The Lack of African American TV Shows

The norms of American television during its early years have always been focused on the so-called â€Å"social whiteness† owing to the fact that shows have always been dominated by the whites.This theory of racial subjugation was eventually refuted since white and black characters after the 1980s do get the same amount exposure on TV shows. Considering the height of racial discrimination in the United States, the lack of African American TV shows is not surprising though African American celebrities have the same acting skills as non-African Americans.The shows allotted for African-Americans, predisposed or not, have been limited to situation comedies (sitcoms) and stand-up comics to exemplify that these marginalized sector indeed does get the equality of quantity of said TV acts.To cite in history, there was the â€Å"Amos N’ Andy Show† which commenced in 1928 as a thirty-year radio show and broadcasted on television in 1951 which only lasted for two years becau se of the massive protests by the black community. It was the lone TV show with an all-black cast during the period. There was also â€Å"The Beulah Show,† â€Å"The Nat King Cole,† â€Å"All in the Family,† â€Å"The Jeffersons,† â€Å"Good Times,† â€Å"What’s Happening,† â€Å"That’s My Mama,† and â€Å"Sanford and Son.†The era of â€Å"The Roots,† â€Å"The Cosby Show,† â€Å"Different Strokes,† â€Å"Webster,† â€Å"Gimme A Break,† and the â€Å"A-Team† also came. Many contemporary TV shows featuring African Americans followed thereafter including NBC’s â€Å"Hidden Hills,† FOX’s â€Å"The Bernie Mac Show† and â€Å"Cedric the Entertainer Presents†¦,† ABC’s â€Å"My Wife and Kids,† CBS’s â€Å"Robbery Homicide Division† and â€Å"Hack.†The former network WB also aired black-oriented shows as â €Å"The Hughleys,† â€Å"The Steve Harvey Show† and â€Å"The Jamie Foxx Show.† To enhance racial diversity, WB also featured â€Å"ER,† â€Å"Smallville,† â€Å"Gilmore Girls,† â€Å"Friends† and â€Å"The West Wing.† Meanwhile, UPN introduced â€Å"The Parkers,† â€Å"One on One,† â€Å"Girlfriends,† and â€Å"Half and Half.† Even the popular reality TV shows â€Å"Survivor† and â€Å"Big Brother† even incorporated black contestants in them.According to Screen Actors Guild (SAG) in 1991, schedules for prime time shows are still segregated in that African American dominated shows were isolated still and in some networks like FOX and NBC, the blacks were still underrepresented, such the term â€Å"ghettoization† of African American TV shows.Studies by SAG further revealed that there are two types of programming: first, â€Å"resourceful† programming wherein some shows incl uded a racially diverse cast and â€Å"missed â€Å"opportunity† in which no effort is made at all to broaden their horizons in terms of casting.An example of the first type is â€Å"The Practice† where it gave importance to African American casts, placing them in major roles with long screen times. As have been mentioned earlier, African Americans did not have much opportunity in drama and more serious roles.Shows like â€Å"Sex and the City† and HBO’s â€Å"Six Feet Under† put blacks in very minor, insignificant characters. Oftentimes, blacks are associated with being criminals, villains, gangs, troublemakers, street people, mobs, sidekicks or subordinates in TV performances. These racial stereotyping is not helpful in terms of reconciling the diversified cultures of blacks and whites living in one nation.It cannot be denied that television is one of the most influential media of information dissemination in the world today. Amidst globalization , television plays a great role in shaping the minds and perspectives of people about things happening in their immediate environment. The squaring off of cultural, racial and sexual distinctions should be given priority if indeed the goal of unification and eliminating discrimination is to be realized.The lack of African American TV shows is an illustration as to the inequality of racial representation in media. Even if African Americans constitute only a marginalized portion of the population, they should be given equal TV exposure to indicate that racial chauvinism has been resolved and eliminated. If whites are shown to overshadow the blacks on TV, the audience will get the idea that impartiality still exists even in the entertainment industry.It should be emphasized that television serves as an important cultural medium. Through this instrument, people learn about cultures of the different races.Whether genuine or not, what is shown on TV will be the image that the audience wil l grasp regarding that particular culture. This is the reason why extra care and caution must be considered when depicting cultures on TV shows since they shape the representation of that ethnicity.As mentioned earlier, African Americans often have negative persona in many TV shows. Because of this, the audience will tend to generalize that African Americans are indeed those kinds of people. This brings about a complex societal problem with regards to people’s attitudes towards African Americans.In conclusion, the lack of African American TV shows is not merely a question of the quantity of shows broadcasted on television but it is also a question of the quality of shows that are being aired globally.Cultural sensitivity is an important factor in that African American characters should not be limited to being slapstick comedians and humorists, but their roles must exemplify what the true black culture is in order to educate people about their beliefs and ideologies. It is onl y through a wider and deeper understanding of other ethnicities can we solve the problem of racial prejudice.Therefore, it is quantity coupled with quality of African American TV shows that will make the imparting of the black society more meaningful and constructive to be able to correct the mistaken identities of African Americans. By increasing the number of quality African American TV shows, deliverance is within reach.Referencesâ€Å"Amos N’ Andy Show.† (n.d.). The Museum of Broadcast Communications. Retrieved February 18, 2008, from http://www.museum.tv/archives/etv/A/htmlA/amosnandy/amosnandy.htmEaston, B. M. (n.d.). â€Å"African-Americans on TV: A Retrogressive Renaissance.† Retrieved February 18, 2008, from http://www.purrmag.com/Purr12/blacksontv.htmlKumbier, A. (n.d.). â€Å"The TV Ghetto.† Retrieved February 18, 2008, from http://www.poppolitics.com/articles/2002/09/09/The-TV-Ghettoâ€Å"Racism, Ethnicity and Television.† (n.d.). The M useum of Broadcast Communications. Retrieved February 18, 2008, from http://www.museum.tv/archives/etv/R/htmlR/racismethni/racismethni.htmâ€Å"The African-American Television Audience.† (n.d.). Nielsen Media Research, Inc. Retrieved February 18, 2008, from http://www.nielsenmedia.com/ethnicmeasure/african-american/indexAA.html   

The Host Chapter 44: Healed

â€Å"Wanda†¦Ã¢â‚¬  â€Å"We don't have time. I'd do it myself, but I can't get the angle right. There's no other way.† â€Å"I don't think I can†¦ do it.† â€Å"For Jamie, even?† I pushed the good side of my face as hard as I could against the headrest of the passenger seat and closed my eyes. Jared was holding the rough fist-sized stone I'd found. He'd been weighing it in his hand for five minutes. â€Å"You just have to get the first few layers of skin off. Just hide the scar, that's all. C'mon, Jared, we have to hurry. Jamie†¦Ã¢â‚¬  Tell him I said to do it now. And make it a good one. â€Å"Mel says do it now. And make sure you do it hard enough. Get it all the first time.† Silence. â€Å"Do it, Jared!† He took a deep breath, a gasp. I felt the air move and squeezed my eyes tighter. It made a squishing sound and a thud-that was the first thing I noticed-and then the shock of the blow wore off, and I felt it, too. â€Å"Ungh,† I groaned. I hadn't meant to make any sound. I knew that would make it worse for him. But so much was involuntary with this body. Tears sprang up in my eyes, and I coughed to hide a sob. My head rang, vibrated in aftershock. â€Å"Wanda? Mel? I'm sorry!† His arms wrapped around us, pulled us into his chest. â€Å"‘S okay,† I whimpered. â€Å"We're okay. Did you get it all?† His hand touched my chin, turned my head. â€Å"Ahh,† he gasped, sickened. â€Å"I took half your face off. I'm so sorry.† â€Å"No, that's good. That's good. Let's go.† â€Å"Right.† His voice was still weak, but he leaned me back into my seat, settling me carefully, and then the car rumbled beneath us. Ice-cold air blew in my face, shocking me, stinging my raw cheek. I'd forgotten what air-conditioning felt like. I opened my eyes. We were driving down a smooth wash-smoother than it should have been, carefully altered to be this way. It snaked away from us, coiling around the brush. I couldn't see very far ahead. I pulled the visor down and flipped open the mirror. In the shadowy moonlight, my face was black and white. Black all across the right side, oozing down my chin, dripping across my neck, and seeping into the collar of my new, clean shirt. My stomach heaved. â€Å"Good job,† I whispered. â€Å"How much pain are you in?† â€Å"Not much,† I lied. â€Å"Anyway, it won't hurt much longer. How far are we from Tucson?† Just then, we reached pavement. Funny how the sight of it made my heart race in panic. Jared stopped, keeping the car hidden in the brush. He got out and removed the tarps and chains from the bumper, putting them in the trunk. He got back in and eased the car forward, checking carefully to make sure the highway was empty. He reached for the headlights. â€Å"Wait,† I whispered. I couldn't speak louder. I felt so exposed here. â€Å"Let me drive.† He looked at me. â€Å"It can't look like I walked to the hospital like this. Too many questions. I have to drive. You hide in the back and tell me where to go. Is there something you can hide under?† â€Å"Okay,† he said slowly. He put the car into reverse and pulled it back into the deeper brush. â€Å"Okay. I'll hide. But if you take us somewhere I don't tell you to go†¦Ã¢â‚¬  Oh! Melanie was stung by his doubt, as was I. My voice was flat. â€Å"Shoot me.† He didn't answer. He got out, leaving the engine running. I slid across the cup holders into his seat. I heard the trunk slam. Jared climbed into the backseat, a thick plaid blanket under his arm. â€Å"Turn right at the road,† he said. The car was an automatic, but it had been a long time and I was unsure behind the wheel. I moved ahead carefully, pleased to find that I remembered how to drive. The highway was still empty. I pulled out onto the road, my heart reacting to the open space again. â€Å"Lights,† Jared said. His voice came from low on the bench. I searched till I found the switch, then flicked them on. They seemed horribly bright. We weren't far from Tucson -I could see a yellowish glow of color against the sky. The lights of the city ahead. â€Å"You could drive a little faster.† â€Å"I'm right at the limit,† I protested. He paused for a second. â€Å"Souls don't speed?† I laughed. The sound was only a tad hysterical. â€Å"We obey all laws, traffic laws included.† The lights became more than a glow-they turned into individual points of brightness. Green signs informed me of my exit options. † Take Ina Road.† I followed his instructions. He kept his voice low, though, enclosed as we were, we could both have shouted. It was hard to be in this unfamiliar city. To see houses and apartments and stores with signs lit up. To know I was surrounded, outnumbered. I imagined what it must feel like for Jared. His voice was remarkably calm. But he'd done this before, many times. Other cars were on the road now. When their lights washed my windshield, I cringed in terror. Don't fall apart now, Wanda. You have to be strong for Jamie. This won't work if you can't do that. I can. I can do it. I concentrated on Jamie, and my hands were steadier on the wheel. Jared directed me through the mostly sleeping city. The Healing facility was just a small place. It must have been a medical building once-doctors' offices, rather than an actual hospital. The lights were bright through most of the windows, through the glass front. I could see a woman behind a greeting desk. She didn't look up at my headlights. I drove to the darkest corner of the parking lot. I slid my arms through the straps of the backpack. It wasn't new, but it was in good shape. Perfect. There was just one more thing to do. â€Å"Quick, give me the knife.† â€Å"Wanda†¦ I know you love Jamie, but I really don't think you could use it. You're not a fighter.† â€Å"Not for them, Jared. I need a wound.† He gasped. â€Å"You have a wound. That's enough!† â€Å"I need one like Jamie's. I don't know enough about Healing. I have to see exactly what to do. I would have done it before, but I wasn't sure I'd be able to drive.† â€Å"No. Not again.† â€Å"Give it to me now. Someone will notice if I don't go inside soon.† Jared thought it through quickly. He was the best, as Jeb had said, because he could see what had to be done and do it fast. I heard the steely sound of the knife coming out of the sheath. â€Å"Be very careful. Not too deep.† â€Å"You want to do it?† He inhaled sharply. â€Å"No.† â€Å"Okay.† I took the ugly knife. It had a heavy handle and was very sharp; it came to a tapered point at the tip. I didn't let myself think about it. I didn't want to give myself a chance to be a coward. The arm, not the leg-that's all I paused to decide. My knees were scarred. I didn't want to have to hide that, too. I held my left arm out; my hand was shaking. I braced it against the door and then twisted my head so that I could bite down on the headrest. I held the knife's handle awkwardly but tightly in my right hand. I pressed the point against the skin of my forearm so I wouldn't miss. Then I closed my eyes. Jared was breathing too hard. I had to be fast or he would stop me. Just pretend it's a shovel opening the ground, I told myself. I jammed the knife into my arm. The headrest muffled my scream, but it was still too loud. The knife fell from my hand-jerking sickeningly out from the muscle-and then clunked against the floor. â€Å"Wanda!† Jared rasped. I couldn't answer yet. I tried to choke back the other screams I felt coming. I'd been right not to do this before driving. â€Å"Let me see!† â€Å"Stay there,† I gasped. â€Å"Don't move.† I heard the blanket rustling behind me despite my warning. I pulled my left arm against my body and yanked the door open with my right hand. Jared's hand brushed my back as I half fell out the door. It wasn't a restraint. It was comfort. â€Å"I'll be right back,† I coughed out, and then I kicked the door shut behind me. I stumbled across the lot, fighting nausea and panic. They seemed to balance each other out-one keeping the other from taking control of my body. The pain wasn't too bad-or rather, I couldn't feel it as much anymore. I was going into shock. Too many kinds of pain, too close together. Hot liquid rolled down my fingers and dripped to the pavement. I wondered if I could move those fingers. I was afraid to try. The woman behind the reception desk-middle-aged, with dark chocolate skin and a few silver threads in her black hair-jumped to her feet when I lurched through the automatic doors. â€Å"Oh, no! Oh, dear!† She grabbed a microphone, and her next words echoed from the ceiling, magnified. â€Å"Healer Knits! I need you in reception! This is an emergency!† â€Å"No.† I tried to speak calmly, but I swayed in place. â€Å"I'm okay. Just an accident.† She put the microphone down and hurried around to where I stood swaying. Her arm went around my waist. â€Å"Oh, honey, what happened to you?† â€Å"So careless,† I muttered. â€Å"I was hiking†¦ I fell down the rocks. I was†¦ cleaning up after dinner. A knife was in my hand†¦Ã¢â‚¬  My hesitations seemed like part of the shock to her. She didn't look at me with suspicion-or humor, the way Ian sometimes did when I lied. Only concern. â€Å"You poor dear! What's your name?† â€Å"Glass Spires,† I told her, using the rather generic name of a herd member from my time with the Bears. â€Å"Okay, Glass Spires. Here comes the Healer. You'll be fine in just a moment.† I didn't feel panicked at all anymore. The kindly woman patted my back. So gentle, so caring. She would never harm me. The Healer was a young woman. Her hair, skin, and eyes were all a similar shade of light brown. It made her unusual looking-monochromatic. She wore tan scrubs that only added to that impression. â€Å"Wow,† she said. â€Å"I'm Healer Knits Fire. I'll get you fixed up directly. What happened?† I told my story again as the two women led me down a hallway and then through the very first door. They had me lie down on the paper-covered bed. The room was familiar. I'd been in only one place like this, but Melanie's childhood was full of such memories. The short row of double cabinets, the sink where the Healer was washing her hands, the bright, clean white walls†¦ â€Å"First things first,† Knits Fire said cheerfully. She pulled a cabinet open. I tried to focus my eyes, knowing this was important. The cabinet was full of rows and rows of stacked white cylinders. She took one down, reaching for it without searching; she knew what she wanted. The small container had a label, but I couldn't read it. â€Å"A little no pain should help, don't you think?† I saw the label again as she twisted the lid off. Two short words. No Pain? Was that what it said? â€Å"Open your mouth, Glass Spires.† I obeyed. She took a small, thin square-it looked like tissue paper-and laid it on my tongue. It dissolved at once. There was no flavor. I swallowed automatically. â€Å"Better?† the Healer asked. And it was. Already. My my head was clear-I could concentrate without difficulty. The pain had melted away with the tiny square. Disappeared. I blinked, shocked. â€Å"Yes.† â€Å"I know you feel fine now, but please don't move. Your injuries are not treated yet.† â€Å"Of course.† â€Å"Cerulean, could you get us some water? Her mouth seems dry.† â€Å"At once, Healer Knits.† The older woman left the room. The Healer turned back to her cabinets, opening a different one this time. This, too, was filled with white containers. â€Å"Here we are.† She pulled one from the top of a stack, then took another from the other side. Almost as if she were trying to help me fulfill my mission, she listed the names as she reached for them. â€Å"Clean-inside and out†¦ Heal†¦ Seal†¦ And where is†¦ ah, Smooth. Don't want a scar on that pretty face, do we?† â€Å"Ah†¦ no.† â€Å"Don't worry. You'll be perfect again.† â€Å"Thank you.† â€Å"You're very welcome.† She leaned over me with another white cylinder. The top of this one came off with a pop, and there was an aerosol spray nozzle underneath. She sprayed my forearm first, coating the wound with clear, odorless mist. â€Å"Healing must be a fulfilling profession.† My voice sounded just right. Interested, but not unduly so. â€Å"I haven't been in a Healing facility since insertion. This is very interesting.† â€Å"Yes, I like it.† She started spraying my face. â€Å"What are you doing now?† She smiled. I guessed that I was not the first curious soul. â€Å"This is Clean. It will make sure nothing foreign stays in the wound. It kills off any of the microbes that might infect the wound.† â€Å"Clean,† I repeated to myself. â€Å"And the Inside Clean, just in case anything has snuck into your system. Inhale this, please.† She had a different white cylinder in her hand, a thinner bottle with a pump rather than an aerosol top. She puffed a cloud of mist into the air above my face. I sucked in a breath. The mist tasted like mint. â€Å"And this is Heal,† Knits Fire continued, twisting the cap off the next canister, revealing a small pouring spout. â€Å"It encourages your tissues to rejoin, to grow the way they should.† She dribbled a tiny bit of the clear liquid into the wide cut on my arm, then she pushed the edges of the wound together. I could feel her touch, but there was no pain. â€Å"I'll seal this up before I move on.† She opened another container, this one a pliable tube, and then squeezed out a line of thick, clear jelly onto her finger. â€Å"Like glue,† she told me. â€Å"It holds everything together and lets the Heal do its job.† She wiped it over my arm in one swift pass. â€Å"Okay, you can move that now. Your arm is fine.† I held it up to look. A faint pink line was visible under the shiny gel. The blood was still wet on my arm, but there was no source anymore. As I watched, the Healer cleaned my skin with one quick pass of a damp towel. â€Å"Turn your face this way, please. Hmm, you must have hit those rocks just exactly wrong. What a mess.† â€Å"Yes. It was a bad fall.† â€Å"Well, thank goodness you were able to drive yourself here.† She was lightly dripping Heal onto my cheek, smearing it with the tips of her fingers. â€Å"Ah, I love to watch it work. Looks much better already. Okay†¦ around the edges.† She smiled to herself. â€Å"Maybe one more coat. I want this to be erased.† She worked for a minute longer. â€Å"Very nice.† â€Å"Here's some water,† the older woman said as she came through the door. â€Å"Thank you, Cerulean.† â€Å"Let me know if you need anything more. I'll be up front.† â€Å"Thanks.† Cerulean left. I wondered if she was from the Flower Planet. Blue flowers were rare-one might take a name from that. â€Å"You can sit now. How do you feel?† I pulled myself up. â€Å"Perfect.† It was true. I hadn't felt so healthy in a long time. The sharp shift from pain to ease made the sensation more powerful. â€Å"That's just how it should be. Okay, let's dust on a little Smooth.† She twisted the last cylinder's top and shook an iridescent powder into her hand. She patted it into my cheek, then patted another handful onto my arm. â€Å"You'll always have a small line on your arm,† she said apologetically. â€Å"Like your neck. A deep wound†¦Ã¢â‚¬  She shrugged. Absentmindedly, she brushed the hair back from my neck and examined the scar. â€Å"This was nicely done. Who was your Healer?† â€Å"Um†¦ Faces Sunward,† I said, pulling the name from one of my old students. â€Å"I was in†¦ Eureka, Montana. I didn't like the cold. I moved south.† So many lies. I felt a twist of anxiety in my stomach. â€Å"I started out in Maine,† she said, not noticing anything amiss in my voice. As she spoke, she cleaned the blood from my neck. â€Å"It was too cold for me, too. What's your Calling?† â€Å"Um†¦ I serve food. In a Mexican restaurant in†¦ Phoenix. I like spicy food.† â€Å"Me, too.† She wasn't looking at me funny. She was wiping my cheek now. â€Å"Very nice. No worries, Glass Spires. Your face looks great.† â€Å"Thank you, Healer.† â€Å"Of course. Would you like some water?† â€Å"Yes, please.† I kept a grip on myself. It wouldn't do to bolt the glass down the way I wanted to. I wasn't able to stop myself from finishing it all, though. It tasted too good. â€Å"Would you like more?† â€Å"I†¦ yes, that would be nice. Thank you.† â€Å"I'll be right back.† The second she was out the door, I slid off the mattress. The paper crackled, freezing me in place. She didn't dart back in. I had only seconds. It had taken Cerulean a few minutes to get the water. Maybe it would take the Healer just as long. Maybe the cool, pure water was far away from this room. Maybe. I ripped the pack off my shoulders and wrenched the drawstrings open. I started with the second cabinet. There was the stacked column of Heal. I grabbed the whole column and let it clatter quietly into the bottom of my pack. What would I say if she caught me? What lie could I tell? I took the two kinds of Clean next, from the first cabinet. There was a second stack behind the first of each, and I took half of those, too. Then the No Pain, both stacks of that. I was about to turn back for the Seal, when the label of the next row of cylinders caught my attention. Cool. For fevers? There were no instructions, just the label. I took the stack. Nothing here would hurt a human body. I was sure of that. I grabbed all the Seal and two cans of Smooth. I couldn't press my luck any further. I closed the cabinets quietly and threw my arms through the straps of the pack. I leaned against the mattress, making another crackle. I tried to look relaxed. She didn't come back. I checked the clock. It had been one minute. How far away was the water? Two minutes. Three minutes. Had my lies been as obvious to her as they were to me? Sweat started to dew up on my forehead. I wiped it away quickly. What if she brought back a Seeker? I thought of the small pill in my pocket, and my hands shook. I could do it, though. For Jamie. I heard quiet footsteps then, two sets, coming down the hall.

Outline and Assess the View That Vocational Education Simply

Outline and assess the view that vocational education simply trains workers for exploitation. [50] The idea that vocational education allows workers to be exploited is a view held by Marxism. Vocational education is that which gets an individual ready for the workplace, either through a course directly complimenting a skill, like hairdressing, or that which has a broader area of learning. Whilst functionalism sees a great system underlying vocational education, Marxists have a more cynical view of the idea.Vocational education will inevitably have an effect on the economy- hopefully for the better, but Marxists would deny the benefits as overall wealthy, insisting education is a tool in capitalist societies, which control and pacify the working classes. Marxists Bowles and Gintis (1976) suggested that there is a correspondence between educational institutions and the workplace- the working class will stay working class, and characteristics such as self-image, social class identificat ion, demeanour and presentation, will be paralleled within the workplace.Bowles and Gintis also maintained that whilst in school, the teachers were formed in a hierarchical system in which older students seem to be of a higher status than those who are younger; in the workplace, not all workers will be on the same salary in the same department. The overall belief is that the whole system has made it so that the ‘hidden curriculum’ enforces social order, and it marginalises worker, making them struggle for power, and this will create a subservient pool of workers.Durkheim, would disagree along with Davis and Moore, and Parsons, who collectively state that a skilled workforce is a product, and occupational allocation can be a defining outcome of vocational education. This really drives the core values of functionalism, as it seeks to work for the benefit of a consensus society, just trying to get the people back into work and off of welfare.Bowles and Gintis, however can be criticised for determinism, as it is not imperative that all of those who are being educated, hold a passive stance towards the teaching of capitalist values, and it also lumps certain social groups together, thus not motivating change as their argument is that their fate is determined by identification of class and there’ll be no mobility, whilst there are those who have come from nothing and do not show much of a line between education and work- Richard Branson, entrepreneur, for example, ho heads a multi-million pound business, employing many people across the country, despite Branson’s dyslexia and lack of success at school. Willis, regarded as a Neo-Marxist, has also provided critical suggestions against Bowles and Gintis; Willis notes there were ideological factors, but having studied the twelve ‘lads’, there was a mix of perspectives and they weren’t all happy with the ideas of the school, not to mention the rejection of the idea that scho ol was at all important to what they wanted out of life.Willis’s perspective shows a more interpretivist approach in which human interpretation was also quite a defining factor- it was the ideas of the 12, which made them enter the blue collar jobs. Then again, Willis’s sample lacks much representation and precision since the sample is extremely small. Social democracy also favours the merits of vocational education, as it is seen to create a competitive economy.New Labour, therefore, had therefore introduced the New Deal- a scheme in which it was ensured that unemployed people would have either full time education or training for a year, or voluntary sector work. This would therefore, supposedly, increase desirability for employment and would contribute to bringing unemployment and lack of skills down in the nation. The New Labour government did defend its intentions to stop making people so reliant on welfare packages like incapacity benefit.It’s solely for th e purpose of getting people into work, and not for the cause of that workplace paying sub-sufficient wages. However the voice of opposition says that the compulsory implementation of this would restore power at the top, and especially with voluntary sector placements, cheap labour would indeed be used to some effect for a long period of time, saving some businesses potentially thousands on each person every six months.Another grievance was put forward by De Waal (2008), who has argued that vocational GCSEs, which are accessible through local colleges and NVQs, are not relevant- they lack the teaching of valuable skills- only to raise the achievement of those less academically endowed to pass the government’s expectations of five A*-Cs at GCSE, as these course have been disproportionate weighting in which the qualification can stand for five GCSEs.It also comes to mind that age 14, an individual won’t be thinking terribly hard about their future ambitions- or at least m ore realistic ones- 14 is too young to allocate them a place, when there are fears that it could reproduce the effects of the tripartite in which superficial role allocation would be used.Hoelscher’s (2008) findings may give direction to some justification of the idea since it was identified that most people in vocational education had proceeded to university, given such status since 1992- ex-polytechnics, for example and that would affect both course and future employability, at least in the field to which their degree applies. Davies and Biesta (2007) can partially reflect this.The couple argue that the experiences will be wide-ranging and will reflect both extremes, from genuinely whole-hearted programmes to get unemployment and dependence down, too, for the benefit of spending less on welfare, whilst the worst could provide almost worthless experiences and a temptation for companies to take advantage of cheap labour – cutting their spending on employment, whilst ge nerating some profit out of their presence at the workplace.This would imply that it is not the cause of vocational education, solely, but more the individual interpretations and experiences- like most things, there will always be those trying to benefit from some kind of system. In conclusion, vocational education- like all education- is going to have two large factors: interpretation and attitude of the individual, and the discipline/ ideals of an institution. It plays a genuine role in at least attempting to do well for society, and not for those CEOs sitting on the top of bonuses.The Marxist evaluation seems almost ungrateful of education overall as it condemns, with theorists such as Bourdieu. Marxism takes individuals as gullible people, who are all part of a single label, which is damaging to the future of vocational education; it is a genuine move towards a more desirable economy, and markets; we all want to thrive and prosper as a nation, rather than suffer at the hands of the minority who are apathetically sponging the unemployment benefits.

Write about ocean resource economic Essay Example | Topics and Well Written Essays - 1000 words

Write about ocean resource economic - Essay Example There are many types of fish found in the ocean thus making the ocean a source of food to a huge number of people. Fishing industry has extensively grown due to a lot of competition. However, individuals engage in fishing as a way of getting their food and others do fishing as a source of their revenue. For those people who engage in fishing for food are just do it for consumption purposes. However, for those people who engage in fishing activities for commercial purposes are industrial fisheries. Therefore in connection with the problem of unemployment is partially solved through the act of fishing. There are both skilled and unskilled persons employed in the fish industries that arise from the existence of the oceans. Therefore, fishing is a factor that leads to decrease in unemployment levels ((Acheson 1975). As a means of transport, oceans are a medium of transport by the use of boats and ships. This marine industry is a source of employment to a big number of people. Some people are self-employed while others get work in the harbors and others in the ships. Therefore, marine transport helps in reducing the levels of unemployment since quit e a big number of people get employed in the marine transport related sectors. Also, for the business persons involved in the business, they increase the level of tax income in a country and this revenue if used in carrying out a profitable project, and then other people get employed. Hence, marine transportation reduces unemployment both directly and indirectly. The ocean is a site for recreational activities for people during their leisure time. It has led to the coming up of the tourism industry. Many hotels have come up along the beaches of the oceans. Many people love having fun in different countries that have beautiful sites along the beach and a favorable weather condition. This is a source of employment for many persons either directly

Novel Mobile devices Essay Example | Topics and Well Written Essays - 500 words

Novel Mobile devices - Essay Example Quite frequently, new designs come with newer properties and better usability that outshine the former models. For example, data was originally carried in floppy discs. Later, USBs drove floppy discs out of the market and people opted for USBs instead of floppy discs. Then there were USBs of different memory. As the time passed, USBs with even smaller size with greater memory were developed. According to Strategic Analysis, â€Å"A range of new embedded consumer electronics devices is set to create a market of 10 crore installed devices for wireless operators in the United States by 2014† (Clarke). All of these devices will be mobile and novel. Image of a novel mobile device (Mobiletor.com). How do they work? Novel mobile devices allow the user to take them from one place to another with minimum inconvenience. As they are mobile, so they are portable. They usually allow the user to attach them to multiple devices. For example, a memory card can be used in mobile phones, digita l cameras, television sets and laptops. How do they help people? They facilitate the work in that they are carried by user as required. Their help and usability can be estimated from the fact that communication has been enhanced with the introduction of mobile phones into the market.

Social networking and employee identities Essay

Social networking and employee identities - Essay Example For example, when used for recruitment purposes social networking sites may fail to meet all the necessary security requirements. In the workplace, where social networking is often used for promoting the communication between employees, similar security problems have appeared. The risks of social networking in regard to a particular security issue, the identity of its users, are explored in this paper. Reference is made, especially, to the identities of employees, as users of the social networking sites. The literature review related to this issue verifies the extensive use of social networking sites, as a tool of communication, in the workplace and the involvement of these sites in the hiring process. Also, the studies published in this field indicate the failures of social networking sites to offer to their users full protection of their identities. 2. Social Networking and Employee Identities Social networking sites are extensively used in the workplace. In the past, employees acc essed these sites just for entertainment reasons (Timm 2010). Today, social networking sites are officially used in the workplace for a variety of purposes: a) for improving the communication between employees in various organizational departments, b) for helping to the sharing of documents and other material between employees; the performance of e-mail in regard to such service can be low as problems in the central servers of the e-mail providers are common; c) for developing critical organizational activities; reference should be made, as examples, to the marketing and recruitment processes (Timm 2010). On the other hand, the benefits of social networking for organizations cannot be doubted. Indeed, social media can help businesses to improve their market image, to increase their customer base and to improve their communication with their customers (Society for Human Resource Management 2012). In addition, through social media employees are able to share their ideas and their conc erns in regard to the tasks assigned to them (Society for Human Resource Management 2012). However, in firms where employees use social media, the exposure of IT systems to various threats is quite high (Society for Human Resource Management 2012). The disadvantages of the use of social media, as related to the workplace could be described as follows: a) increased risk for ‘virus attacks and online scams’ (Society for Human Resource Management 2012), b) potential damages on organization’s reputation, a problem that usually results from the negative comments of employees in social networking sites (Society for Human Resource Management 2012) and c) decrease of employee performance; such problem exists in case that employees spend a lot of time ‘in updating their online profile’ (Society for Human Resource Management 2012). According to a survey published in 2011, currently a high percentage of employers, about 48.3% allow to their employees the use of social networking sites in work, even for non-business use (Fisher 2011, Figure 1, Appendices). It should be noted that a percentage of 25% of employers, a rather high percentage, prohibits any access to social media in work if the use is not made for covering business needs. On the other hand, a high percentage of employers, about 70.7% prefer to adjust the IT systems in the workplace so that the access to social networking

Finance and Management Personal Statement Example | Topics and Well Written Essays - 1000 words

Finance and Management - Personal Statement Example Throughout my life I have always been a very hard worker. I am a professional athlete currently working as a UFC fighter. My career requires a lot dedication and self discipline. These attributes can help me in my studies because being a student also requires a lot of sacrifice and self control. Universities such as the City University London are offering its students a learning experience bringing into the classroom the latest technologies to enhance the learning atmosphere. As an aspiring business student I realize that in order to succeed at graduate school I will have to dedicate myself more than ever. I already have an educational background in business. I studied my undergraduate degree at Ezerbaijan State Economic University graduating with a major in finance and credit. My prior exposure to business school will facilitate my transition better than other candidates that studied other fields. During the last of couple of years I have gained valuable experience in the business w orld working as a business development manager for a courier company. Working for this company was one of the factors that inspired me to study graduate school. In this job I learned a lot, but I realized that my skill sets and capabilities in business were not sufficient for me to continue a path towards ascension in the business world. I like being a manager a lot. ... The starting salary of a person with a master’s degree is about 20% higher than people with a bachelor’s degree. It is estimated that a person with a masters degree will earn over ?1.63 million over a lifetime. Continuing my education in business is very important for me. I like the fact that a masters’ degree opens up opportunities and increases your income capacity, but the real reason I want to attend City University London is to expand my business knowledge. I want to apply that knowledge at work in order to improve my performance. I also have aspirations beyond working for the private sector. One of my goals in life is to open up my own business. The business world has changed a lot since the start of the 21st century. Globalization has become more influential and technologies such as broadband internet have expanded the reach of ecommerce. Foreign markets such as the US marketplace have a growing customer base of online customers with ecommerce sales reachi ng ?93 billion in 2010. Due to the changing dynamics of business I have to be able to keep up with changes. The only way that I will be prepared for running my own business in today’s marketplace is by first completing a master’s degree in finance and management. One of my hobbies is reading books. When a person reads a lot they gain endurance at reading. This skill will help me lot in this new stage of my life. Graduate students often have to read hundreds of pages in textbooks, cases, and journals on a weekly basis. For me reading and learning about business is going to be a very gratifying experience. Some of the topics in business that I need to improve to become better at my career are international finance, foreign exchange markets, diplomacy, and negotiations. For me

A Strategy for Success of Proctor & Gamble Assignment

A Strategy for Success of Proctor & Gamble - Assignment Example They are also informed of the parameters of the problem to be solved in order to solve it appropriately. Engaging the teams in the prior activities is vital for the entire process, as it ensures that teams are handling a problem they fully understand (Hayes 36). On the contrary, the more time the team spends on the Clay Street, the more the cost to the company. Â  The key objective of the teams that visit Clay Street is to find solutions to problems facing companies. Generation of innovative products is vital for every company that seeks market advantage. P & G have realized this potential, and send teams to Clay Street develop ideas that will ensure they remain top on the market. The time the team takes at Clay Street determines the relevance of processes the team is involved. Enough time is required to ensure that the desired results for all processes are met (Hayes 24). Â  It is clear that selecting a competitive team and sending it to a separate location to ponder over a certain problem must produce positive results. It is advisable for all companies to be sending out teams to meditate upon their products in the market and the way they can improve. Facilitators would be equally important because they help the teams familiarize with the parameters of the problem (Hayes 32). The type of training with periodical training on the market trends is preferable.

Unwritten Constitution Essay Example | Topics and Well Written Essays - 750 words

Unwritten Constitution - Essay Example Paine’s definition of constitution is based upon 4 premises: 1. the constitution precedes and establishes the system of government; 2. the people are the superior authority; 3. the constitution binds the Legislature and the Judiciary; 4. it is entrenched, designed to limit the powers of the Executive, and can only be changed by special procedures. Wheare, (1966), defines a constitution as: â€Å"[T]he whole system of government of a country, the collection of rules which establish and regulate or govern the government.† The Select Committee on the Constitution appointed in 2001 uses the following working definition: â€Å"[T]he set of laws, rules and practices that create the basic institutions of the state, and its component and related parts, and stipulate the powers of those institutions and the relationship between the different institutions and between those institutions and the individual.† In most constitutions a concentration of powers is avoided by keeping the legislature, executive and judicial powers separate. This ensures that certain rights of the citizen are beyond the reach of the organs of government and are entrenched by requiring a special legislative procedure if they are to be amended. However, commentators in the UK prefer a wider definition. ... Further as Bradley & Ewing point out: "In practice, a written constitution does not contain all the detailed rules upon which a government depends."6 The jurist and legal historian, Lord Hailsham believes that a written constitution is not necessary pointing out that: "The essential ingredientsare a strong executive based on an omnicompetent and elective legislatureregular electionspowerful and independent oppositionand limitedby convention and precedentand regulated more by checks and balances deriving from political constraints and necessities than by a written legal code policed by a Supreme Court."7 It is misleading to refer to the British Constitution as 'unwritten': "from the Magna Carta to the Local Government Acts most of our constitutional law is contained somewhere in the growing volumes of written Acts of Parliament."8 Hailsham sees no particular reason for a codified constitution since he argues that: "Throughout our history, our Constitution has proved flexible, sensitive and almost infinitely capable of evolutionary adaptation. "9 The flexibility of an 'unwritten' constitution allows the people to vote out the Executive when necessary and for majority rule. Countries with written constitutions have the equivalent of a Constitutional Court which has a remit to amend the constitution.10 "It is an axiom of our constitutional law that no parliament may bind its successor.A traditional constitution, changing and evolving with the needs of a nation, may well prove more flexible and practical than the legal strait-jacket imposed by a 'written Constitution'."11 As examples Hailsham looks at the first two articles of

Truth and Lies Essay Example | Topics and Well Written Essays - 1000 words

Truth and Lies - Essay Example It is essential to have the common awareness that men and women lie due to various situations in their lives, and only such an understanding can help one deal with the issue. If I find a client lying in a session, my first response will be one of accepting the reality of truth/lies. Then, I will ensure that I make attempts in which the client himself/herself realizes the fact about the lie and about me understanding it. Once the client is sure about the lie he/she has told, I will ask about the situations for him/her to lie so. I will make him/her be convinced of the fact that everyone lies at some moment of life. My attempts will also help him/her understand the need for humans to be truthful in life. I will also clarify the different views about truth and lies by which the client is able to make his/her choice. At the end of all these, the client will become aware of the problem of lying and the beauty of being truthful in life. I will make use of this situation to amplify the clie nt's awareness with general facts regarding the nature of lies. Coping is one of the most significant factors affecting the results of the activities undertaken in order to reduce the impact of an issue. "Coping consists of efforts, both action oriented and intra psychic, to manage (i.e. master, tolerate, reduce, minimize) environmental and internal demands and conflicts.' (Lazarus & Launier, 1978, p. 311). As Steven Gullo has pointed out, there are various styles of coping with a situation and people's selection of a particular Coping Style depends on several factors. It is important to realize that not any particular style of the six basic coping styles identified by Steven Gullo gives the complete picture of a best style. One style may seem good for a particular individual or situation while the same may be completely useless for another. An individual may make use of more than one style depending on the demands of the situation and the problem. However, one particular style may become predominant in every person along with other alternative styles. Therefore, I strongly feel that among the six basic coping styles in young people, i.e. accepting, defying, facilitating, submitting, altruistic, and optimistic, the coping style I possess is that of accepting. That is to say, I always feel there is a strong need in everyone to be heard and listened to. The energy in every person is limited and these energies need to be utilized in the right direction in order to cope with a difficult situation. It is also essential to get the maximum amount of specifications from the clients and draw the right conclusions. If one fails in obtaining the exact information regarding the issue, one can never achieve a solution to the problem and, therefore, I always make it a point that the maximum amount of the factual information is obtained from the clients. To supplement to this style, I always feel that there is a solution to every difficult situation and I am very much confident about finding these solutions, provided I approach the situa tion realistically and objectively. Therefore, the coping style I prefer is one of accepting and many often this style is assisted by my optimistic views regarding the issues. 10 RULES FOR DADS The article "10 Rules for Dads to Give Children" by Dr. Walter C. Farrell can be best comprehended as one which points out the essential guidelines that a father in the modern world

BUS Unit 4 Individual project Research Paper Example | Topics and Well Written Essays - 750 words

BUS Unit 4 Individual project - Research Paper Example In addition to these factors, aspect that makes the Ohlin’s theory superior over the classical presentation is the fact that it measures the comparative advantage in terms of money (Davis, 1995). This is in contrast to the classical’s proposition that asserts the role of labor and received immense criticism for non-clarity. Ohlin’s explanation for the price differences in international trade accounts the supply factors in detail as compared to Ricardian’s only labor efficiency endowment. Hence for the economics and economist’s prosperity, Ohlin contributed with identification of factors that lead to the international trade than Ricardian’s typical classical approach of welfare proponent (Van Marrewijk, 2012). Another point that makes the Ohlin’s work mention worth is the explanation of the income distribution among partners. Ohlin asserts the role of factors of production in distribution of income among trading partners. The internatio nal trading cost is higher than the cost of domestic trading, because it includes tariffs, time costs, legalities and restrictions. All these costs in addition to factors of production eventually affect the evenness in the income of partners in international trade. ... d required that the factors of production that are considered in the international trade are needed to be much more specifically and narrowly defined when testing the endowment factor theory. For example there are different kinds of land (arable, urban, and unusable for any production). Different forms of capital are there as well. Therefore, more categorized form of factors of production being land, labor, capital and entrepreneur is important to understand the essence of role and impact of international trade. International trade continued to be the factor of debate. Staffan Linder, economist later, supported the concept of Leontief and added another dimension to it. In the view of Staffan Linder international trade has different explanation for manufacturer and agriculture. Staffan viewed the factor endowment theory working for primary (agriculture) goods but the debated on the explanation to be effective for manufacturing goods. In his view the international trade of manufacturin g goods does not depends on excess amount of labor and capital in the country, but actually it is driven by the demand at the domestic level and factor endowment at national level has little contribution. If the other countries do not demand for the excess production that is been undertaken in the supplier’s country then the production will be useless. ANSWER TO THE QUESTION FROM AUDIENCE SPECIFIC TARIFF It is an amount of money that does not vary with the price of good. The market conditions or inflation do not impact on specific tariffs. Specific tariff only changes periodically (Krugman, 2008). ADVANTAGES DISADVANTAGES The rising prices of goods in the international market do not impact the cost. Consumer prices are only increased by the level of other factors. This controls the

Strategy Assesments Essay Example for Free

Strategy Assesments Essay A company strategy is management`s action plan for running the business and conducting operations. (Thompson et al, 2007, p.3). Strategy is a plan-sort of consciously intended course of action, guidelines (or set of guidelines) to deal with the situation. Mintzberg, (1996). According Sanjiv and Stuart, strategy represents managerial commitment to pursue a particular set of actions in growing the business, attracting and pleasing customers, competing successfully, conducting operations and improving the company`s performance. The concept of strategy has been debating issue on our B301 TGF activity 1. 2 to assess the strategic views of two leaders namely Sanjiv Ahuja and Stuart Grief. Both views involve the specification of long-term goals that add value to the organization and propel it to be able to cope with the changing environment. As a practice, it consists of adopting courses of action and allocating resources in ways necessary for carrying out the overall objectives. (Niekerk, C. 2014) post on TGF recommends that strategy is a common theme that runs through both (Stuart and Sanjiv) is that strategy is important for all employees to have a sense of purpose and direction, thereby buying into the companys goals and contributing to the overall success of the organization Sanjiv and Stuart both acknowledge this potent of strategy in the running of business. However they do differ on the implementation, competitive advantages, sustainability and gaining market position. Van Niekerk, C. (2014) posting touched on both views subscribing to some of Mintzeberg’s 5ps models of strategy. Their differences demonstrate the complexity of strategy, how managements intends to grow the business, how it will build a loyal clientele, outcompete rivals and putting together pieces of crossword puzzle of different business units. In agreement with Jordan, W and Uys, R touching on the strategy flexibility, Stuart and Sanjiv if were to change industries so is there strategy is prone to change to suit the new environment. On the same note Grieshaber, D. (2014) has noted similar argument made by O’Sullivan and Wright (2009) to describe strategy as complex and flexible with no one size fits all definition. Both Sanjiv and Stu art acknowledge that businesses or organizations are compelled to make dramatic changes and improvements not only to compete and prosper but also merely to survive. Thompson et al point out that ‘every company must be willing and ready to modify its strategy in response to changing market conditions, advancing technology, the fresh moves of competitors, shifting buyers needs and preferences and emerging market opportunities. Thus to say a company strategy is always a work in progress. They both emphasize the importance of communication in the implementation of strategy. Sanjiv puts planning at the centre of strategic implementation. Sanjiv’s prescriptive approach regards strategy as a systematized and deterministic process where analysis of business performance leads to the formation of a strategic plan. He argues leaders should be in charge in refining the final objective and plan can be put into action through successive layers of the organization. Sanjiv claims that leaders should set the goals, set the strategy to be very simple and understandable to every member of the organization. In this context Sanjiv elevate leaders into supreme level in the formulation and execution of strategy .He presents strategy as a plan that guides organization. Sanjiv’s stand point on is communicating strategy clearly and succinctly – especially in large organization. Strategy must be brief and clearly stated and reduced on one piece of paper. Sanjiv further illustrate that keeping the goals, the objectives in understanding the strategy has to be an inclusive role to play for everyone in an organization. Changing circumstances and ongoing management efforts to improve the strategy cause a company`s strategy to evolve over time, a condition that makes the task of crafting a strategy a work in progress and not onetime event. Stuart Grief also views strategy as an ongoing process to continuously strive to refine and adjustment on yearly basis in order to keep up with the changing dynamics. Stuart seems owes a lot to the concept of â€Å"Kaizen† principles that states, involves every employee from upper management to the cleaning crew. Everyone is encouraged to come up with small improvement suggestions on a regular basis. Stuart elevates that strategy as dialogue, the open discussion and debates about specific topic makes more people buying into strategy. Strategy should inclusive of everyone in an org anization so as to better understanding and execution. In a B301 course, (2014, p.22) states that a strategy must be stretched to include employees and organizational arrangements, becomes very virtually everything a company does or consist. Stuart describes strategy as something not durable, don’t last forever Stand must be flexible; strategy cannot be rigid and unchanging in their very nature. The process involves constant learning that leads to the development of another strategy. It goes without saying that practice makes perfect, therefore it applies to a continuous refinements of strategy over a period of time. Every leader has plans that allow for flexibility in formations to adapt to reality. And this sums up that it is not leader or strategists who cause changes in the planning and execution but a reality. Conclusion Both Sanjiv Ahuja and Stuart Grief conception of strategy relates to Mintzberg five Ps plan of strategy. Mintzberg strategy views demonstrate that business or organizations are consciously planning course action and using guidelines to deal with present and future situation. PART TWO. CRITICAL ASSESMENT OF 5P`S OF STRATEGIES OF MINTZBERG TO MAHINDRA MAHINDRA CASE STUDY STRATEGIC PLAN Strategy is a plan – sort of consciously intended course of action, a guidelines (or set of guidelines) to deal with a situation. (Mintzberg, H. (1996). By this definition strategies have two essential characteristics: they are made in advance of the actions, to which they apply, and they are developed consciously and purposefully. Mahindra has been at the fore front looking into the future and therefore provides an opportunity to influence the future, or assume a proactive posture. Mahindra strategic plan was to acquire existing firms that have already existing infrastructure and technology in place but need only direction. For example, the purchasing of struggling and western firms allows Mahindra to gain competitive strategies and gaining market share in specific market segment. Western firm can provide better technology as in most cases they incorporate into research and developments departments. The RD strategy would put Mahindra at the same level of technology advancement with western firms. Effective staffing and leadership provides sense of direction and business continuity and this is seen how Mahindra headhunted Paw an Goenka, veteran of Detroit. Detroit used to be the centre and manufacturing hub for automotives in American history before global financial meltdown. The plan is to plug in every expert, ideas and technology into the system and provides standards of accountability for people, programs, and allocated resources. Diversification is seen as better strategic planning for Mahindra as this help them to control profitable niche markets such logistics and moving away from mass market for conventional cars whereby global giant’s car-making ( Chinese Great wall) are posing threats. Porter, (1985, p.376) comments that diversification strategy can seek to extend any types of tangible interrelations offering the greatest impact on competitive advantage. Strategic planning is the key to helping organization collectively and cooperatively to gain control of the future and the destiny of the organization. Mahindra strategic plan for new pipeline designs for local market and rural distribut ion network that will deter rival as competitive advantage. Porter, (1985, p.3) depicts firm grows fundamentally out of value is able to create for its buyers that exceeds the firm`s cost of creating the plan. STRATEGIC PLOY A specific â€Å"maneuver† intended to outwit an opponent or competitor. Here the strategy is the threat, not the expansion itself, and as such is a ply. In all finance-related activity, diversification means to become involved in a range of different activities or assets, with the goal of reducing exposure to any one particular risk. It is summed up by the saying of not putting all your eggs into one basket. In investing, diversification means avoiding the risk that a particular investment going badly will have serious overall consequences. In business, it covers the risk of being too reliant on one particular element of the market. In this case Mahindra Mahindra for example bought ‘Satyam’ an It-service firm that seemed to lower its market stake but in the end boosted the combined value. Sponsoring of American Bull-riding tournaments seems to be another ploy of eliminating potential rivals. On the one hand the sponsorship creates brand awareness, constantly reminding people to buy Mahindra Tractors. Of course, if they ceased sponsoring such activities people would not immediately bull-riding but their sales would decline with time. Humans attention needs to be reminded, in large part due to being constantly exposed to so much information, so if Mahindra stopped being so present, someone would take their place and with time customers would not think of buying Mahindra tractor. Again Mahindra bought Ssangyong, an ailing South Korean firm in order to boost its presence in pickups trucks but face formidable competitors. Buying out an existing company can be a path to independent wealth, create new growth opportunities for Mahindra that seem to constantly looking for margin expansion. But company buyouts are complex and require considerable investment and attention to detail every step of the way. So to sum up, huge global brands remain highly active in strategic ploy in order to maintain their position atop of the competition. Of course Mintzberg refers this, as strategy of conflict to outwit rivals in a competitive or bargaining situation. Suu Tzu, (2010, p. 10-11) narrates similar strategy by analogy of minuteman, when faced the redcoats on the open battlefield of concord in the traditional frontal confrontation of the time, the minuteman lost. Then, the minuteman made a fundamental shift in their battle tactics and fired on redcoats from behind stones fences as they returned to Boston. This shift in tactics initiated a strategic turn in combat, as the new strategy of skirmishing contributed to the success of the American Revolution. STRATEGIC PATTERN But if strategies can be intended (whether as general plans or specific ploys), surely they can also be realized. In other words, Mintzberg defining strategy as a plan is not sufficient; we also need a definition that encompasses the resulting behavior. Thus a third definition is proposed: strategy is a pattern—specifically, a pattern in a stream of actions. By this definition, strategy is consistency in behavior, whether or not intended. Strategies, in other words, form as well as are formulated and so even good ones need not necessarily be conscious and purposeful. For example Mahindra has demonstrated the consistency of avoiding the risk of graft and cronyism as the order of business in India. Some Luck and good judgments on profitable ventures has steered them away from making bad investment such as ‘Ford’ then opted to invest in its own SUV projects which became successful. Relationship between strategy and behavior is an intricate part of strategic pattern at Mahindra, the enthusiasm to be independent without depending on too mu ch debt, the idea is to be creative in managing cost leadership and use of capital efficiently. Cost advantage gives Mahindra to conserve disposable return by consuming only about one-fifth of the group`s underlying cash-flow. This is evident on their high returns and little debt since most Indian conglomerates are often financial quagmires. STRATEGIC POSITION Strategy is a position specifically a means of locating an organization in an environment. By this definition strategy becomes the mediating force, or match, between organization and environment, that is, between the internal and the external context. But strategy as a position can extend beyond competition too, economic and otherwise. In this case study of Mahindra looks set to dominate India`s market for SUV market. Indian SUV market contributes 55% of operating profit and cash-flow. Indeed this is â€Å"niche† market that needs to avoid competition. Like in military and game theories of strategy or better known as head-on competition where position becomes the sight of the battle, it is a matter of sustainability and survival of the fittest and avoids competition at cost. Mahindra affirms its strategic position as the world largest tractor firm by volume (India and Abroad). Mahindra moved in with speed and accuracy at hand of they have managed to be the 5th biggest Indian family group by sales ($16 Billion) and 17th largest Indian firm by market capitalization ($15 Billion). Sun Tzu point out that throughout history, winning generals in battlefield developed disciplines and systems for moving faster than their opponents to occupy the strategic positions. Napoleon`s is one of the famous warrior in this category. STRATEGIC PESPECTIVE Strategy is a perspective its content consisting not just of a chosen position, but of an ingrained way of perceiving the world. Strategy in this respect is to the organization what personality is to the individual. What is of key importance is that strategy is a perspective shared by members of an organization, through their intentions and / or by their actions. In effect, strategy in this context, it is like entering the realm of the collective mind individuals united by common thinking and / or behavior. Mahindra developed the engineering culture that’s suit the Indian market and it’s noted in the case study that rarely will you find Indian manufacturing success – and Mahindra created its home technology can be regarded as shared perspective. CRITICAL ANALYSIS OF MINTZBERG`S FIVE Ps FOR STRATEGY Mintzberg five 5Ps of strategy; plan, ploy, position and perspective are just representative of strategy and does not detail what process to follow. Strategy should consider tactics, and successful tactical implementation requires an appreciation of strategy. The word strategy is widely used in the world of business and uses different meanings for a different purpose. With reference to Mahindra Mahindra case study it does not make sense to applies the theory on each 5P`s of Mintzberg strategy explicitly. It might be understood that all five P`s can make sense together with some underlying internal and external environmental factors that specifically applies the automotive industry. Mintzberg`s paper is data-free and therefore regarded as conceptual, and might not well been defined with supporting empirical base. Mintzberg data follows the analogy of one size fits all and cannot be accepted in empirical study analysis. Strategy as plan needs a well-formulated objectives and purpose, referred to as strategic ambition of the firm. Strategy as ploy needs means of outperforming competition. Strategy as pattern needs to identify what strategic actions have been successful in the past that can be useful and lead to succeed in the future. Strategy as position means to be aware of what the unique sale proposition is and how it compares to competitors in term of positioning and market share. Strategy as perspective needs the development of an organizational culture that can open opportunities to rethink their processes, strategies, and innovative management practices. For instance, Mahindra Mahindra is not at sleep (Case study), is positioning the new SUV models in pipeline and rural distribution network as strategic ploy in its category within the automotive industry. Mahindra Mahindra has used economies of scale, which has allowed them to reduce operating costs (1.9% of its market value) of research and development. CONCLUSION This model has gained adepts including managers prefer Mintzberg’s model to a Porter’s framework for formulation of strategy for its holistic approach as Karl Moore states in his post about whose view of strategy is most relevant today, comparing Porter and Mintzberg. This strategy model allows manager to comprehend a strategy from a wide perspective that involves internal and external analysis and exploit organizations’ core and competencies with the dynamic business environment to achieve superior performance REFERENCES B301 Module course, (2009) â€Å"Making Sense of Strategy: Reading 1 2†. Open University. O’ Sullivan, T and Wright, A. (2009) â€Å"B301 Module Course: Introducing Strategy†. Open University. Thompson Jr, A.A, Strickland, A.J and Gamble, J.E. (2007) â€Å"Crafting and Executing Strategy: The Quest for Competitive Advantage†. 15th Edn. USA. McGraw- Hill Irwin. Michaelson, G.A and Michaelson, S. (2010) â€Å" Tsu Tzu: The Art of War for Managers†. (2nd Edn). Massachusetts. Adams Media. Porter, M. (1985) â€Å"Competitive Advantage: Creating and sustaining superior performance†. New York. Free Press.

Introduction Of Merger And Acquisition Management Essay

Introduction Of Merger And Acquisition Management Essay Acquisition- In this purchases of one company by another in which no new company is formed. The acquisition process is very complex and various studies shows that only 50% acquisition is successful. Governing low- The company act 1956 thus not define the term merger or amalgamation. It deals with schemes of merger or which acquisition are gives in s. 390.394 A,395 , 396 and 396 A. Classification of merger :- Horizontal Merger Vertical merger Market extension merger Product extension merger Conglomeration Congeneric merger Purchase merger Consolidation merger Accretive merger Dilutive merger HP AND COMPAC MERGER Introduction of HP :- It all began in the year 1928 when two electrical engeerning gradutate from standard university called willam Hewlett and David Packard strated their business in a garage in palo alto. In a year time the Hewlett Packard was made and by the year 1947, HP was incorporated. Hp enterprise business formly called TSG is the largest business segment of HP, according for 36% of HPs 2007 revenue , providind service, storage, software and information technology services that enables. The product and services from this organization serve HPbusiness of all sizes in more than 170 countries. Organizational Structure :- HPs operations are organized into seven business segment Enterprise storage and servers (ESS) HP procurve HP services HP software and solutions Personal systems group (PSG) Imaging and printing Group(PSG) HP financial services (HPFS) Corporate Investments. The three business segment ESS , HPS and HP software solution are structured beneath the broader Enterprise Business (EB) group in order to capitalize selling cross selling opportunities and give a solution sale approach across the HP enterprises offering. INTRODUCTION OF COMPAQ Copaq computer corporation is the worlds largest supplier of personal computers and as a result of its acquisition of Digital Equipment Corporation in 1998, is the second largest computer firm in the world . The company was formed by two senior managers at Taxes Instrument. The company had come from Compatibility Quality. Position Of HP before Merger. Stocks gradually rase a peak of $74.48 after Fiorina was hired from their value of $ 54.43 the day before she had joined HP, meeting growth targets proved difficult as both the company and industry stabled As a result HP was forced to cut the jobs to ask employees to take unpaid leave. By September 2001, stock value had fallen to less than half of its level when fiorina was hired . so she decided to merge with Compaq. At that time Compaq in a stock transaction is net worth was 2 millio. And positon of Compaq is too good revenue increase. They do merge only for expansion the company. Main reason of Merger To compete with IBM and other companies The combined service business will have 65000 service professionals is 100000 plus for IBM Reduce cost Bolster stock Main aim of merger The main aim of the merger was to enhance the market competition. The newly formed company would be bigger than HP The combined effort would result in a big computer and software services business. The new company would definitely help the management to increase the number of customer in IT sector. HP wanted to enhance their market of computer hardware product. Problem of Merger The merger totally opposed by both the companies. The investment and the other stakeholders though at the company would never be able to have the loyalty of the Compaq customers, if products are sold with HP logo on it. Synchorization of organizations member with each other. Change in the organization which are not accepted by the employees. These are the main problem which come first after merger. The CEO of HP , Fiorina justified that merger by following point: Merger would remove serious competitor in the over supplied PC market of those days The market share of the company is bound to increase with merge. The working unit would double These points helps to unfreezing the employee. Advantages of merger Large the market share in the market and units of production also double. Compete IBM Both the companies would decrease as the internal costs on promotion, marketing and shipping would come down with the merger. New techniques or technology develop Company requires being consistent with creativity, improvement and modification. Advantages to the shareholder are as follow Unique opportunity Stronger company Compelling company Ability to execute Transaction summery Structure stock for stock merger Exchange ratio 0.6325 of HP share per Compaq share Current value approx $25 billion Ownership HP share holder 64% Compaq shareholder 36% Accounting Purchase Expected closing First half of 2002 Burke Litwin Model. BURKE LITWIN MODLE This is second order change. Its a big change for the companies. And all the features of second order change are used in this merger Transformation :- this merger is done on discounting bases. Both the company combine and form a new vision, new name , polices, culture procedure all changes. Redical overhaul :- Everything is change in one time so it si redical overhaul. Revalutionery :- Fiorna CEO of HP come with massive change she is one who ask about merger so, she come with massive cahnge So all features are cover under this merger so, according to me its second order change. In this Merger Transformational Leader is Carly Fiorno CEO of HP company Fiorno announced HPS plan to aquire the Compaq in stock transaction valued at $ 25 billion idea for the merger with Compaq a Houston bas maker founded in 1982 had grow out of a phone conversion between Fiorina and Compaq chairman CEO Michal Capellas IN JUNE 2001. By the first week of September, the merger had been approved boards at both companies. KURT- LEWIN MODEL This model include three points: Unfreezing Movement Refreezing Unfreezing:- for doing unfreezing both the companies firstly establish a sense of unrgency in the organization. Than analyze the organizational change need. So doing unfreezing CEO of HP explain that the need of change that what the company condition and its important for the company to make a change and also introduce what the aim behind the merger as I discusse above.. we can say what the desired state companies want the people of HP and Compaq see the gap what exists and what will exist. Than the people move to reduce the gap and achieved the desiered change. So that in this way both the companies do unfreezing. Movement :- The second step is movement. HP and Compaq really helped their employees and other member for accepting the change and new culture which formed by those two companies. They ask all the advantage of merger to their employees. So that it is easy for employees to move from their position. Employees see the advantages and accept the change and move further. Refreezing :- the third step but not the least is refreezing. So to give again same level of comfort to employees Fiorno arranged the meeting with investor or employee. Give more information regarding the merger. And also given more information to employees that now company will help in future. In meeting she said this company has never been about looking in the real view mirror . But Fiorina strat are as fallow : Tried to change the culture in HP Autocratic management A centralized Approach So, new CEO was Mark Huld come and he take following step. Educating the HP employees and manager to make them for talented. Exploting the possibilities of the merger Took inintaitives to cut down cost and layoff employees. CONCLUSION According this merger is right and good for economy. Basically this merger is need of HP. Fiorina knows that without taking this merger HP faces so many problem. So a very good step and make it possible. In strating she faced problems but afterwards she solved all the problems. But some of their strategies are not good and she resigned in 2005 and new CEO come Mark Hurd taken good step for HP. So in the end conclude this merger faces many up and down. But in the end it successful. And this merger is good for the world. 2ND PART PROCTER GAMBLE P G is American multinational corporation headquatered in downtown , in cin cinnan, quio U.S which manufacturs a wide range of consumer goods . P G was founded by William procter and james ganble in 1837. It is 6th in fortune most advired companies 2010 list. Bob MC Donalds is current CEO and president for the same. Vision of proctor gamble- vision of P G unifies them in common cause and growth strategy of improving more consumers lives in small but meaningful ways each day. It inspires P G people to make posture contribution everyday. Consumer products offered by PG are in areas of pharmaceutical , cleaning supplies, personal care and pet supplies. GILLETTE COMPANTY Gillette is a brand of proctor gamble currently used for safety razors , among other peesaral hygiene products. Based in Boston. It was one od several brands originally owned by Gillette company, a various brands which was acquired by P G in 2005. Their slogan is the best a man can get. The original Gillette in 1995 as a safety razor manufactures. Old Gillette products now Gillette products Disposable blade razor (1902) Trac ii (2 blade razor) Super speed model TT design (1997) trac plus (lubricating razor) Adjustable razor (1958) atra plus Sensored (spring locaded blaids sensor encec sensor 3 MERGER DETAILS On october 1st 2005 , portor gamble finaly purchased the Gillette which resulted merger between the 2 . this merger grateddue would largest personal care and household products campany. intially Gillette company assets were incarnated into a P G linit known internally as global Gillette, in july 2007 Global gillete was discounted and incorporated into proctor gambles Other two main divisions, proctor gamble beauty and procure care. Gillette brand and products were divided between the two accordingly. Merger was financed by 60% of stock and 40% cash cash and P G accured gittelles for US $ 57 billion in stock. -after acquisition Gillette CEO James Kilts became vice -chairmar. 6000 employees were eliminated and given pinkslips which reduced overlapping management positions. PROFILE (POSITION BEFORE MERGER) gillette brand basically caters safety razors in the market. before due merger gillette products razors are not so technological savvy. And an comparatively enterprise with that of other companies. Due to companion company market declined to an intent. Which forced CEO of Gillette to merger with a high profile company like PG to gain good market share in market. PROCTOR GNABLE is a highly profiled company and ranked 79th in fortune global 500 list of world largest compnies . ti basically involved in consumer good services and previsouly also acquired source of the companies. Main reasons for merger- To compete with other companies in the developing countries. The combined companies introduced new innovative products and product line got increased. To gain high market growth. Complementary goods were introduced like PG given their hand in sharing products to complement safety razors etc. This merger is a friendly merger just to grow business. MAIN AIM OF MERGER- the always to enhance the market share of the company and to compete with the competitors. As 2 companies combine will be more satisfying than one alone. PROBLEM FACED WITH MERGER -basically less problem were faced during the merger taken place because the merger is friendly merger between two companies. But initially when the merger news where announced many employees were shocked as companies are good in profits. Some talented employees left their jobs as they not want to work in merged company and many worker were lay-offed . But still company is very cooperative with their employees and given them proper training for the merger. some employees were not adapted the new culture of organization for this proper counseling is imparted to them for easy adaption. KURT -LEWIN MODEL APPLICATION Kurt lewin proposed three stage in change management programmer. Unfreezing (preparing ourselves, other to change) Movement (transition stage) Refreezing (freezing the new change) In case of PG and Gillette merger following stage occurred as follows. It was basically the decision of CEO of Gillette that two companies were will established and project making companies so it come as a shock to all the people when the merger of two companies was announced. Unfreezing stage To carry out this merger successfully a term was made to carry smooth integration which contain employees from various financial areas experienced personnel. A thought due divergence was done before any step was taken for merger of these companies. This special term selected employees (talented) from different departments of Gillette which PG wanted to retain. During this some employees were commenced with the idea of merger some left due job. To filldue gap due company does internal recruitment also based on enterprises of employees. Some valuable employees were not ready to join due merger company so several special packages were given to them. HR managers also worked very well in boosting due morale of employees. I this stage Gillette ensured that each stage the employees were kept informed , they were timely giving due updates and told them due steps clearly the organization is taking for future growth of employees as well as company. Driving forces re-straining forces Faster sales growth and cost saving Several new packages Opportunities for more innovation Dedicated team Capacity addition Merger PG Gillette Leak of news by press and resulting stock fear Difference in organizational structure Job insecurity and layoffs The driving force are so powerful that they overcome restarting force in this merger. MOVEMENT STAGE- Most of the employees were counted as due employees trusted due management a lot. They are confident that management would keep the best interest of the employees in mind. -Training programme- one day session was provided to existing employees from Gillette who joined the merged company. CAREER PLANING-Gillette globally signed a contract with right management consultant to provide career transaction service. In India this project was handled by grow talent. COUNCELING- The leaders born at corporate and institutional head provided tremendous help to their teams, Internal mentors were appointed to guide implies to make right career choice and in dealing with anxiety, handling new friends and family. EMOTIONAL SUPPORT- By helping them to manage change of new job news of family and friends with new colleagues. INTERACTUAL SUPPORT- Preparing employees for improving their marketability salary negotiation and interviews etc . LANDING SUPPORT- By analyzing strengths and skills of employees to determine career decisions, interpersonal skills, time management skill, organizational skills this training is given to every employee of Gillette whether he stayed in the organization or laid off. Due to this career transition supported and enabled employees to face the job market at least 90% of the employees who were being laid off got an offer even before they had left the company. FREEZING:- the employees adapted this change as the company was very cooperative with them. Even people who lay off also got settled down. For this strategic transition Gillette got DMA Erewon innovation award in 2006 also. This deal created by the CEOS created a win- win situation for all stake holders and set a fine example in todays dynamic business environment preparing HR people for taking challenges. BRUKE LEWIN MODEL APPLICATION:- This merger between the two companies P G and Gillette is a second order change with this merger the structure of two companies changed drastically as it is a radical change.. TRANSFORMATION:- due this merger PG AND Gillette transformed as policy, culture and produced all change. REVOLUTIONARY: CEO of Gillette wanted this merger they took the just step of merger between the two for growth and developing country. SUCCESS OR FAILURE OF MERGER: this merger was a grand success because more than a merger its a friendly move by both companies. As it beneficiate both the company due market after the merger increased. In this merger basically innovation was focused rather than scale. It is unique case of acquisition where in innovative company expanded it product line by acquiring another innovative company. It was described as a perfect marriage by some analyst. CEO of PG AG lafley thinks it necessary to overtake close companies especially in developing countries so he acquired Gillette and expanded its product line by adding some shaving products. After this merger the market share of both companies increased tremendously. CONCLUSION:- Merger of PG and Gillette acted as a boom for Gillette as we can see from figure Gillette market share raised up by 71.1% the merger is a perfect marriage of companies which contributed growth, innovations in the product line of the same. Through initially the changes are structured distributed the companies employees but afterwards it benefitted the companies a lot. And market share increased highly after the merger took place. 3RD PART ORGANISATION PROFILE HINDALCO INDUSTRIES LIMITED Hindalco Industries Limited, a flagship company of the Aditya Birla Group, is structured into two strategic businesses aluminium and copper with annual revenue of US $14 billion and a market capitalization in excess of US $ 23 billion. Hindalco commenced its operations in 1962 with an aluminium facility at Renukoot in Uttar Pradesh. Birla Copper, Hindalcos copper division is situated in Dahej in the Bharuch district of Gujarat. Established in 1958, Hindalco commissioned its aluminium facility at Renukoot in eastern U.P. in 1962 and has today grown to become the countrys largest integrated aluminum producer and ranks among the top quartile of low cost producers in the world. The aluminium divisions product range includes alumina chemicals, primary aluminium ingots, billets, wire rods, rolled products, extrusions, foils and alloy wheels. It enjoys a domestic market share of 42 per cent in primary aluminium, 63 per cent in rolled products, 20 per cent in extrusions, 44 per cent in foils and 31 per cent in wheels. Hindalco has launched several brands in recent years, namely Aura for alloy wheels, Freshwrapp for kitchen foil and ever last for roofing sheets. The copper plant produces copper cathodes, continuous cast copper rods and precious metals like gold, silver and platinum group metal mix. sulphuric acid, phosphoric acid, di-ammonium phosphate, other phosphatic fertilisers and phospho-gypsum are also produced at this plant. Hindalco Industries Limited has a 51.0% shareholding in Aditya Birla Minerals which has mining and exploration activities focused in Australia. The company has two RD centres at Belgaum, Karnataka and Taloja, Maharashtra. They have been recognized by the Government of Indias Department of Scientific and Industrial Research (DSIR). [Exhibit 1] Year over year, Hindalco Industries Ltd. has been able to grow revenues from 121.2B to 193.2B. Most impressively, the company has been able to reduce the percentage of sales devoted to selling, general and administrative costs from 4.15% to 2.96%. This was a driver that led to a bottom line growth from 15.8B to 26.9B. NOVELIS Novelis is the world leader in aluminium rolling, producing an estimated 19 percent of the worlds flat-rolled aluminium products. Novelis is the world leader in the recycling of used aluminium beverage cans. The company recycles more than 35 billion used beverage cans annually. The company is No. 1 rolled products producer in Europe, South America and Asia, and the No. 2 producer in North America. With industry-leading assets and technology, the company produces the highest-quality aluminium sheet and foil products for customers in high -value markets including automotive, transportation, packaging, construction and printing. Our customers include major brands such as Agfa -Gevaert, Alcan, Anheuser-Busch, Ball, Coca-Cola, Crown Cork Seal, Daching Holdings, Ford, General Motors, Lotte Aluminium, Kodak, Pactiv, Rexam, Ryerson Tull, Tetra Pak, ThyssenKrupp and others. Novelis represents a unique combination of the new and the 5 old. Novelis is a new company, formed in January 2005, with a new velocity, a new philosophy and a new attitude. But Novelis is also a spin-off from Alcan and, as such, draws on a rich 90-year history in the aluminium rolled product marketplace . Novelis has a diversified product portfolio, which serves to the different set of industries vis-Ã  -vis it has a very strong geographical presences in four continents. POSITION OF NOVELIS BEFORE AQUISITION Novelis was always a problem child. It was born in early 2005 as a result of a forced spin-off from its parent, the $ 23.6-billion aluminium giant and Canada-based Alcan. In 2003, Alcan won a hostile offer to wed French aluminium company Pechiney. But the marriage produced an unwanted child Novelis. Both Alcan and Pechiney had bauxite mines, facilities to produce primary aluminium, and rolling mills to turn the raw metal into products such as stock for Pepsi and Coke cans and automotive parts. But the US and European anti-trust proceedings ruled that the rolled products business of either Alcan or Pechiney had to be divested from the merged entity. Alcan cast out its rolled products business to form Novelis. It is now the worlds leading producer of aluminium-rolled products with a 19 per cent global market share. But in the spin-off process, Novelis ended up inheriting a debt mountain of almost $2.9 billion on a capital base of less than $500 million. That was just the beginning of its troubles.The situation is worse now. Though it marginally reduced debt, it made some losses too. On a net worth of $322 million, Novelis has a debt of $2.33 billion (most of it high cost). Thats a debt-equity ratio of 7.23:1. Soon, the unwanted child stumbled into another crisis. Novelis has a simple business model. It buys primary aluminium, processes it into rolled products like stock for soft drink cans, automotive parts, etc., and sells it to customers such as Coke and Ford. But the management took a wrong call on aluminium prices. In a bid to win more business from soft drink manufacturers, it promised four customers not to increase product prices even if raw material aluminium prices went up beyond a point. A few months after Novelis signed those contracts, aluminium prices shot up 39 per cent (between 30 September 2005 and 2006). To these four customers, Novelis was forced to sell its products at prices that were lower than raw material costs. These four account for 20 per cent of Noveliss $9-billion revenues. But the managements wrong judgement led to losses of $350 million (in 2006). For long, Noveliss former CFO Geoffrey P. Batt, former controller Jo-Ann Longworth and the finance team didnt quantify these losses. After the complicated spin-off from Alcan this involved extensive operations in over 35 plants in 11 countries and four continents the finance team also struggled to file quarterly and annual results on time. Many of the numbers it managed to file on time were wrong and were later re-stated. The board stepped in. First, it replaced its CFO and controller (in December 2005). When that didnt help much, it replaced CEO Brian W. Sturgell in August 2006. (It is still looking for a full-time CEO.) There are many more reasons for the distress in Novelis. NEED OF THE CHANGE Post acquisitions, the company will get a strong global footprint. After full integration, the joint entity will become insulated from the fluctuation of LME Aluminium prices. The deal will give Hindalco a strong presence in recycling of aluminium business because as per aluminium characteristic, aluminium is infinitely recyclable and recycling it requires only 5% of the energy needed to produce primary aluminium. Novelis has a very strong technology for value added products and its latest technology Novelis Fusion is very unique one and it would have taken a minimum 8-10 years to Hindalco for building these facilities, if Hindalco takes organically route. As per company details, the replacement value of the Novelis is US $12 billion, so considering the time required and replacement value; the deal is worth for Hindalco. SUCCESS OF MERGER Hindalco has undertaken aggressive plans to increase its capacities through capacity expansion as well as by setting up greenfield plants. Hindalco increased its capacity at Hirakud plant by 35,000 tonnes to one lakh tonne. When Hindalco completes its entire project, smelting capacity has increase by about 10 lakh tonnes. Along with smelting capacities, the companies are expanding alumina capacities and setting up captive power plants. Domestic alumina capacity is set to increase by 9.5 million tonnes when all the outstanding projects are completed. In 2007 about 1.23 million tonnes of capacity has come on stream, catapulting aggregate capacity to 4.23 million tonnes. Large alumina capacities have not only feed captive aluminium smelters, but also leave surplus alumina to be exported to lucrative markets like China. Currently Hindalcos production is tied up with clients. Also Novelis has similar contracts with its suppliers. But after 3-4 years it would start the operation of new pla nts. Then it can source excess capacity to the Novelis plants located in south East Asian countries. The merger looks not bad if the current financial valuations are ignored. Also we need to keep in mind that Hindalco is a very aggressively growing company, for it to build infrastructure that can match Novelis is very difficult. PROBLEM FACED BY THE ORGANISATION WHILE MANAGING THE CHANGE Buy- in and commitment from stakeholder: It is not only the C-level management which has to buy-in to the globalization change but staff at all levels. In the aquisiton between Hindalco lmt. And Novelis the people were involved in the operation for off shoring that do not buy into the initiative and influence other team members, creating waves of resistance. It became critical to have a high degree of commitment from leaders and managers to effectively communicate the needs to the off shore. Employee resistance: Any change is bound to attract resistance especially in merger between Hindalco and Novelis because of the politicized negative publicity and hence had a direct impact on the employee productivity. Complacement workforce: The workforce of Hindalco lmt were comfortable and complacement about productivity and customer service cost and therefore resisted to change. KURT LEWIN MODEL Unfreezing: The Unfreezing stage is probably one of the more important stages to understand in the world of change we live in today. This stage is about getting ready to change. It involves getting to a point of understanding that change is necessary and getting ready to move away from our current comfort zone. In this case, both the companies were ready to merge with each other and hence a change was going to be held in both the organization. Novelis is the world leader in aluminium rolling, producing an estimated 19 percent of the worlds flat-rolled aluminium products. Novelis is the world leader in the recycling of used aluminium beverage cans. With industry-leading assets and technology, the company produces the highest-quality aluminium sheet and foil products for customers in high -value markets including automotive, transportation, packaging, construction and printing. But Novelis has always suffered a lot of losses. Hence it needed change its system otherwise it would have to pack up from the market. Hindalco lmt.businesses aluminium and copper with annual revenue of US $14 billion and a market capitalization in excess of US $ 23 billion. It was ready to aquire Novelis because it had a high quality aluminium sheets and even had high technology but the company was going into losses. Therefore, the company had an opportunity to acquire the company and was ready to change and therefore it was following the unfreezing step of kurt lewin model. Change/Transition: Kurt Lewin was aware that change is not an event, but rather a process. He called that process a transition. Transition is the inner movement or journey we make in reaction to a change. This second stage occurs as we make the changes that are needed. People are unfrozen and moving towards a new way of being. In this case as both the companies Hindalco and Novelis were merged together. While the process of Acquisition both the companies had faced a lot of problems. The employees of Novelis showed resistance towards change in the working condition as per the working model of Hindalco lmt. Refreezing In this process simply, when employees minds move from Novelis to Hindalco lmt. then in this case Novelis have done the refreeze procees with employees because this time 2 different people come in one organization for work together that is why Novelis will have to definitately give some compensations, growth plans to their existing employees for