Globalization of Enterprise

2012 Nigel. S. Paltoo – A11904 10/9/2012 Globalization of Enterprise 715 GE Source:Flikr. com ASSIGNMENT COVER SHEET(to be completed by the student)| AIB student ID number:| A11904| | | Student name:| NIGEL. S. PALTOO| | | Course name:| MBA -GENERIC| | | Subject name:| Globalization of Enterprise 715-GE| | | Subject facilitator:| Dr. Brian O'Toole| | | Teaching Centre:| NATIONS UNIVERSITY-GUYANA| | | No. of pages:| 17| | | Word count:| 2708 from Intro to Conclusion (2500 +10% tolerance) | | |DECLARATION| I, the above named student, confirm that by submitting, or causing the attached assignment to be submitted, to AIB, I have not plagiarised any other person’s work in this assignment and except where appropriately acknowledged, this assignment is my own work, has been expressed in my own words, and has not previously been submitted for assessment. | ASSESSMENT SHEET(to be completed by the examiner)| Student name:| NIGEL. S. PALTOO| | | Course name:| MBA -GENERIC| | |Subj ect name:| Globalization of Enterprise 715-GE| | | Assessor/marker:| | | | COMMENTS| Principles learnt (for example, number and understanding of principles referred to, their influence on the structure of this paper, number and correct citations of  references, use of appropriate jargon)     | | /4| | | Application of principles. That is, the  analysis and evaluation of the example problem based on the principles, including the final recommendations and their justification| | | /8| | |How well the example problem was described, including the extent and depth of information (including the data) about it that was accessed| | | /4| | | Structure and presentation| | | /2| | | Style, grammar   and language| | | /2| | | Total | | Less penalties| | GRAND TOTAL| /20| General comments| | | | FOR MODERATOR’S USE ONLY| I agree with the assessor’s assessment I disagree with the assessor’s assessment and the new mark is as follows for the following reasons: | /20| | Moderator:| |NATIONS UNIVERSITY–GUYANA ®AUSTRALIAN INSTITUTE OF BUSINESS-MBA  ®GLOBALIZATION OF ENTERPRISE-715 GEASSIGNMENT Comparing and contrasting two countries for international expansion into by local apparel company Denmor Garment Manufacturers. | Assignment: You are the manager of a business (in your country or region) that is thinking of going global. Compare and contrast two different overseas markets for the international expansion of your business, covering a consideration of: 1 †¢ Political economy issues †¢ Cultural issues 3 †¢ Entry strategy 4 †¢ Strategic alliances Start your assignment with a very brief description of the entrepreneurial business that you are writing about. This business can be your own business or one that you are familiar with, or it can be a hypothetical one based on an amalgam of several businesses of which you are aware. Conclude the assignment with whether the business should go to one or the other of the two c ountries, or none, or both. The total number of words should be 2500 words.For penalties regarding exceeding the word limit, please refer to AIB Style Guide. For guidance on how to write an assignment, please refer to AIB Assignment Guide. Please note, the word count does not include your cover page, an abstract, table of contents, list of references or appendices. Thus you can place any supporting material that exceeds this word limit into appendices. However, a reader should not have to look at an appendix to know about the main thrust of the points you are making in your assignment.So make sure all your main points are in the body of your report and refer there to the appendices that will support the points you are making in the body of your report, because the reader may not look at the appendices otherwise. Abstract: In the last quarter of the 20th century to present day the world economy has become more integrated and interdependent than ever before, with businesses both large and small expanding beyond their traditional local markets as barriers to world trade came down and technology advanced resulting in significantly lower communication and transportation costs.This phenomenal change in the international environment in which business is conducted has resulted in increased levels of foreign direct investment by companies from developed countries in lesser developed economies such as the Third World as economic benefits were sought through the globalization of production as well as markets. (Hill 2011, p. 5)With the benefits being widely seen to outweigh the disadvantages smaller companies are looking for the arrangements internationally that would best serve their interests of growth and expansion with companies from lesser developed countries now also looking to capitalize as well by creating synergies at the basic level by expanding their market horizons overseas, penetrating first and expanding as demand and relationships develop. This shift in the world economy towards greater integration and interdependence is one way of describing Globalization (Hill 2011, p. ). Globalization can be seen as the increase of functional integration between internationally dispersed economic activities, which is quite recent, as opposed to the older phenomenon of â€Å"Internationalization† which refers to the geographic spread of economic activities across borders and oceans which started in the 17th century when the colonial powers started dividing up continents in the New World in search of raw materials and markets (Devaraja 2011).In Guyana, the more established companies have been seeking avenues to expand their markets overseas through exports and by establishing lower level strategic alliances. Hardly any local company has sought to globalize its production to increase its profitability. For any company looking to embark on international venture the interdependent political, economic and legal systems of the target country along with its underlying cultural fabric must be examined and analyzed in detail before any investment is made (Hill 2011, p. 45).In Guyana, a small English speaking, third world country in South America, the more established manufacturing companies have been seeking avenues to expand their markets first through exports and also by establishing lower level strategic alliances overseas. Denmor Garment Manufacturers (DGM) is one such SME within the apparel industry in Guyana that has benefited from the effects of Globalization by having contracts to manufacture specific designs from companies owning major brand names in the USA (which are looking to lower their production costs) as well as by exporting directly to major retailers overseas.Table of Contents| Page. | 1. 0 Introduction| 9| 2. 0 Denmor Garment Manufacturers| 9| 3. 0 Current Situation with DGM| 10| 3. 0 The challenge of international expansion| 11| 4. 0 Political and Economy Issues| 12| 5. 0 Cultural Issues| 15| 6. 0 Entry Stra tegies| 16| 7. 0 Conclusion| 17| Bibliography| 18| 1. 0 Introduction: The aim of this research is to analyze the potential of two countries short listed as possible candidates for the further international expansion of DGM.These two options are reviewed in the perspective of the main issues that have to be taken into account when considering business expansion into foreign markets viz Political economy issues, Cultural issues, Entry strategy and Strategic alliances with the state of affairs in both countries being compared and contrasted with a decision being arrived at as to whether to expand into one, both or none of the two countries. It would be impossible to look at all aspects of the Socio-Economic, Cultural and Political landscape of the countries being considered therefore only the reas most likely to have an impact on DGMs' venture are considered in the context of the nature of its business and the products on offer. Denmor Garment Manufacturers (DGM): Location: 7, 8, 9 Col digen Industrial Estate, East Coast Demerara, Guyana. DGM is a private company in Guyana which commenced operations in 1997 and currently employs 1000 persons of which 97 % are women. Denmor has the capacity to respond to orders of up to 50,000 dozens of garments per month, and can produce up to 15 different styles at the same time.Approximately 75 percent of Denmor’s activities involve full production (where the manufacturer manages all aspects except design), demonstrating an ability to carry out value-added manufacturing activities and supply-chain management. 100 percent of its products are exported, with its customers including some of the world’s leading brands and department stores, including Russell Athletic, Victoria’s Secret, Paris Accessories, Van Heusen, JC Penny and Wal-Mart. (Goinvest n. d) 2. 0 Current Situation with DGM:As it is DGM is presently a small part of a buyer driven value chain environment where the large retailers, marketers and brand name manufacturers have established a diverse decentralized network of production in third world and developing countries and are leveraging at the design and retail stages (Devaraja 2011). Having had a fair degree of success from its operations and acquired considerable know-how from its alliances DGM is looking to expand its market base and production capacity but is constrained locally by the limited supply of labour for any new factory and weak local demand for beach wear and sport uniforms.The key processes of DGM's operation are very labour intensive involving the cutting of fabric and making of components by sewing machine and assembling into final product, this requires a semi-skilled to skilled level of labour. The challenge facing DGM is to remain a competitive player and to be able to increase profitability either by getting a bigger bite of the value chain from the companies overseas (expanding more into full production),developing its own brands or by securing new large brand name manufacturer customers and orders.It is therefore important that DGM look to increase its factory capacity while at the same time keeping costs down thereby increasing attractiveness to buyers. Faced with a limited labour supply and a high cost of energy and sometimes erratic power supply for sewing machines and air-conditioned factories it has become critical that DGM seriously consider the alternative of moving overseas. After much consideration DGM's management has concluded that the area with greatest growth potential would be to expand using its own designs and brands.DGM has acquired significant expertise in the production of high end female underwear and in athletic uniforms from producing Victoria's Secret products and Russell Athletic brand uniforms for the US NBA and is confident that it can tap into the supply chain for fabrics and using its own design team produce a new line of female underwear, beachwear and generic soccer uniforms that would have a higher q uality and a far cheaper price, however in Guyana it is constrained by weak local demand and labour supply. . 0 The challenge of international expansion: Like any other firm contemplating international trade is faced with three strategic decisions about which countries to enter, when to enter and at what scale the entry would be. Consideration would have to be given to potential opportunities as well as areas of risk which must be closely analysed (Hill 2011).The countries selected for consideration would first be compared and contrasted with their distinct political, economic and cultural realities being looked at then options relating to possible entry strategy (ies) will considered along with strategic alliances that may be advantageous or required The two countries being considered for expansion into are Brazil and Trinidad. Before these two countries would have been brought up for further consideration they would have been on a longer list of potential candidates he rest of whi ch would have been eliminated with Brazil and Trinidad meeting the basic criteria of having a significantly larger population than Guyana, they are both developing countries (better off economically than Guyana), with a free market system in place, manageable national debt and single digit inflation rates and both countries are geographically close by. A decision has been made that once the two options are found to be acceptable then entry into that market will be made within six months. Map of South America and Southern Caribbean Islands showing Brazil, Guyana and Trinidad & Tobago. Source: www. worldatlas. comPolitical economy issues: Brazil and Trinidad are both democracies, having had free and fair elections for the past two decades. Both countries currently have female presidents. Brazil is a Federal republic consisting of twenty-six states the smallest of which is far larger than Trinidad which is a twin island republic with a sister island Tobago. Both countries can be consid ered politically stable with the most recent incidence of serious turmoil being twenty two years ago when Trinidad had a failed coup with members of the Jamaat al Muslimeem trying to seize power. Individualism is respected in both countries but more so in Trinidad.Indicator| Brazil| Trinidad| Size | 3,287,357 square miles| 1,980 square miles | Population| 197 million (2011 est. )| 1. 3 million (2011 est. )| | | | Government| Federative Republic| Democratic Republic| Legal System| Brazil is a former colony of Portugal. The Brazilian legal system is based on Civil Law. | Former British colony. The legal and judicial system is based on English common law and practice. | ECONOMIC| Brazil| Trinidad| GDP| GDP USD $2. 45 trillion Brazil is the sixth largest economy in the world. | USD $ 24. 63 billion| GDP per Capita| USD $4,803| USD $16,699|GNI per Capita| USD $11,500| USD $24,940| Exchange rate| BRL 1. 00= GYD $100. 00| TT $1. 00 = GYD $30. 00| Inflation | 5. 24 %| 5. 4%| Reserves| US$ 3 49. 708 billion| US$ 9. 692 billion| Debt as a % of GDP| 65. 1%| 37. 3%| Unemployment| 6%| 5. 5%| Source: Communicaid and Central Intelligence Agency World Fact book and www. tradingeconomics. com The data presented indicates that both Brazil and Trinidad are about as politically stable as Guyana with both countries being economically better off. However in Brazil there is a greater divide between rich and poor and a higher level of crime relative to Guyana and Trinidad.Both Brazil and Trinidad are currently experiencing low levels of inflation and unemployment Brazil unlike Trinidad has a tax on financial transactions; Brazil is far more bureaucratic when it comes to starting a business taking up to six months to get all the paperwork done whereas in Trinidad it is considerably easier and should only take one to two months. In Brazil getting certain legal permissions for establishing a business expedited may require the payment of bribes. There are no limits to repatriation of regi stered capital and no taxes on profits repatriated from both countries.DGM would have to consider the higher level of bureaucracy in Brazil when it comes to getting things started (which creates opportunities for bribes to be extorted) as compared to Trinidad. A business class visa is required for investing and doing business in Brazil with a minimum level of investment being USD $50,000 being required. A Guyanese can transact and conduct business in Trinidad without a visa; however a work permit would be required. In Brazil it may be necessary to hire a middleman (despachante) to navigate the maze of bureaucracy. (CIA World fact book 2012, Communicaid 2012).On the key issue of protection of property rights both Brazil and Trinidad have legal provisions for the protection of real assets and intellectual property rights, both countries having signed international agreements, however, the judiciary in Brazil is inefficient and subject to political as well as economic influence with pi racy of copyright material being fairly widespread. Brazil presents a higher degree of risk due to lower levels of property rights protection. Trinidad unlike Brazil is a member of CARICOM just like Guyana which allows free trade among members. There is a free trade zone in Manaus in Brazil.Taxation in Brazil is extremely complex and not as uniform as in Trinidad. Cost of labour in both Trinidad and Brazil is higher than in Guyana but is more available. Cost of energy is cheaper in both countries relative to Guyana. (CIA World fact book 2012, Communicaid 2012). Politically and economically there are fewer challenges for DGM to expand to Trinidad as compared to Brazil, however with inflation levels and unemployment levels being almost equal and exchange rates being stable there is still a degree of attractiveness to expand to Brazil if ways around the red tape can be achieved.CULTURAL ISSUES: Cultural differences can present a variety of problems when looking to conduct business in f oreign markets; from language barriers, employee behaviour and work ethic to strategic planning, it is therefore essential that entrepreneurs familiarise themselves with more than just the laws governing a society and obtain an understanding of the underlying values,norms and mores so as to be able to discern what is different and what is the same, what is acceptable and what maybe considered taboo or disrespectful. (Hill 2011)Trinidad is an English speaking Caribbean country with a diverse multi ethnic society that has fused relatively well into a distinct â€Å"Trini† culture with a mix of East Indian, African, European and American influences, religion is mainly Christian, Hinduism and Islam. Carnival is celebrated annually with Soca and Calypso music, elaborate costumes and floats, parades and beach parties over a one week period. Trinidad like Brazil is very nationalistic and proud of their country and its national symbols and flag colours. Trinidad is also a soccer craz y nation but not to the extreme as Brazil.There is a strong American influence in the way business is conducted in Trinidad which is very much alike with the way meetings and other business dealings are conducted in Guyana; however it is somewhat different in Brazil. Brazil is Portuguese speaking with a far larger population who are predominantly Roman Catholic, however just like Trinidad there is an annual Carnival and a strong soccer and beach culture since Brazil has some of the most attractive beaches on South America's Eastern Atlantic coastline and year round sunny weather.There are more cultural issues to be considered by DGM in looking to expand to Brazil than Trinidad (CIA World fact book 2012, US Commercial Service-US Department of Commerce 2012). Brazilians do not like to discuss business during lunch whereas that would be ok in Trinidad, coffee drinking is a ritual in Brazil whereas having a semi formal meeting over beers or whiskey is normal in Trinidad. There are a few hand signals acceptable in Guyana and Trinidad like the â€Å"OK† that would be considered insulting in Brazil (Communicaid Group Ltd 2012).It would therefore be a bit more challenging from a cultural perspective for DGM to do business in Brazil as compared to Trinidad. Both countries have a well developed tourism industry with visitors from the US and Europe looking for differentiated products with unique designs, fabrics and colour. Although both countries presently have female presidents, males dominate business as such initial business meetings should be male led, but with DGM trading in the female apparel industry including a female during negotiations would be wise.Entry Strategy: Having made a decision to expand to another country the management would need to consider all the risks and decide on the timing, mode and scale of entry to be adopted (Hill, 2011). In entering a foreign market there are six modes of entry that a firm can consider each with advantages and dis advantages ranging from Exporting, Turnkey contracts,Licensing,Joint Ventures to Wholly Owned Subsidiary. (Hill 2011,p. 32) Brazil presents a more challenging environment both politically, economically and culturally but DGM should not rule out expansion into the Brazilian marketplace since the sheer size of its population and proximity to Guyana offers immense potential, however, at this time DGM should look at exporting finished products by finding a wholesale distributor with a wide network of resellers to export beachwear to and also seek to market team uniforms directly to soccer teams especially in the lower divisions and have a local representative do meetings and collect sizes and measurements etc. ith delivery being done through this intermediary but with payments being remitted by bank transfers directly to DGM. By going the export route to Brazil import tariffs would be an additional cost as opposed to having a factory in the Manaus free trade zone, as such DGM should gau ge the acceptance of its offerings and then look to develop strategic alliances at the manufacturing level later on if market conditions indicate the potential for higher profitability. DGM should be prudent in its business arrangements and look to secure transactions using letters of credit until levels of trust are established.In Trinidad DGM should look to develop a joint venture with a suitable partner who has excess warehousing space suitable for establishing a garment factory thereby reducing the level of capital investment required, register its brands in Trinidad, establish a small scale factory and produce both beachwear and soccer and other sport uniforms in Trinidad and market both to the local Trinidad market and export to the distributors in Brazil and further afield. Strategic alliances would also be needed to market products across Trinidad as such a partner with appropriate channels already in place would be useful at the entry phase.A strategic alliance with a busin ess in an unrelated industry that has excess building space would be preferred to one that is in the same industry with spare labour and machine capacity due to the risk of having that partner appropriating designs and customers. Timing of these two ventures is important, however with the slow pace at which negotiations and business dealings flow in Brazil it may be prudent to start interim talks with potential distributors at the same time as getting the joint venture arrangement and factory setup in Trinidad.Products would be differentiated in both markets according to designs and colors, more revealing beachwear is acceptable in Brazil and labeling would have to be in Portuguese as such a multi-domestic approach would be necessary with products being made specifically for each of the two markets with a slight overlap. This strategy should not be too costly given that the slight differences between products do not require different skills and machines and the designs for the Brazi lian market would require less material but have the same selling price.Conclusion: The beach and athletic wear segment of the apparel market is already established in both countries, as such there is no first mover advantage to be gained, however DGM is confident that it can secure a niche by supplying an overall better quality product (stitchwork,design,fabric) at a far lower price. Brazil which has the largest potential market has relatively more political economy and cultural barriers which increase the levels of risk and possibility for failure so DGM should be cautious when expanding into this market.Trinidad on the other hand has much more political economy and cultural similarities with Guyana and this would allow for easier entry, allowing DGM to be more aggressive, which could end up solving the production capacity problems for DGM to meet the anticipated new demand when the export channels into Brazil open up which would in turn satisfy the present need for a wider market base. If both of these expansions come to fruition DGM can expect growth in demand and profitability over the long term with economic benefits accruing to each of the three countries. Bibliography:CIA World fact book, Trinidad 2012, viewed 1 October 2012, < https://www. cia. gov/library/publications/the-world-factbook/geos/td. html > CIA World fact book, Brazil 2012, viewed 1 October 2012, Communicaid Group Ltd. 2012, Doing Business in Brazil- Brazilian Social and Business Culture UK, London, viewed 30 September 2012 < http://www. communicaid. com/access/pdf/library/culture/doing-business-in/Doing%20Business%20in%20Brazil. pdf>. Devaraja, Dr. T. S 2011, Indian Textile and Garment Industry-An Overview, University of Mysore, viewed 30 September 2012 < http://sibresearch. rg/uploads/2/7/9/9/2799227/working_paper_-_dr_devaraja. pdf > Goinvest 2012, Denmor Garment Manufacturers: Competing in the Global Garment Industry, viewed 29 September 2012 < http://www. goinvest. gov. gy/manufactur ing. html > Hill, CWL 2010, Global Business Today, 7th edn, McGraw Hill, Boston US Commercial Service-US Department of Commerce 2012, Doing Business In Trinidad and Tobago: A Country Commercial Guide for U. S. Companies, viewed 1 October 2012, < http://trinidad. usembassy. gov/uploads/images/bLR3mH7MwdrEvCke0jB6Tw/CCG2006. pdf > End of Assignment.

Enger Tower History

Enger Memorial Tower Enger Memorial Tower was built in 1939 in order to remember Bert Enger, who immigrated to Duluth from Norway and became a powerful and successful furniture store owner through hard work and dedication. He believed in sharing his success with the city that helped him achieve it and allowed Duluth to develop land near Enger Tower, including the building of a park and a golf course. When he died in 1931 he left two-thirds of his estate to Duluth. In order to commemorate Bert Enger the citry decided to build Enger Memorial Tower. The 70-foot tower was built on the highest of four mounds in Enger Park and was built by L. J. Kilippen and Son. Bert Enger’s urn was attached to the structure. The tower was made of native bluestone and stood five feet tall. The park also included trails, and a beautiful view of the city. For the dedication ceremony Crown Prince Olav of Norway came to dedicate the memorial. It was the prince’s second dedicatory ceremony while in America, he also dedicated the Norwegian Pavilion at World’s Fair in New York City. The park’s locations is one of its best assets; it is located on a bluff, overlooking the city. It also has some of the most beautiful gardens in Duluth. One of its gardens is located on a hill and includes dwarf conifers that branch out from rock outcroppings. Another serves as a sort of dedication to Duluth’s sister city, Oh Ara, Japan; this garden has a pavilion and peace bell. Another garden has over 4,000 daffodils in the spring and white birth and poplar trees year-round. Hostas, full trees, and over 200 perennials line the path to the tower. Location: 16th Avenue West and Skyline Drive â€Å"The whole park has a relaxed and family friendly atmosphere. † -University of Minnesota

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Open Source Alternatives for Small Business Research Paper

Open Source Alternatives for Small Business - Research Paper Example This research will begin with the statement that in the past few years, open source technology has emerged as a very attractive trend which has caught the attention of a large number of software developers and organizations. Basically, open source software applications allow people to access the code of applications openly. In fact, they can make changes and update the software product. The standard invented in the application development industry in the late 90s, with a number of releases of open source products and operating systems, and it has while subtle into other societies also. Additionally, there are a number of powerful arguments intended for releasing anything in an open source format, whether it is a digital recording, a complete operating system (OS) or a software tool. One of the basic reasons behind the adoption of this trend is that this mode of software development and products allows end users to openly get an overview of the source code. So that they could make cha nges to it in order to match it with their requirements. In this scenario, it gives confidence for the sake of steady growth and modernism, as moreover building a community of shared data and information. In addition, a number of businesses those generate open source systems depend on modernisms of clients to increase characteristics as well as to recognize and fix possible feeble points, and these businesses enthusiastically give confidence for changing their technology-based products. based products (Smith, 2013; Wu, Gerlach, & Young, 2011; Gurbani, Garvert, & Herbsleb, 2005). In addition, the majority of people consider that all types of open source software applications and programs are free of charge. This is not, actually, the situation. A number of businesses manufacture open application that necessitates people to disburse for them, with the charges supporting development of innovative products and extra characteristics. It is as well general to observe shared source licenses on products, people pay for. For example, Apple Computer, releases a number of its technology through support of open licenses (Smith, 2013; Wu, Gerlach, & Young, 2011; Gurbani, Garvert, & Herbsleb, 2005). This paper presents a detailed analysis of an open source operating system ‘Ubuntu’. In this scenario, this research covers a number of aspects associated with this operating system. 2. Ubuntu The Ubuntu is an Operating system that works on the Linux platform which is rapidly gaining popularity and is the choice of many, who want a substitute for Windows. The majority of people want efficient and economical ways to interact digitally through the array of contemporary applications

Questions Speech or Presentation Example | Topics and Well Written Essays - 250 words

Questions - Speech or Presentation Example The Industrial Revolution planted the seeds for the erosion of the employment-at-will doctrine. When employees began forming unions, the collective bargaining agreements were formed and the unions had to negotiate with employers frequently because the agreement had provisions in them that required just cause for adverse employment actions, as well as procedures for arbitrating employee grievances. The 1960s marked the beginning of Federal legislative protections (including Title VII of the 1964 Civil Rights Act) from wrongful discharge based on race, religion, sex, age, and national origin. These protections reflected the changing view of the relationship between employer and employee. Rather than seeing the relationship as being on equal footing, courts and legislatures slowly began to recognize that employers frequently had economic advantages when negotiating with potential or current employees. The recognition of employment as being central to a person’s livelihood and well-being, coupled with the fear of being unable to protect a person’s livelihood from unjust termination, led to the development of common-law, or judicial, exceptions to the employment-at-will doctrine beginning in the late 1950s. Employers should use gender neutral terms when advertising for staff. For example, adverts for a postman, waitress, salesgirl, which use a job description with a sexual implication, are likely to violate the Sex Discrimination Act. Occasionally, however, an employer may be able to lawfully discriminate on grounds of sex or race, for example, a department store could legitimately advertise for male applicants to play Father Christmas. On the basis of above facts it is quite clear that Muhammad pursue a claim for discrimination against Joes Bakery since the discrimination has been made on the grounds of racial discrimination by refusing him the

HR & Development Essay (Unit III) Example | Topics and Well Written Essays - 750 words

HR & Development (Unit III) - Essay Example ppropriate guideline for an effective brainstorming process includes making a clear and simple introduction of the idea or problem that needs to be brainstormed (Rothwell & Kazanas 1999). Introduction of the problem creates an avenue for conducting a thorough review on the rules governing the entire brainstorming process. This means that each participant gets an equal chance of presenting his or her idea. In other terms, the process should be welcoming to everyone by avoiding commenting during the proceeding of the brainstorming process. It thus discourages any evaluation hence allows room for duplicate ideas. The next step should be communicated after members contributions. That is, explaining what is required to be done then offer all the members of the group or team some private time to think over the brainstormed question or problem (Sharma, 2008). Finally, open the discussion for the member of that group to devise and come up with a suitable solution. In an on job scenario, the brainstorming process would be applied in solving leadership wrangle within the organization. The companys management team would come up with diverse ideas concerning the problem facing the management and tries to come with a suitable solution. That is, in matters concerning the top most position in the management hierarchy all the concern parties should contribute their points of view on regard to the qualities that need to be consider while selecting the suitable person for the post (Sinha and Sinha 2009). Another common problem that arises in an on the job situation is the issue on the process of performance appraisal. For instance, it requires a team or panel to determine or decides suitable criteria to be adapted while appraising the employees. In other terms, they devise and determine the demerit on which an employee should be accorded or subjected to any form of appraisal or appreciation for high performance (Dubrin, 2009). Group work and teamwork has a disadvantage of

The Man In The Iron Mask Essay Example | Topics and Well Written Essays - 2500 words

The Man In The Iron Mask - Essay Example The one constant in the history of the myth seems to be the fact that he was indeed a prisoner in the Bastille and that his name was never revealed. Even upon his death the true name of the prisoner was left in question. The only reality of this particular prisoner's situation, is that he became the most famous and mysterious historical prisoner of his era thanks to the literary works of both Voltaire and Alexander Dumas who both christened him the â€Å"Man in the Iron Mask†. The historical records of the era within which the masked man was supposed to have been imprisoned in the Bastille seem to indicate that the man in question was of a noble status in life. Reports indicate that he arrived at the Bastille on a Thursday, September 18, 1698 under the protection of the newly assigned governor of the Bastille, Benigne d'Auvergne de Saint-Mars who described the prisoner as a long time prisoner who went with him to his various assignments. The man was to remain masked and his na me was never to be recorded in the official records. i According to Saint Mars' official records the man without a name or face was imprisoned in Pignerol at the start. He had been a prisoner for 18 years by the time he arrived at the Bastille, having been earlier 2 imprisoned from 1665 to 1681. There is a supposition that he had already been a prisoner for about 33 years at this point. It was during this time of his arrival at the Bastille that the first mention of a velvet, not iron mask was made in reference to the prisoner's face being covered. One of the wilder theories regarding the Man in the Iron mask is that he was the descendant of Napoleon Bonaparte. This was a claim that was made by Napoleon himself during his many military quests. Claiming that his father was the elder half brother of the king and therefore the rightful heir to the throne. Thus his imprisonment behind the mask. He propagated the theory that the man behind the mask was allowed to marry while in prison an d the union begot a son who was sent off to be raised in Corsica, that child was to become Napoleon Bonaparte. This however, is a theory that does not have any evidence to back it up as anything more than the claim of a mad man to a throne he wished to call his own. ii In order to understand the propagation of the myth, one has to first understand the kind of sociopolitical situation that was existing in France in the 1660's. The so-called â€Å"Sun King† Louis XIV had an absolute hold on political power and government at a time when his people were being ravaged by high taxes, food shortage, and a lack of guidance from their king. The war and religious unrest was also taking its toll on the economic situation of the country. The people were starved for hope of a better life in the hands of a king who once stated "L'etat, c'est moi!" ("I am the state!"). With such control over state affairs in the hands of one man, it is believed that anybody who fell out of favor with the ki ng ended up imprisoned for the rest of his life. Could the man in the mask be one of those people? What error could he have committed to have earned him such damnation in the eyes of the king? One of the 3 many theories about the masked stranger is that he was most likely one of the many nobles who had fallen out of favor with