, Duracell has a unique strategy   helps it overcome the threat of substitute. It produces unique products, with cheap prices which increases customer base and marketing outcomes.  The company competes with Energizer but due to the higher market share which is estimated to be over 30% and the strategies such as low-cost, research and development and quality advertisement, it has occupied a strong position (Davis et al, 2004). Due to the ever-changing economy in the third world countries, the power of suppliers is low. In contrast, the power of buyers is high where buyers both professionals and for recreational users have different needs and requirements and the company ensures that the needs are met (Davis et al, 2004).

Duracell

Porters’ five forces

References

Davis E., Nikolov D.,& George S Emily. (2004). The Gillette Company.  PAConsulting, LLP

Lüttgens, D., & Diener, K. (2016). Business Model Patterns Used as a Tool for Creating (new) Innovative

Business Models. Journal Of Business Models, 4(3), 19-36.

Prasad, A., & Warrier, L. (2016). Mr. Porter and the New World of Increasing Returns to Scale. Journal Of

Management Research (09725814), 16(1), 3-15.

Suwardy, T., & Ratnatunga, J. (2014). Business Landscaping for Strategic Advantage: Evidence from a

Multi-Sector Study. Journal Of Applied Management Accounting Research, 12(2), 1-15.

Rice, J. F. (2010). ADAPTATION OF PORTER'S FIVE FORCES MODEL TO RISK MANAGEMENT. Defense AR

Journal, 17(3), 375-388.

Entering into international joint ventures

Introduction

International joint ventures act as one of the many ways that a firm uses to expand their operations and reach in international markets. With home markets becoming more competitive, firms often struggle to seek opportunities for growth using a corporative strategy in order to achieve their objectives.  International joint ventures represent a strategy that enables firm to form alliances with other firms instead of competing with them.

A cooperative strategy emphasizes on the benefits that are to be achieved and how the cooperation can be managed to realize them, and can be advantageous for firms that may lack specific competences or resource necessary to operate in a foreign market (Child et al 2005, 2). A cooperative strategy can help an organization to secure such resources or competences by collaborating with others that have such complementary skills (Child et al 2005, 2). Companies strategize on interning into Joint Venture Agreements so as to create or produce new products or services, enter into foreign markets or achieve both. The international joint venture has been preferred eve with increased elimination of restrictions on foreign ownership, so that they make up a significant part of foreign investment or entry. Joint venture makes it possible for organizations to have an access to each others’ complementary capabilities and resources so as to obtain economies of scale. In their efforts to develop new products, the firms are able to achieve speed and reliability which help in minimizing costs as compared to the firms going it alone or through acquisition. A firm with an intention to expand into foreign markets understands that they need partners who will help in navigation of the unfamiliar business policies, practices and in some cases to improve its credibility in the eyes of the local customer (Tjemkes, Vos, & Burgers, 2013s, 3). In foreign markets that are highly uncertain, International Joint Venture have been reported to perform better than other strategies such as contracting , licensing  even wholly owned subsidiaries due benefits provided by a local partner.

An investment of own capital by a partner acts as a sign of commitment, which improves the possibility of success. The commitment improves collaboration among parent companies which is necessary more so when they are competitors in the market. The cooperation also provides specialized capabilities and resources that cannot easily be duplicated (Kale &Singh, 2009, 46). For instance, the firm that wants to expand in a foreign country may have production technology and facilities that another firm in the country lacks to create competitive products and distribute them. The joint venture between the two firms gives the local partner access to such resources without bearing the cost of buying or leasing them, while the parent company can participate in the production of product without having to incur costs (Kale &Singh, 2009, 46). In this case, the two firms gain benefits from the joint venture and none is bearing the burden alone. Unlike other strategies, international joint venture can be temporary, so that the involved firms can dissolve at any given moment in future if they feel that they have succeeded (Tjemkes, Vos, & Burgers, 2013s, 4). If a firm is small, and has not developed a patent or technology, it may choose to venture with large companies whose superior technology has manufacturing and distribution capabilities. In this case, each company achieves the capability to potentially increase or access the overall intended market. The firm will have the chance to learn from each other about the entire business operations including manufacturing technologies, processes and more importantly the market.  It is not always feasible for the expanding firm to build a competitive edge from scratch since the major resources may be under the control of local competitors and this may prove costly. In addition, strategies such as acquisitions are mostly costly and a complete transfer of competitive resources or assets is not guaranteed, which makes International Joint Ventures preferable to a foreign firm (Jiang Li, & Gao, 2008). The strategy is also attractive to local companies that are keen to extend their existing capabilities and hence, cover a broad product line while not having to invest in production facilities.

Some factors specific to a country are also a main reason for companies to enter into International Joint venture. For instance, Russia as an important market due to large population has attractive resources, comprising of highly educated and inexpensive labor force and natural resources, and a company may prefer to cooperate with local companies if various factors such as political, economic and cultural systems are different from the local market or country.  In a developing country like China, many Chinese are bound into business or social web by personal a relationship, which largely influences their social behavior and even business practices (Child & Yan, 1999).These people may use such relationships to enhance the promotion of products by way of sales-forces marketing strategy, even though this cannot sustain success of the venture and cannot be substituted for essential organizational fundamentals. In addition, an International Joint Venture may be aimed at mitigating trade barriers, with a case in example being the joint venture between Japanese firms and US firms. These ventures were aimed at mitigating any future trade barriers, where the Japanese invested in local firms  like the Hitachi and National Semiconductors. Some countries like India and China may impose strict rules that only allow foreign investments on the basis of International Joint Venture.  For firm to access the local markets, they may participation that is based on local equity. Some initiatives such as those the Chinese government engaged in 1980s and 90s encouraged the formation of International Joint Venture so as to conserve foreign exchange, improve local efficiency and even create more jobs (LUO & CHEN, 1995, 599).

 A company may choose to enter into International Joint Venture so as to minimize its operations cost and hence, improve its competitiveness. During the early 1980s, a lot of US managers reasoned that the joint ventures between US and Japan were sensible in terms of business (REICH and MANKIN, 1986, 78). At the time, US firms were facing foreign competition that seemed quite unbeatable and so they perceived it more profitable to hand over the complex manufacturing to partners from Japan. For instance, Bendix, a firm dealing with machine tools, could produces a turning machine for about $ 85,000 locally, but the cost for the same tool in Japan would be just $ 65,000 if produced by Murata another machine toll firm located in Japan. This could be possible if the firm could enter into a joint venture agreement (REICH and MANKIN, 1986, 79). The development of a new product or provision of a new service and the penetration of new markets may prove very expensive if a firm decides to always venture on its own.  The sharing of risks and costs can be achieved through International Joint Ventures in market environments that are characterized by uncertain demand, high costs or technology and product life cycles that are quite short.  Partners market value is also positively and substantially impacted by International Joint Ventures and some firms may embark on International Joint ventures to exploit such benefits. The potential economies of scale in such a case are likely to be seen in financial markets. Organizations that form joint ventures in complementary categories that are identical and related have been seen to report more returns, and at times abnormal returns than those using other foreign market entry strategies.

Despite the highlighted and expected benefits achieved through International Joint Ventures, it is important to note that success is not always guaranteed.  Cooperative strategy adopted by a firm must take into consideration, its feasibility in future and find ways in which to eliminate or minimize risks and losses (Child et al 2005, 3). A cooperative strategy such as International Joint Venture should not be viewed as a substitute for competitive strategy, but should provide an option whose purpose is to make it possible for an organization to compete more effectively.  This is more relevant where cooperation and competition is high, and which results to abiding tension between partners (Child et al 2005, 3). In this case, the partners will have to quickly learn from each other, otherwise one partner may defect.  For instance, the strategic alliance formed between Renault and Nissan that involved mutual stockholding led to reduction of opportunism and defection risks.

It is necessary to look into various reasons why some companies that have entered into International Joint Venue have failed and that way, the best way to succeed through the strategy can be explored. Cultural differences play a major role in determining the success of International Joint Ventures. The differences may be noticed among management and employees especially when dealing with risks and uncertainties emerging from the market and or brought about by the partnership between the firms. Differences appear in uncertainty avoidance which can be hectic to manage in case firms inter into international cooperation, since people’s perception of threats and opportunities in the market environment and their reaction to them vary (Barkema & Vermeulen 1997, 848).  In some countries risk avoidance may be higher than others, and employees with high avoidance attitude tend to depend on a laid down system, but those with low avoidance may feel uncomfortable if hierarchical and rigid rules adopted (Barkema & Vermeulen 1997, 848).  The issue of integration may also be affected directly by individualism and power distance and this can have an impact on relationship with workers.  This may be seen in the chosen forms of control and reward systems. In order to achieve minimal intercultural collision, the issue of managing human resources can be given to the local partner.   For instance, US firms that have been successful in IJV were not imparting cultural values that involve individualism and power distance to their partners in Netherlands (Barkema & Vermeulen 1997, 849).  This shows that it is possible to avoid tensions between partners relating to variations of these factors.  In addition, if partners are obtained from both the masculine and feminine cultures, may have great benefits to International Joint Ventures. The complement desired for success of the strategy can be achieved when individualism attitude seen in the aggressive partner is oriented towards the other partner (Child et al 2005).   

A major factor that leads to failure of International Joint Venture is instability caused by organizational and strategic changes brought about by the ventures parents. The disruptions brought about by these changes make it hard to align the structures of these firms which affect the operations and business activities they engage in (Tjemkes, Vos, & Burgers, 2013s, 3). This calls for a mechanism for building alliance capabilities at the firm level and this involves the structural aspects. The strategy for joint venture should involve implementation of organization principles that are highly orderly and may include the creation of a separate entity or rather structure through which the entire alliance will be coordinated and managed.  The involved firm can put in place an organizational unit and a team whose roles involves managing the new alliance and thereby, build the alliance capability of the organization. For instance, the successful adoption of this mechanism has seen in firms such as Philips Electronics and Eli Lilly (Kale &Singh, 2009, 52).  The dedication of an alliance function is beneficial to the companies in various ways; the alliance management best practices and lessons obtained from the experiences both current and prior to the joint venture are captured , and the knowledge obtained can be leveraged in the entire organization when required; the managers of the functions acts as storehouse for the knowledge about alliance management , since they are repeatedly involved in different alliances engaged by the firm; the alliance organizational unit improves the awareness and visibility of the joint ventures and resulting alliance among various external stakeholders including customers , investors and the government and their support is enlisted in the process; this unit provides legitimacy and even support for the alliance and internal resources of the company for alliances are secured (Kale &Singh, 2009, 52). In addition, the alliance unit provides a mechanism for monitoring how the joint venture is performing so as to locate the possible trouble areas before grow to an issue. In such a case, the alliance function can come up with the necessary action on time to solve any arising conflict (Kale &Singh, 2009, 52).

 Moreover, amid the various challenges facing the members of the established alliance, it is important to develop learning processes through which the aforementioned alliance capability is built. The learning process should be based on the knowledge-based view of the company, where skills will be improved so that various tasks can be managed through the accumulation and application of related knowledge. In international market environment that is full of uncertainties, knowledge is very necessary as an ingredient in the built alliance capability (Kale &Singh, 2009, 52).  The knowledge held by aforesaid alliance function managers can be exploited to teach other managers on the best practices for the venture. This can also involve an internationalization process, where learning how best outcomes can be achieved is emphasized.  The process can also be termed as an alliance apprenticeship, where new individuals in management are guided by experienced managers and obtain the necessary knowledge from them. This can also work by sending managers to training programs geared towards alliance, which may be conducted by outside consultants or internally.  This alliance function, knowledge on organizational processes and alliance experience can go along to ensure positive outcomes for the joint venture (Kale &Singh, 2009, 53). Prior experience assists in the development of alliance skills especially if the experience is recent given that knowledge from experience tends to depreciate quickly.  Through alliance function, skills necessary for the joint venture are developed more effectively especially in large organizations.  The full benefits of the function will be achieved if the management strategically decides its location in the organizational set-up, its best head, the composition of the team to work in it and how its role evolves with time (Kale &Singh, 2009, 53).  The success of the international joint venture will be achieved if the three aspects are addressed adequately within the firm.

 In addition, the control and governance in the management of joint venture is an important aspect that will determine its success.  The issue of governance is mostly of essence when making decisions and negotiating on terms of the joint venture.  The decisions that managers make at this point are very critical since it is normally difficult for important governance decisions to be made after the implementation of the venture (Beamish & Lupton, 2009). The partners must lay down the various issues that should be considered such as equity ownership level and how management decisions will be divided. The governance decision also involves setting of performance goals. When one party believes short-term performance to be crucial and the other one considers the importance of solid future base, such a collision is likely to lead to failure of the venture. In such a scenario, management must utilize their negotiating skills and persuade the others that there is no preferential treatment offered to either party (Beamish & Lupton, 2009).  At the decision making level, there should be little slowness and confusion so as to prevent placing the joint venture at a competitive disadvantage.

In conclusion, International Joint Venture is a necessary strategy for firms looking into foreign markets regardless of the past failure of such an approach. Success in the strategy will be achieved effective decisions are made on people’s culture, management and governance principles and structures of the joint venture.

References

Barkema, Harry, and Vermeulen, Freek.  1997.  “What Differences in the Cultural Backgrounds of Partners are Detrimental for International Joint Ventures?”  Journal of International Business Studies Vol. 28, No. 4, p. 845 – 864

Beamish, P. W. and Lupton, N. C.  2009.  Managing Joint Ventures.  Academy of Management Perspectives, Vol. 23, No. 2, p. 75 – 94.

Child, J. and Yan, Y.  1999.  “Investment and Control in International Joint Ventures: The Case of China”  Journal of World Business.  Vol. 34. No. 1, p.3 – 15.

Child, J., Faulkner, D. and Tallman, S.  2005.  Cooperative Strategy: Managing Alliances, Networks and Joint Ventures (2^nd Ed.) Oxford University Press

Jiang, X, Li, Y. and Gao, S.  2008.  The stability of strategic alliances: Characteristics, Factors and Stages.  Journal of International Management Vol. 14, p. 173–189.

Kale, P. and Singh, H.  2009.  Managing Strategic Alliances: What Do We Know Now, and Where Do We Go From Here?  Academy of Management Perspectives, Vol. 23, No. 3, p. 45 – 62.

LUO, Y. and CHEN, M., 1995. Financial performance comparison between international joint ventures and wholly foreign-owned enterprises in China. International Executive, 37(6), pp. 599.

REICH, R.B. and MANKIN, E.D., 1986. Joint ventures with Japan give away our future. Harvard business review, 64(2), pp. 78-86

Tjemkes, B., Vos, P. and Burgers, K.  2013.  Strategic Alliance Management  Routledge. 2-5

Training and development and performance management

 Focusing on the role of human resources management, it is important to understand that training and development are integral elements in the organizational activities. The purpose of training and development is to improve the performance management or in other words, they help the human resources manager manage individual as well as organization and more importantly, achieve the organization goals as well as competitive advantage (Saks et al, 1).  Training means that organization need to provide employees with information and knowledge for them to carry out their roles and responsibilities effectively. Note that through training, the organization meets the employees’ needs by ensuring that the workforce gains the work-related skills and knowledge.  An important point to note is that through training, organization does not focus on offering what is profitable but it offers what is needed by the workforce (Saks et al, 6). When employees gain skills and knowledge needed in performing task, they increase performance and in turn, achieve the organization goals.

 Performance management is a role of human resources and in order to have an effective performance management, the human resource manager must   improve the performance of the workforce. In other words, human resources manager use an integrate approach in developing the workforce capabilities (Saks et al, 5). The latter is done through training and development and in turn, the organization creates a supportive workplace where employees feel appreciated thereby increasing their performance. In organization, training and development are associated with many benefits in that organization achieves its goals and objectives. In addition, apart from gaining knowledge and skills, employees who receive training and development gain a greater confidence and the desire to exploit their abilities in achieving the organization goals (Saks et al, 9). Training and development not  only improves performance management within the organization but it also benefits the society  in that the trained workforce  manages their personal lives  and they may also create  jobs and opportunities by applying the gained skills and knowledge (Saks et al, 10). Note that training is a strategic activity that helps in achieving other strategic business objectives. By achieving goals and objectives, organization achieves competitiveness and effectiuvenes since trained employees increase performance and in turn, organization increases productivity and profits.  Studies have shown that organizations that offer training and development increases revenues and profits compared with firms that do not use this strategic approach. Saks et al (11) assert that training and development recruit employees whose goal is not only salary gain but also professional development.  Thus, training acts a strategic way of retaining these workers and many employees will be attracted to organizations that offer training.

 On performance management, Rusell & Rusell (9) add that human resources managers conduct performance review annually and the performance feedback is rarely perceived positive. The failures occur simply because many organization stick of annual performance review but ignores   the review of workforce performance as well as appraisal.The authors state that great performance results will be achieved if the organization reviews the performer’s work and value it as significant within the organization.  In other words, the performer should produce a positive outcome and the outcome is achieved through great efforts.  For example, employee should ensure greater performance through focusing on factors saucy as quality and quantity.  The latter will be achieved if the organization provides the employees with training and development or rather providing them wills work-related skills and helping them understand the goals, vision and mission (Rusell & Rusell, 29). The authors point out that performance review is an event which leads to performance management. This means that performance review should be done on behaviors and outcomes and through review, the human resource manager will have a better performance management (Rusell & Rusell, 43).

Work cited

Russell, Linda, and Jeff Russell. Astd's Ultimate Performance Management: Training to Transform

Performance Reviews into Performance Partnerships. Alexandria, Virginia: ASTD Press, 2009.

Print.

Saks, Alan M, Robert R. Haccoun, and Monica Belcourt. Managing Performance Through Training and

Development. Toronto: Nelson Education, 2010. Print.

Statement of purpose and leadership

My Bachelor's degree in  International Business  has provided me  with career opportunities  and now I am in a  position of  helping  my current organization adapt to the ever-changing economy.  Having studying the International Business, I have developed a global mind set; I have gained knowledge and skills on globalization in modern world and how it has connected business and people. Since there is a  high  rise of economic challenges as well as technological changes, my current organization  focus on developing  a sustainable economic developing  through  being connected globally.  The role of globalization or rather the purpose of being connected globally is to establish markets, increase competition, develop foreign direct investment, gain technological innovation and expand the economies of scale.  

 Focusing on China’s role in global china, the country is the pivotal driver of this globalization (Fu, 3). With my knowledge  and skills in International management,  I believe that  there is a need  for global leadership network  that will connect  my current organization with  organizations in China. I have demonstrated leadership quality in my current organization since I work as a project manager where I apply my skills on management principles and organization leadership. I have learnt that China focus on creating a strong leadership to be in a position of adapting to the ever-changing economy. China is also ready for developing private sectors in locally and globally and many Chinese companies private and public companies are planning to operate globally (Fu, 3).

 On meet this emerging opportunity,  my professional interest  and goals is to create a  leadership  program  for  transformational journey or in other words develop a  leadership program that will  help the  organizational team and leaders  learn more on globalization and strategies and  rethink on business model and practices before entering  in the global market.  The program will provide the team with skills and knowledge on digital marketing, they will learn from case-based study, team projects and exchange ideas.  In preparing the organization to enter in the global market, I have a global mindset which means that I help my organization develop economically and I also think globally by creating strategies that will help the organization find a competitive position globally. My skills and knowledge in International Business have helped in understanding diverse cultures and markets and how to adapt to changes.

As a project manager, I experience some challenges in this organization since it does not have enough manpower that can provide the workforce with specialized abilities. In other words, the organization is suffering from manpower shortages and the available workers are not creative in terms of options and innovation.  The organization also lack team cohesiveness and this is a big problem that will hinder the organization from achieving the goals of project planning. However, my skills and knowledge and in specific my leadership skills have helped me solve these challenges by looking for diversity.  In other words, apart from utilizing my own strength and communicating effectively, I welcome diverse teams with different skills and experiences to train the team members.

 In developing a global network team, my interpersonal skills such as conflict management, creative thinking, collaboration, encouraging, diplomacy, motivation, and teambuilding will help the team in achieving the desired results.  I also values work ethic and relationship management and these will help achieve the goals of expanding the business internationally. In preparing the organization to adapt to the ever-changing economy, my interpersonal skills will play a valuable role.  I have decision-making skills and this will help in planning decisions, build trust and a sense of collaboration. Being a good decision maker, I will also manage stress since people may have negative thoughts on the idea of relation building a bridge.  I also have effective communication skills and motivation skills which will help the members feel confident in achieving the organization goals.  Conflicts in organizations are inevitable and my negotiation skills will help the team create a cordial relationship.  Last but not least important skill is leadership skill. This in specific strengths all other interpersonal skills in that with leadership skill, I am able to help the members achieved the planned goals, build trust and become self-motivated. My transformative role and skills and knowledge on China’s role in global trend will advance my goal of connecting the organization with Chinese organizations or in other words placing the organization in global market.  My major area is to help organization executives understand both local and global requirements and they will achieve this by developing a strategic decision on global markets. 

Work cited

Fu Xiaolan. China's Role in Global Economic Recovery. Routledge, 2012

Leadership

The implications of leading to an ever-changing global business environment

Leaders all over the world are experiencing challenges while at the same time trying to come up with solutions to various problems. It is exciting as with challenges come great innovative ways of solving issues. Through working with multiple clients it can be established that to excel in the current dynamic global business atmosphere, leaders must find a way to apply for their roles differently especially in the areas that will be discussed below (Smith & Cockburn, 2013).

Adapting strategies to remain relevant. Clients and stakeholders need to change with the market. The decisions of a leader should be in line with what customers and the market deem as appropriate. Strategic decisions made in the past may not be beneficial in the future if they do not comply with the current emerging trends in the market. Leaders should ensure flexibility in their decision making to appear relevant in the market. For example, when a company is losing its traditional clients to a new competitor, it is due to the relevance that the new competitor has come with to the market. Therefore, one should ensure connection in service delivery as it brings with familiarity (Smith & Cockburn, 2013).

Taking an equalized approach to the essentials. Leaders are supposed to make balanced choices and have insight on tradeoffs, amend costs without going too far (Smith & Cockburn, 2013). Administrators should try as much as possible to avoid kneejerk and careless actions which can affect a company's financial value schemes and the worker's morale. It is very crucial to concentrate efforts and have transparency on firm or organization so that objectives can be correctly pursued without any hindrance. Stating precisely what a firm's goals are will protect the company's profits and growth thus achieving balance (Smith & Cockburn, 2013).

Communication tends to play a crucial role strengthening systems within an organization. With a lot of alterations and ambiguity, it is natural for people with vested interests and workers to show concern (Smith & Cockburn, 2013). It is essential for leaders to foster good working relationships with other workers. Open dialogue across a company can help in building good relationship among workers. Leaders should understand that strategies are not just formalities anymore. They should be able to adjust to the current market trends and evolve to suit any business reality. After the leader of the team provides a purpose for the team, the leader should assist the team to achieve (Smith & Cockburn, 2013).

Describing the Team Leadership Model and how it relates to current business practices

Lack of proper leadership is often associated with poor team performance within an organization (Northouse, 2013). A competent team reflects back to good direction offered by a leader. After creating a group which set out to achieve a particular set of objectives it is easier for them to implement their ideas into actions. Questions on the purpose of the team and how members should be fit into the team will be conducted by the leaders. Group tends to be useful when there is a clear sense of direction provided by the leadership. Team leadership model gives central attention to the effectiveness of the entire team (Northouse, 2013). Good leadership in a team should exhibit flexibility in behavior flexibility, problem-solving abilities applicable to a team and utilize discretion when dealing with sensitive issues and so on and so forth (Northouse, 2013).

Leadership choices directly affect the performance of a team and development through paths team leaders choose to follow. A team leaders decisions should be solely based on sound research that he has made before settling a particular decision. Therefore leaders should react to situations based on the leadership model (Northouse, 2013).

Team members' skills can be improved through coaching and encouraging collaboration among team members. Proper management of conflicts within the group will make it easier for the group to achieve their objectives (Northouse, 2013).

The picture above illustrates the steps a leader can take when building a team.

Outlining the Positive aspects of gender, diversity, culture, and teamwork that can improve overall business

Cultural diversity refers to the different composition of members of a company regarding their nationalities, races, religion or age (Aycan, Kanungo & Mendonca, 2014). Many businesses are coming into terms with the need and importance of investing their resources in ensuring diversity and inclusivity as part and parcel of their management procedures and continuously motivate their firms to build the link between principles and collaborative performance. Difference is essential in today's corporate world corporate as firms meet and socialize with clients of different cultural backgrounds. Diversity means that every part of the business will be potentially affected as result of increased productivity, creativity, new approaches, the new dialect, and expressions (Aycan, Kanungo & Mendonca, 2014). With many different minds and various thoughts integrating at one organization many answers to challenges will be obtained as each person brings in different ways of thinking, functioning and solving issues and making choices with their ability. Diversity assists to create teamwork in teams and improve communication skills that result in new attitudes and procedures that benefit the entire team (Aycan, Kanungo & Mendonca, 2014).

Applying the principles of motivational leadership within a different cultures

It requires an extra set of abilities when handling, motivating or when encouraging people from the different set of cultural backgrounds (Aycan, Kanungo & Mendonca, 2014). A leader needs to correctly interpret the condition and come up with a strategy that fits a person values and requirements. A motivation strategy can be designed through interpretation. If an analysis of a particular behavior is correct one can get the reason behind an undesired character. The proper analysis also makes it easier for one to modify or correct it quickly. Secondly, a leader can state their expectations in the manner that can be easily understood by the diverse workforce. Familiar policies and procedures can be used to bring hope into actions (Aycan, Kanungo & Mendonca, 2014).

References

Aycan, Z., Kanungo, R. N., & Mendonca, M. (2014). Organizations and Management in Cross-Cultural Context.

Northouse, P. G. (2013). Leadership: Theory and practice. Thousand Oaks: SAGE.

Smith, P. A. C., & Cockburn, T. (2013). Dynamic leadership models for global business: Enhancing digitally connected environments. Hershey, PA: Business Science Reference.