Invisible Man :: Literary Analysis, Ralph Ellison

Ralph Ellison uses symbolism in the first chapter of Invisible Man to illustrate the culture in which he lived and was raised. In the chapter, entitled Battle Royal, Ellison intends to give his graduation speech to the colour elite of his community. However, before her can deliver said speech, he is forced to perform humiliating tasks. The use of symbols is evident throughout Battle Royal particularly with regard to the Hell imagery, power struggle, and the circus metaphor.The setting of the chapter is significantly symbolic. The story takes place in a luxurious b altogetherroom, which Ellison has masterfully transformed into Hell. This is the smoker. The men in the audience are smoking black cigars (1255). The room was fuzzy with cigar smoke even though the room is described as large and has a high ceiling (1255). The storyteller also gives these men animalistic qualities that basically revealing them to be savages. They are seen wolfing down food (1254). Later, they run laughin g and howling after the dancing woman (1257). Although far less of a ravenous image, the narrator even compares the perverted old man to an intoxicated panda. The narrator also describes them as having red faces (1259). In this characterization the men seemingly have all the characteristics of demons in Hell. The Hell image is advanced further when the fighters are blindfolded. The narrator explains, ..now I felt a sudden fit of blind terror. (1257). When the fight begins, he adds, the smoke had become thicker and with each new blow it seemed to sear and further restrict my lungs. My saliva became like hot bitter glue. (1258).The men demonstrate their agency over him and his classmates. A prime instance of this is the dancing woman. The ten fighters were positioned in the front of the ballroom. Then the woman was exhibited, all eyes were on her. She was completely naked, bar for her makeup and a tattoo of the American flag. Her face was heavily powdered and rouged her eyes hollow and smeared a cool blue. (1256). She represents America, and therefore freedom. The men in the audience even though they are just as fixated as the fighters, have more control. In their society, they are allowed to look at a white woman. The fighters however, are black, and therefore are supposed to suppress any thoughts regarding her so they do not get killed. This display also serves to rob them of some of their masculinity.

Hugh ONeill as the Tragic Hero of Making History :: essays research papers

In Making History Hugh ONeill was a well-liked character who also proved himself non only a frank man, but intelligent and sensible. He inspires a large amount of sympathy in the audience. O?Neill had been fighting, backed by the Irish population, for Spains support to rid themselves of the incline for many years. When the Spanish finally agreed to help and announced they will land at Kinsale, a large distance from them, O?Neill at once spots the difficulties, ?Kinsale is out of the question. If the insist on landing in the south?tell them to cancel the expedition.? Only Harry understood the complications, ?We?d have to frame in an army through the full length of the country to join forces with them.? He now faced a huge dilemma, this support has been long awaited and should he turn it down, not only would he resign himself and his people to a life with which they are unhappy, but he would also face an uproar. He had the difficulties of a politician with much to lose and, after a lifetime of sitting on the fence with many contrasting alliances, he make a decision, which whitethorn well end in disaster, but possibly with much worse consequences for him than his people. We see many of them turn and support the English after the Battle of Kinsale fails, when O?Neill asks who, O?Donnell replies, they?re crawling in on their hands and knees and offering hostages and money and whatnot.? This is something that O?Neill cannot really do (despite his letter to the Queen). However he did not die for his cause, like many of his people and you could say his wife. Instead he fled to Rome, which was something they couldn?t do and therefore deserted those left still fighting. He made the decision to start this battle and some would believe he did not suffer the most from it. O?Neill however did lose everything from his lifestyle and title to his gaiety and most of his friends, indeed also his wife. There is little he had left except his life, and by the end we can easi ly believe he would be happier without that, and from his drinking it may not be all that far off. Lombard?s history does indeed set O?Neill up as a tragic hero and as this history itself is central to the play, we are likely to see it that way too.

Why Did We Drop the Bombs on Hiroshima and Nagasaki? :: Atomic Bombings of Hiroshima and Nagasaki

Why did we drop the bomb on Hiroshima? There are lots of arguments for and against dropping the bombs on Hiroshima and Nagasaki. Since the day that that monumental event took place people earn debated whether the U.S.A. should have drooped the bombs on Hiroshima and Nagasaki. Opinions on whether it was right or wrong differ, an absolutist superpower say that you are killing so it is wrong. But and a relativist would say that in the long run you would be saving thousands of lives both civilian and military. Is that non what all military leaders strive for? But was it fair to pick a civilian target? Is war between soldiers of a nation or the nations them selves? How you answer these questions dictates what you opinion on this controversial subject is. Why did president Truman drop the bomb and was he right to drop it where he did?Why should the U.S.A. have dropped the bomb? With the end to the Nipponese role in the war it would effectively bring the war to an end. After pearl harbo ur the Americans had been humiliated. The government and the people precious to see someone pay for the tremendous loss of life in that fateful attack. The bombs where the perfect way to get their own back for that incident at Pearl Harbour and show the world that they were boss and should not be challenged or the consequences would be devastating. It spelled out Americas start of the new plethoric military power over every other nation. No one would ever challenge America after they had seen what they where destructive power they were capable of. It would withal bring an end to the U.S.As war with Japan. There is also the fact that the Americans had spent millions of dollars to build the bomb. If they did not use it the public would question whether they should pay value for something like this to be build and never use it. The public unless shown that it was needed would loose faith in their governments choice of spending. But even after The U.S.A. had modify such a terrible c urse On the people of Hiroshima, they droped a second bomb on another Civilians Area with Just as a great deal horror as the first. Inflicting the same death and destruction on thousands more. The second bomb showed that the USA was prepared to continue using such force if the Japanese did not surrender and admit defeat.

The Concept of the Sublime In Relation to America Essay examples -- Ph

The Concept of the Sublime In Relation to AmericaThe eighteenth and nineteenth centuries witnessed a revival of the concept of the Sublime. The Sublime, as a notion, first reached English theorists by way of Nicholas Boileau-Desprauxs translation of the Greek text attributed to Longinus titled On the Sublime, which discussed the Sublime within writing. The work categorized sublimity as raising men almost to the intellectual greatness of God (Longinus, 76). Once raised to extreme intellectual heights the authors were then able to raise others to the limits of their being. In short, the effect of the Sublime is transport (ekstasis) - it is a quality of a passage which shatters the hearers composure, (Abrams, 308) due to the heightened ability of the writer. Longinus concept of the Sublime reached further fruition when discussed in Edmund Burkes Philosophical Enquiry into the Origin of Our Ideas of the Sublime and Beautiful and Immanuel Kants Critique of Judgment, as well as in flora by Dennis, Addison, Hume and poets Wordsworth, Thomson, and Mallet who attempted to clarify and diversify the concept. America, a land bubbling over with sublime images, added real-world value to the discussion as such, the literature, philosophy and maneuver during Americas exploration of itself focused on the image of the sublime as a means of breaking from the past, of discerning power and of forging a new identity. The Sublime is an aesthetic concept that deals with the force of a perception. For Edmund Burke, who brought the Sublime from the level of judgment as David Hume had done.to the level of sensibility (Sertoli), the Sublime emerged from thoughtfulness of whatever is fitted in any sort to excite the i... ...ry_theory/entries/british_theory_and_criticism-_2.htmlRodgers, David. Sublime, the. 10/11/98. Grover Online Dictionary of Art. 10/02/04. http//www.joh.net/phd/appendices/texts/sublimegove.htmlSertoli, Guispeppe. Edmund Burke. The John Hopkins Guide t o Literary Theory and Criticism. 1997. John Hopkins University Press. 10/05/04.http//www.press.jhu.edu.ezproxy.library.dal.ca/books/hopkins_guide_to_literary_theory/entries/edmund_burke.html_______. Sublime. 2001. The Internet Encyclopedia of Philosophy. 10/02/04 http//www.iep.utm.edu/s/sublime.htmhttp//www.press.jhu.edu.ezproxy.library.dal.ca/books/hopkins_guide_to_literary_theory/entries/british_theory_and_criticism-_2.htmlSulerud, Maija. Thomas Cole The Oxbow (The Connecticut River near Northampton) 1836. 2003. St. Olaf College. 10/02/04. http//www.stolaf.edu/depts/cis/wp/sulerudm/

Macintosh Vs. IBM :: essays research papers

Macintosh vs. IBMThe IBM and Macintosh computers have been in competition with sever each(prenominal)y other foryears, and each of them have their rugged points. They both had their own ideasabout where they should go in the personal computer market. They also had manydevelopments, which propelled themselves over the other.It all started when Thomas John Watson became president of Computing TabulatingRecording in 1914, and in 1924 he renamed it to International Business MachinesCorporation. He in the end widened the company lines to include electroniccomputers, which was extremely new in those days. In 1975 IBM introduced theirfirst personal computer (PC) which was called the Model 5100. It carried aprice tag of about $9,000 which caused it to be out of the main(prenominal) stream ofpersonal computers, even though their first computer did not get off to as bigas a start they had hoped it did not stop them from continuing on. Later on IBMteamed up with Microsoft to create an oper ating system to run their newcomputers, because their software division was not able to butt against a deadline.They also teamed up with Intel to supply its chips for the first IBM personalcomputer. When the personal computer hit the market it was a major hit and IBMbecame a strong power in electronic computers. Phoenix Technologies wentthrough published documentation to figure out the internal operating system(BIOS) in the IBM. In turn, they intentional a BIOS of their own which could beused with IBM computers. It stood up in courts and now with a non IBM BIOS, theclone was created. Many manufacturers jumped in and started making their ownIBM Compatible computers, and IBM eventually lost a big share in the desktopcomputers.While IBM was besides getting started in the personal computer market, orchard apple tree wasalso just getting on its feet. It was founded by Steve Jobs and Steve Wozniakin 1976. They were both college drop outs, Steve Jobs out of Reed College inOregon and Ste ve Wozniak from the University of Colorado. They ended up inSilicon Valley, which is located in northern California near San Francisco.Wozniak was the person with the brains and Jobs was the one who put it alltogether. For about $700 someone could buy a computer that they put together,which was called the Apple I. They hired a multimillionaire, Armas CliffordMarkkula, a 33 year old as the chief executive in 1977. In the mean timeWozniak was working at Hewlett Packard until Markkula encouraged him to quit hisjob with them, and to focus his attention on Apple.

Macintosh Vs. IBM :: essays research papers

Macintosh vs. IBMThe IBM and Macintosh ready reckoners have been in competition with each other foryears, and each of them have their strong points. They both had their own ideas round where they should go in the personalized com dumbfounder market. They also had manydevelopments, which propelled themselves over the other.It all started when Thomas John Watson became president of Computing TabulatingRecording in 1914, and in 1924 he renamed it to International Business MachinesCorporation. He eventually widened the company lines to include electroniccomputers, which was extremely new in those days. In 1975 IBM introduced theirfirst personal computer (PC) which was called the Model 5100. It carried aprice tag of ab off $9,000 which caused it to be out of the main stream ofpersonal computers, even though their first computer did non get off to as bigas a start they had hoped it did not stop them from continuing on. Later on IBMteamed up with Microsoft to create an run system to ru n their newcomputers, because their software division was not able to meet a deadline.They also teamed up with Intel to supply its chips for the first IBM personalcomputer. When the personal computer hit the market it was a major hit and IBMbecame a strong power in electronic computers. Phoenix Technologies wentthrough published certificate to figure out the internal operating system(BIOS) in the IBM. In turn, they designed a BIOS of their own which could beused with IBM computers. It stood up in courts and directly with a non IBM BIOS, theclone was created. Many manufacturers jumped in and started making their ownIBM Compatible computers, and IBM eventually lost a big share in the desktopcomputers. era IBM was just getting started in the personal computer market, Apple wasalso just getting on its feet. It was founded by Steve Jobs and Steve Wozniakin 1976. They were both college drop outs, Steve Jobs out of Reed College inOregon and Steve Wozniak from the University of Colorado. They ended up inSilicon Valley, which is located in northern California near San Francisco.Wozniak was the person with the brains and Jobs was the one who put it alltogether. For about $700 someone could buy a computer that they put together,which was called the Apple I. They hired a multimillionaire, Armas CliffordMarkkula, a 33 year old as the chief executive in 1977. In the mean timeWozniak was working at Hewlett Packard until Markkula encouraged him to quit hisjob with them, and to focus his attention on Apple.

Negotiation and Culture: Case Study

Culture and Negotiations Why do japanese negotiators execute in the military manner they do? How does till progress affect negotiating deportment and extinctcomes? MASTER thesis Authors name Patrycja J. Krause Students itemise 258891 Academic advisor Soren O. Hilligsoe Faculty of English Aarhus School of Business May 2006 I would akin to thank my Mom, Barbara, for her sagaciousness, encouragement and eternal support, as well as my advisor, Soren O. Hilligsoe, for his academic help, advice and faith in me keeping my deadline Patrycja J.Krause Aarhus, May 2006 In loving memory of my Dad, Wladyslaw, for vie attractg me the world this adept is for you. 2 1. 2. 3. 4. 5. 5. 1 5. 2 5. 3 5. 4 5. 5 6. 7. 8. INTRODUCTION METHOD WHY JAPAN? DEFINITION OF CULTURE AND set HOFSTEDES VALUE DIMENSIONS POWER DISTANCE UNCERTAINTY AVOIDANCE COLLECTIVISM VERSUS INDIVIDUALISM FEMININITY VERSUS MASCULINITY LONG-TERM VERSUS SHORT-TERM ORIENTATION CRITICAL PERSPECTIVES ON HOFSTEDE EDWARD HALL CU LTURAL DIMENSIONS 4 6 7 9 11 12 13 13 14 15 15 16 19 20 21 23 25 26 28 30 40 43 47 59 61 64 65 . 1 CONFUCIANISM 8. 2 IE 8. 3 THE WA-CONCEPT 8. 4 ISOLATION 8. 5 UNIQUENESS 8. 6 WESTERN INFLUENCE 9. 9. 1 10. 11. 12. 13. JAPANESE NEGOTIATOR THE NANIWABUSHI STRATEGY BRETT & USUNIER faux pas STUDIES CONCLUSION SUMMARY REFERENCES APPENDIX 3 1. Introduction This write up insufficiencys to provide a acculturation- rig explanation, examination and analysis as to wherefore Nipponese negotiators be meet in the manner they do in dialog, as well as how floriculture affects negotiations and their outcome.The paper is, due to the stress on ethnical differences, solely dealing with supranational negotiations. This paper is focusing on the cultural aspect of the negotiation, which is only superstarness piece of a larger puzzle, precisely it is a crucial and decisive piece. It is straighta way widely accepted that culture indeed has an affect on negotiation and its outcome, which refl ects a given culture and the chthoniclying values and public opinions that ar central and profound in a culture.The culture can be delineated as organism twain way, a importee system and a communication style, and at that spot is a link amidst the dominant world consider indue in a given culture (japan), and the negotiating style that appears to be characteristic of that culture. This paper is not to depict a stereotypical image of a Nipponese negotiator, only when merely to show that culture indeed does baffle the behavior, negotiations and their outcome. It should in like manner be kept in mind that (a) the negotiation is a universal process, and (b) there ar a number of contextual featureors that too set about an impact on the cultures impact on the negotiation e. . the nature of the representer(a) party (member of an in-group or an out-group), and the individualist difference, although a member of a neighborlyistic culture tends to suppress his reputatio n and individuality in shape to maintain group union. This paper is to focus on a Nipponese negotiator, who is dominated by his cultural values, and his interaction (in a negotiation) with a member of an out-group ( contraryers and mickle that do not grow a long term transactionhip with the Japanese negotiator), and a member of the in-group (fellow Japanese with heartyised long-term births).Several studies and surveys (e. g. Brett and Usunier) have shown that culture does affect the negotiation process and the final agreement or outcome of the negotiations. Nevertheless, age there have been a number of studies that have explored the behavior of negotiators from different cultures, only very few have dealt with the underlying reasons why pack from a given culture behave the way they do.Additionally, al close theorists and scholars have relied on the value props index, depicting the differences between cultures, developed by Hofstede between 1968 and 1973. Hofstedes see k has undoubtedly helped people understand separate cultures, but there is also a need to understand the underlying reasons why people from a given culture behave the way they do the so-called mental frames that be shaping the behavior of Japanese negotiators. 4Otherwise, negotiators tend to reach their own interpretation of the behavior of the an new(prenominal)(a)(prenominal) party, which without the necessarily cultural acquaintance may lead to prejudices and ultimately lack of trust (Gudykunst & Kim, 2003 125-160). For instance, trust in individualistic societies is establish on the fact that a promise that will be implemented on a specific clock time or day, whereas trust in collectivist societies is based on emotions and relationships as well as on sacrifice.The different party may soly estimate the Japanese negotiator do not want to reach an agreement within a calendar week because they are ticklish and want to sabotage the negotiation or untrustworthy, rather than the Japanese are relationship oriented rather than projection oriented. They hence want to establish a relationship before they reach an agreement and need more time in place to reach an agreement because it is based on group consensus. The paper starts by giving a definition and an analysis of culture and values in general in ramble to delimit and limn the cultural frame take shape that is the fundament of this paper.The culture and values of Japan are then to be secernd and discourseed in order to show which cultural factors and dimensions in Japan determine and influence the Japanese negotiator, as well as serving as a an introductory guide to Japanese culture and indian lodge hopefully, the guide will present both useful and interesting go to bedledge to all those interested in cross-cultural negotiations and intercultural communication. Two frameworks are presented and utilise in order to gain deeper behavior knowledge of culture Hofstedes Cultural Dimension an d Halls Silent Language and Beyond Culture.Next, the paper discusses and break aparts Japanese negotiating styles and techniques 1 , and how they are influenced by the Japanese culture and cultural values. For this purpose, different aspects of verbal and non-verbal communication are to be discussed as well, and the paper is to analyze the meaning of these aspects in the context of negotiations. Finally, the paper is to take a look at two real vivification incases involving Japanese negotiators in order to illustrate behavior patterns and negotiation styles and techniques of Japanese negotiators.The author of this paper would argue that in an increasely mutually beneficial world, the ability to negotiate successfully is an all important(p) skill, and understanding the mindset and the behavior of the Japanese negotiator is essential and fundamental for successful negotiations. 1 Mainly focusing on the male negotiator, organism the dominant player during negotiations in Japan. 5 Being aware of the reasons why the Japanese negotiator behaves and communicates they way he does, one may be less surprised or shocked by Japanese behavior, and may be better at focusing on, and handling, the negotiation itself.Knowledge of culture and cultural values of the other party works as an doubtfulness avoidance in negotiations, and helps building trust in stead of tarnishing it with prejudices, which ultimately leads to a dead lock or even break downs. 2. Method The research concerning this paper was mainly carried out in the form of a desktop deal method all the data were carefully collected mainly from tributary sources, such as, studies, surveys, as well as statistics and articles.The paper is culture-based, and the chosen data depict this approach all the scholars associatered quoted and referred to are specializing in culture, intercultural communication, as well negotiating. In order to give a general everywhereview of the Japanese culture as well as to det ermine what type of values are predominant in Japan, the paper refers to and applies Hofstedes five value dimensions index masculinity/femininity, collectivism/individualism, uncertainty avoidance, long-term versus short-term predilection and power outmatch.Additionally, the paper is also to refer to Halls guess on the difference between high and low context and cultures, and the notion of Chronemics, in order to identify the Japanese culture and how these differences and concepts influence a negotiation. Also, several historical concepts (e. g. the ie-concept, geographical isolation, western influence, etc. and Confucianism, which is one of the cultural dimensions that have influenced the Japanese worldview, are to be described and discussed in order to explain why the Japanese negotiator behaves in the manner he does, and how the historical events and Confucianism affect the culture and the behavior in Japan. Hofstedes work has been criticized oer the years for being incomple te, static and too narrow. The paper is gum olibanumly to discuss the critical perspectives on Hofstede in order to show that the author has been aware of the possible disadvantages, when using Hofstedes five value dimensions index. Additionally, Brett and Usunier are also discussed in the paper when dealing with the connection and interaction between culture and negotiation how does culture affect negotiations. Both Brett and Usunier argue that in order to reach an agreement, the negotiators need to be aware of each others culture and cultural values, as well as understand the reasons for the way the other part behaves during negotiations. Finally, two real life case studies have been analyzed in order to depict the culture-based hypothesis described and discussed in this paper.The reason for using case studies was to give a more holistic portrayal of a Japanese negotiator, while analyzing the contents by seeking patterns and themes in the data while referring them to the cultu re-based theory (e. g. culture and values and how they influence ones behavior and negotiating style) in this paper. Additionally, using case study is the best way to obtain data for analysis when one is not able to make actual field studies by notice Japanese negotiators in action. Both case studies depict the Japanese negotiators interacting and negotiating with members of an out-group, the Americans.This is due to the fact that the author of this paper would argue that when observing two different cultures one observes reactions that may not be present when both parties had the akin cultural background, which would ultimately result in a smoother negotiation. Additionally, this paper deals with international negotiations and the importance of knowing and understanding the other partys culture and cultural values. The case studies are thusly used to highlight the focus of the paper why Japanese negotiators behave in the manner they do in a negotiation, as well as how culture a ffects negotiations and their outcome. . Why Japan? The author of this paper has chosen to focus on Japan and the cultural values and behavior of a Japanese negotiator due to the side by side(p) factor Japans consumer market. In order to know how attractive Japan is as a strain associate, and thus how important it is to know the Japanese culture and negation behavior in order to win the market and succeed in the country, a brief description of the Japanese consumer market will now be given its size, its consumers and its products.Japan is a closely dwell and exceedingly urbanized country with one of the about powerful economies in the world, currently amongst the top three economies in the world, although tranquilize rebounding from the collapse of the countrys economy back in 1991. 7 According to the Statistical Handbook of Japan, aspiration expenditures increased by close to 0. 5 percent in real terms due to such factors as the indication of an economic recovery and impro vement in consumer sentiment (Statistical Handbook of Japan, 2005 2 158).Statistical Handbook of Japan states As of May 2005, the excellent doance of the corporate sector is continuing, and overall business is recovering gradually. Recovery of employment is lagging slightly. However, the unemployment rate, which was 5. 4 percent in 2002, vulcanised to 4. 4 percent in May 2005. As seen in this state of affairs, there is most improvement, although harshness distillery remains. The growth of consumer spending, which slowed between the end of 2004 and previous(predicate) 2005, is showing signs of a resurgence (Statistical Handbook of Japan, 2005 33 3 ).Due to its geographical nature, Japan cannot supply all its needs for raw material for energy and fuel, metallic fraction products, and foods from indigenous resources, and is thus dependent on overseas supplies. In 1996 Japan had an overall deficit in food of about 30 % in 2003 it was approximately 40 %. According to Statistical Handbook of Japan, the present food self-sufficiency rate of Japan is the lowest among major industrialized countries, so Japan has thus become the worlds largest food importing nation (Statistical Handbook of Japan, 2005 69 4 ).This makes Japan an attractive market with its 127 million consumers, where women are a majority and retired people outnumber the youngest age strata, and are thus the most significant consumer group (Reischauer, 1995 25). Additionally, the Japanese are well educated and households have a fairly expendable income, in which the majority of it is spent on food. According to the 2004 Family Income and Expenditure Survey, monthly consumption expenditure averaged ? 304,203per household with two or more family members excluding single-member households (Statistical Handbook of Japan, 2005 158 5 ). Appendix 1 kinsfolk 3 Appendix 2 Economy 4 Appendix 3 Agriculture 5 Appendix 1 Household 8 Japan is the worlds largest net importer of agriculture and food product s (in 2003 alone, the country has imported over 60 % of its food supplies), adding to US$ 40 to 50 billion annually. Thus, the Japanese food market is powerful but demanding (Agri-Food Country Profile Japan, 2003 1 6 ). Needless to say, it is a relatively difficult task to target a foreign, and rather remote, market as it may require extra resources and special cultural knowledge. on that pointfore, it is valuable to study the values and the culture of Japan before entering the countrys market in order to promote and sell a product. 4. Definition of Culture and Values This chapter is to describe and define culture and values in general in order to delimit and define the cultural framework that is the fundament of this paper. At first glace, the human ply behaves more or less a deal we smile, laugh and cry. We talk, gesticulate, and perform actions. Nevertheless, our behavior is influenced by our cultures with the norms and rules existing in our ships comp whatsoever.Our cultur es also affect our communication through the individual characteristics we learn when we are fondized into our culture. In short, our culture provides us with a system of knowledge that generally allows us to know how to communicate with other members of our culture and how to interpret their behavior. Culture can thus be defined as an underlying framework that guides an individuals perceptions of observed events and personal interaction, and thus directly influences what people will do and what they can do. In short, knowing and using culture and its many an(prenominal) dimensions is a essential know negotiating with foreigners.Culture includes all knowledgeable behavior and values that are transmitted through divided experience to an individual in a society. According to Sir Edward Taylor, a classic definition of culture is as follows Culture is that complex whole which includes knowledge, belief, art, morals, law, custom, and any other capabilities and habits acquired by (in dividuals as members) of society. (Taylor, 1871 1). Culture is thus every social occasion that people have (objects), think (ideas, values, attitudes, beliefs), and do (behavior) as members of a particular society.Culture is made up of material objects, ideas, values and attitudes, and behavior patterns (Gudykunst & Kim, 2003 14-19, Yokochi & Hall, 2001 193). 6 Appendix 4 9 Additionally, according to Hall, a culture must have the following three characteristics 1. It is learned people over time transmit the culture of their group from one generation to another(prenominal) 2. It is interrelated one part of a particular culture is deeply interconnected with another part e. g. religion with marriage, or education and work with social status 3.It is shared the elementary concepts of a particular culture are accepted by most members of the group. In other words, culture develops through recurrent social relationships that form a pattern that is eventually adapted by members of the ent ire group, and transmitted to new members through the process of learning and interacting with ones environment and other members of ones culture (Hall, 1977 16). The most fundamental aspect of our culture consists of values. Values are acquired in the family, during the first years of our lives, further developed and confirmed in school, and einforced in work organizations and in life within a national cultural environment. Values determine what we consider to be good and evil, beautiful and ugly, natural and unnatural, rational and irrational, normal and aberrant (Ghauri & Usunier, 2003 97-100, 137-138). Values too are a major influence and determination factor when it comes to behavior and communication during a negotiation. Values are defined by the particular culture, hence the importance of understanding the value concept and culture when negotiating with foreigners. One of the early U. S. esearches of values, Milton Rokeach, defines a value 7 as An enduring belief that one m ode of conduct or end-state of existence is preferable to an opposing mode of conduct or end-state of existence. According to Rokeach values are thus both guiding principles in life, and preferences for one mode of behavior over another. Values are depicted in the general norms of a culture (what is just and wrong), and they are depicted in what we want and what we consider important for ourselves. Values are also among the very first things children learn implicitly by observing the community, kyodotai in Japanese (e. . parents and people around them). 7 An attitude, on the other hand, refers to an organization of several beliefs around a specific object or situation. 10 According to the American development psychologist, Daniel Yankelovich, most important traditional values will remain firm and unvaried over time, and are thus stable and enduring through generations (de Mooij, 2004 22-26). It is thus essential to remember that the intercultural communication and negotiation a re never far from cultural considerations (Roth, 1982 6).This assumption was mistakenly conceived from the converging engine room and the spread of the English language that was taking place glo dinner gowny (de Mooij, 2004 1-18). One has to remember though that globalization is not an whole new phenomenon. In fact, or so would argue that it even dates back at least to the Marco Polos voyages in the 1300s, and the fundamental values of the many different cultures have not changed significantly since then. tidy sum still live in the local. We define ourselves by our differences.Its called identity self, family and nation (de Mooij, 2004 16). Human behavior is learned and growing up in a culture, a person is taught values, perceptions, wants and how to behave from the family and other institutions (Lasserre & Schutte, 1995 49-59). For instance, in todays Japan, group harmony is still dominating the nations behavior, seniority by age is still evaluateed, and promotion in most pu blic and private organizations is based on the length of service, which is usually connected to the age of the individual.Reciprocity is emphasized in social relations in order to maintain a long-lasting relationship. Values and traditions do not easily change in a society. 5. Hofstedes value dimensions This chapter is to describe and discuss the Dutch professor, Geert Hofstedes, value dimension index, which is based on the first international survey taking place in IBM in more than 50 different countries from 1968 to 1973 (Hofstede, 2001 xv), mainly focusing on Japan in order to determine what type of culture is present in Japan.According to Hofstede, the way people recognize and interpret their world varies along five dimensions, and are as follows power outdistance, uncertainty avoidance, collectivism/individualism, and masculinity/femininity. Finally, Hofstede added a 5th dimension called long-term orientation in life versus short-term orientation. Each of the countries in Ho fstedes study has been ranked according to their scores in each dimension. 11 According to Hofstede a dimension is an aspect of a culture that can be measured relative to other cultures. Additionally, Hofstede defines culture as The collective programming of the mind that distinguishes the members of one group or category of people from another (Hofstede, 2001 9). 5. 1 Power distance Power distance refers to the inequality among people, which the population of a country considers acceptable. There is inequality in all societies, and thus there will always be some people who have more power than other. In some cultures power is concentrated among a few people at the top, who make all the decisions, whereas people at the other end simply carry out these decisions.Such cultures are associated with high power distance levels. In other cultures, on the other hand, power is widely spread and relations among people are more equal. These are low power distance cultures. (Hofstede, 1991 23) According to Hofstedes value dimensions Japan scores 55 points placing it in the middle of the index (Hofstede, 1991 26). In countries which have a high power distance employees dislike to disagree with their superiors. Superiors are seen as paternalistic, and subordinates hold off to be told what to do.There is also a large emotional distance between subordinates and their superiors (Hofstede, 1991 28). When it comes to family and school, parents will teach children to be obedient and the children will treat their parents with respect, just as students will treat their teachers with respect. In high power distance societies inequalities among people are in general expected and inclinationd (Hofstede, 1991 37). In Japan this inequality is especially expressed in the oya-ko concept (literally meaning parentchild), which in the beginning refers to a leader or a work group and its members.As work and home began to separate during the beginning of modern period of Japan oya and ko b egan to have a strictly kinship meaning with no economic aspect such as it had until the Tokugawa period where the ie (extended household) was more than just a family or a kinship unit it was an economic organization in which each of its members (not always related to each other by blood or marriage) contributed towards it (Harumi, 1971 38-39). 12 5. 2 Uncertainty avoidance Uncertainty avoidance describes the need or lack of need a society has towards written or unwritten rules and how it deals with incorporate or unstructured situations.At the organizational level, uncertainty avoidance is related to factors such as rituals, rules, and employment stability. People in less structured cultures face the future without experiencing unnecessarily stress. The uncertainty associated with future events does not result in risk avoidance behavior. On the other hand, in cultures where people experience stress in dealing with future events, high uncertainty avoidance cultures, various ste ps are taken to cope with the impact of uncertainty e. g. long-time planning in order to minimize the anxiety associated with future events.Japan scores 92 points and is seen as a country with high uncertainty avoidance, where there are many regulations and a well-set etiquette in order to avoid uncertainty (Hofstede, 1991 113). 5. 3 Collectivism versus individualism According to several researchers within the field of culture, individualism versus collectivism is one of the basic pattern variants that determine human action. It is a pattern that is visible(a) in every day life, as well as being present in the interaction between people. Individualism indicates the degree to which people of a particular culture learn to act as individuals rather than as members of a group.It is essential to remember that all people and cultures posses both individual and collective traits, but at the same time one of these traits is always more dominant or more visible than the other (Samovar & Po rter, 2004 59). A typical collectivistic culture distinguishes between in-groups (relatives, clans, and organizations), and out-groups (the rest of ones network). Ones in-groups can be defined as ones extended family like the one found in the Japanese society throughout the history also known as ie.People from individualistic cultures are self-centered, and feel relatively low need for dependency on others. They seek the fulfillment of their own goals over the goals over the groups. Additionally, people from individualistic cultures are competitive, and show little loyalty to the organizations for which they work. 13 People from collectivistic cultures, on the other hand, have a group mentality (with e. g. joint decision making), where they suppress and subordinate their goals for the sake of the group. They are interdependent on each other and seek mutual accommodation in order to maintain group harmony.People in a collectivistic culture expect that their in-groups will take care of them and in return they owe the in-groups a great deal of loyalty and submission (Samovar & Porter, 2004 61). Children who grow up in collectivistic societies are expected to show lifelong loyalty to the group (Hofstede, 1991 50-51). In short, individualism versus collectivism, deals with the degree to which one thinks in terms of I versus we either ties between individuals are loose or people are part of cohesive ingroup throughout their lives (Samovar & Porter, 2004 61).Contrary to the stereotype, Japan actually ranks in the middle of this dimension, with 46 points but is still defined as being a collectivistic culture (Hofstede, 1991 67). An interesting theory stated by Kumon Shumpei, a Japanese anthropologist, characterizes Japanese as contextualists rather than collectivists, as is the case in both Hofstede and Halls studies. A contextualist retains a personal identity, which the collectivist probably loses, but this personal identity is virtually inseparable from the con textual identity.Thus, the individual changes, depending on the context he is in or the people he is with. One of the arguments Kumon makes to support the theory is that most Japanese belong to in-groups in order to reach a self-realization. But one could argue that even in these self-realization in-groups the members strive to maintain harmony and act for the benefit of the group, making them predominantly collectivistic (Hendry, 1998 22-39). 5. 4 Femininity versus masculinity One of the main differentiations between masculine and feminine cultures is how gender roles are distributed in cultures.Thus masculine cultures create clearly distinct gender roles men are supposed to be self-confident, tough and concerned with the material aspect of life, whereas women are expected to be modest, tender and dealing with the quality of life. Thus according to Hofstede Japan is a highly masculine culture (Gudykunst & Kim, 2003 77), whereas in masculine countries both people are taught to be am bitious and competitive. It should be mentioned though that females ambitions are sometimes directed towards the achievements of their brothers and later in life their husbands and sons.According to Hofstedes index, Japan is one of the more masculine countries, scoring 95 ranking as number one (Hofstede, 1991 96). 14 5. 5 Long-term versus short-term orientation Michael Harris Bond in the beginning found the fifth dimension in the answers of student samples from 23 countries in 1985 in Hong Kong, and later it was incorporated by Hofstede in his value dimensions index. The reason why this dimension was not found in the original IBM data was due to the fact that the IBM suspicionnaires were composed from the minds and values of westerlyers whereas the fifth dimension was composed from the minds and values of Easterners.The fifth dimension, nevertheless, is present across all 23 cultures taking part in the survey (Hofstede, 2001 71-73). Long-term orientation, also known as Confucia n Dynamism, is composed of the following values being determinate or firm, prudent, arranging relationships by status as well valuing interpersonal relationships, as well as having a experience of shame, saving ones face, having a great deal of respect for tradition and reciprocation of greetings, favors and gifts.Japan ranks as number 4 on the Long-term Orientation Index Values, with 80 points (Hofstede, 2001 351356). 6. Critical perspectives on Hofstede There has been a great deal of critique of Hofstedes value dimensions when dealing with culture analyses, which this paper will shortly discuss simply to show that the author of this paper is indeed aware of the advantages as well as disadvantages when using Hofstedes value dimensions in order to analyze a specific culture.One of the most recent Danish critical analyses was performed by Susan Baca at the Aalborg University where it is being argued that Hofstedes IBM-based rapport which is supposed to depict characteristic traits visible in cultures cannot be used simply due to the fact that IBMemployees from a specific culture cannot be representative for the culture in question as a whole (Baca, 1999 11). One can argue that since Hofstede published his IBM-based rapport several other culture-analytics (e. . Triandis, Brislin and Bond) have made further analyses, which do not on the nose contradict Hofstedes value dimensions. These analyses both support Hofstedes dimensions, as well as having reached the same conclusions. One can also add that since the amount of IBM-employees amounted to hundreds of thousands it is only logical to conclude that one did find enough traits, which can be viewed as characteristic for the cultures in question. 15Another aspect of Hofstedes survey-based value dimensions, which is being criticized is the fact that his model is static, and can ultimately not be used because surely the cultures in question studied by Hofstede must have changed over the time since he performed the survey from 1968 to 1973. This is one of the reasons why the paper is looking at the cultural and historical influence on Japanese behavior over time in order to see if Hofstedes value dimensions are still valid in the Japanese culture that this paper is dealing with.Susan Baca is also criticizing Hofstede for actually separating a given culture into several, isolated dimensions, strongly supported by Turner and Trompenaars. For instance, Hofstede is depicting the American culture as highly individualistic, but does not describe the interaction people have with each other among the different in-groups and if one can categorize this interaction as being highly individualistic as well or not (Baca, 1999 15). To this, the author of this paper can only say, using Hofstedes own words that this papers main task is to study cultures, and not individuals. (Hofstede, 2001 15).Additionally, in order to back up Hofstedes theory, this paper is also to refer to Halls theory on Chronemics as we ll as a more general cultural analysis of the Japanese culture. 7. Edward Hall Another cultural framework used in this paper in order to gain deeper behavior knowledge of the Japanese culture, is Halls concept of Chronemics as well as his theory on low-context and high-context cultures. According to the American sociologist, Edward Hall, the world is divided into monochronic and polychronic culture, also known as the concept of Chronemics. It is a sign(a) behavior that speaks to how people use time to communicate.Lateness, for example, can communicate messages of power (waiting in the doctors office), attraction (arriving early for the first date), or identity (being fashionably late). Chronemics, like all other nonverbal behavior is culturally based. Different cultures have different rules governing the use and meaning of time. Halls distinction between monochronic and polychronic cultures highlight the different ends of the cultural spectrums of how cultures view time. A cultures conception of time can thus be examined from Halls monochronic and polychronic classifications. 16Monochronic cultures see time as a measurable, quantifiable entity, which is linear. Thus, being punctual, scheduling, planning tasks to match time frames are valued behaviors. In the monochronic culture time becomes a concrete and segmented reality where only one thing can be done at a time without interruptions. Additionally, in negotiations, monochronic peoples main focus is on goals, tasks and results, rather than relationships. Polychronic cultures, on the other hand, tend to view time as nonlinear almost as a general guideline, which has no substance or structure. There is thus a circular or cyclical quality to time.Punctuality and scheduling is done but rarely found in monochronic cultures. Additionally, people from polychronic cultures are able to do many things at one time, and do not mind interruptions. Because time is not linear or segmented, matching specific activities wi th specific time frames is not done. clock and activities are fluid. Finally, in negotiations, polychronic peoples main focus is on relationships and people. Japan belongs to the polychronic cultures. In a negotiation context, the Japanese want to get to know their business counterparts, and they feel that the best way to do so is by engaging in long conversations with them.This reflects the fact that the Japanese culture is long-term relationship oriented. Negotiators from polychronic cultures are thus relationship-focused. Monochronic and polychronic time orientations tend to produce two other significant cultural phenomena the difference between high and low context cultures, which refers to the fact that when people communicate, they take for granted how such(prenominal) the listener knows about the subject under discussion. Negotiators from monochronic cultures are thus deal-focused. Although Edward T.Hall classified Japan as a polychronic culture, Gesteland argues that the J apanese business people expect strict punctuality in meetings and close adherence to schedule. Punctuality in Japan might be ruled by the high level of uncertainty avoidance and the maintenance of group harmony, which is essential for the Japanese culture. Hall also discusses and distinguishes between high-context and low-context cultures. He views meaning and context as being interconnected. The difference between high and low context cultures depends on how much meaning is found in the context versus in the code. 17One can think of code as the message, and of context as setting or circumstance, including the people, in which the message appeared. In low-context communication, the listener knows very little and must be informed about every detail. In high-context communication, on the other hand, the listener is already contexted, and does not need to be given much background information. According to Hall, low-context cultures, such as the American culture, tend to place more mea ning in the language code and very little meaning in the context. Communication tends thus to be specific, explicit, and analytical.In analyzing messages, low-context cultures tend to focus on what was say and give literal meaning to each word. Low-context cultures tend to use a direct verbal-expression style in which the situation context is not emphasized, important information is usually carried in explicit verbal messages, people tend to directly express their opinions and intend to dribble others to accept their viewpoints, and self-expression, verbal fluency, and eloquent speech are valued. In high-context cultures, on the other hand, such as the Japanese culture, meaning is embedded more in the context rather than the code.In this case, what was said cannot be understood by the words alone one has to look at who said it, when they said it, where they said it, how they said it, the circumstances in which they said it, and to whom they said it. Each variable will thus help d efine the meaning of what was said. Hall states People raised in high-context systems expect more from others than do the participants in lowcontext systems. When talking about something that they have on their minds, a high-context individual will expect his interlocutor to know whats bothering him, so that he doesnt have to be specific.The result is that he will talk around and around the point, in effect putting all the pieces in place except the crucial one (Hall 1977, p. 98). This is also the case with the behavior of a Japanese negotiator he expects the other party to know exactly what he wants to obtain from the negotiation, and what type of a deal he is looking for. 18 In short, the difference between high and low context cultures depends on how much meaning is found in the context versus in the code, or, in high-context exchanges, much of the burden of meaning appears to come down on the listener.In low context cultures, the burden appears to fall on the speaker to accur ately and thoroughly convey the meaning in her spoken or written message. Conclusively, according to Hall, Japan and the Japanese negotiator belongs to the polychronic culture type. Thus, in a negotiation context, the Japanese want to get to know their business counterparts by engaging in long conversations with them. This again reflects the fact that the Japanese culture is long-term relationship oriented. Additionally, Japan is a high-context culture, where meaning is embedded more in the context rather than the code.Japanese negotiators expect thus more from the other party and when something is bothering them, they tend to express this indirectly (for instance by using silence) (Cohen, 1997 159-160, Rowland, 1993 68-69). Finally, although Edward T. Hall classified Japan as a polychronic culture, Gesteland argues that the Japanese business people expect strict punctuality in meetings and close adherence to schedule. Punctuality in Japan might be ruled by the high level of uncert ainty avoidance and the maintenance of group harmony, which is essential for the Japanese culture (Hall, 1973, 1977, Gudykunst & Kim, 2003 69, 179-180). 8.Cultural Dimensions This chapter is to discuss and analyze which values and cultural dimensions that are present and dominant in Japan in order to understand the behavior of a Japanese negotiator Confucianism Ie The WA-concept Isolation geographical & political Uniqueness western sandwich influence 19 8. 1 Confucianism The cultural perspective has for some time provided the dominant paradigm in comparative studies management, organization and cross-cultural negotiations. Even before Hofstedes survey on cultural values, international studies of organization generally regarded culture as the key explanatory factor for cross-cultural differences.One of the most important influences on Japanese everyday life, culture and behavior was, and still is, Confucianism, which entered Japan via Korea in the 5th Century. Japanese culture and b ehavior reflect the values of collectivism and harmony, and are highly inspired and influenced by Confucianism. Confucius (Kongzi, 551-479 BC) writing around the time of Socrates but a while before Jesus Christ, based his ideas on absolute respect for tradition, on a strict hierarchy of primary relationships between family-members, and then again between the people and their rulers.His philosophy was intended to guide peoples everyday life, to regulate social behavior, and it established a mode of thought and habit that has persisted and that blended well with other belief systems that were and still are present in Japan, such as Buddhism and Shinto. The central concepts of the Confucian ethic were summarized in the Three Cardinal Relationships ruler guides subject, father guides son, and husband guides wife), five constant virtues ( kind-heartedness, righteousness, propriety, wisdom, and fidelity, and the article of belief of the mean (harmony). In this teaching, emphasis is on th e obligation of the inferior to the superior.The assumption is that society needs a hierarchical order in which every individual has his or her own place, and the peace and harmony prevail if everyone follows the proper manner of conduct. These concepts are the fundament of the Japanese society to this very day. Also, the Confucian teachings emphasized uprightness, righteousness, loyalty, sincerity, reciprocity, and benevolence as personal virtues. The principle of filial piety was especially useful during the Tokugawa period when family was the social and economic unity of society. Occupation and property belonged to the family.Continuation of the family line was thus a primary concern because it was a necessity for keeping ones position and income. Individuals often sacrificed their happiness to ensure survival of the family. After Japan was centralized under the Meiji government in the 19th century, the concept of filial piety was expended to embrace the idea of loyalty to the em peror, who was regarded as the father of the nation. 20 The Confucian concepts of hierarchy in human society and respect for age were useful in the feudal society, also during the Tokugawa period, which was structured hierarchically.Its stability rested on individuals obedient fulfillment of obligations to their superiors and maintenance of proper conduct in daily life. The general rules of conduct were respect for seniors in social rank and age, and acknowledgement of the superiority of man over women. Additionally, Confucius laid down that Ren or benevolence was the supreme virtue the follower can attain. As a strictly natural and humanistic love, it was based upon spontaneous feelings cultivated through education. In order to attain Ren, you have to practice Li, which represents social norms.The latter can be interpreted as rituals, rites or proprieties and includes all moral codes and social institutions. As Li is a term for moral codes and social institutions, one could assume that the practice of Li is to enforce social conformity at the cost of the individual. However, an individual personality is not an entity cut off from the group. According to Confucius, in order to establish one self, one has to establish others. There is interdependence between the individual and the group that is essential in order to create harmony.The strong Japanese cultural preference for basing business legal proceeding upon the quality of inter-personal relationships and for settling disputes through mediation rather than relying upon contracts and legal process can be seen to stem from this philosophy (McGreal 1995). According to Confucius, all societies deal with survival, production, distribution, and consumption yet they all develop different systems in order to survive and obtain their ultimate goals and aims. Things have changed in the Japanese society when it comes to material and technological development.As far as human relations and communication with foreigne rs are concerned, things have not changed. One can say that Japan has modernized, but it has not westernized just yet (Kodansha, 1994 202-218, McGreal, 1995 5-7, Cohen, 1997 159-160, Gudykunst & Kim, 2003 80, 119, 217, Samovar & Porter, 2004 213-217). 8. 2 Ie Japan is a Shinto, Confucianism and Zen Buddhism inspired culture, Confucianism being the fundament, where everything and everyone is connected and relies on each other in order to exist. 21The concept of ie, or extended household/kinship unit in traditional Japan, thus containing more than close family members all living under the same jacket and under the authorization of one male, describes this way of thinking, or the Japanese values, the best. The main focus in ie is on in-group benefits, harmony and family where interdependence and togetherness is essential (de Mooij, 2004 100-1003, Harumi, 1971). Although the ie-concept does not formally exist in the original form 8 , as it did during the pre-modern or feudal Japan, one still finds it in the underlying values of the Japanese people.The ie-concept 9 became dominant and visible during the Edo or Tokugawa period (16001867), where a strict political regime was introduced by the Tokugawa family, who, besides retaining large estates, also took agree of major cities, ports and mines in Japan. Under Tokugawa rule, Japan entered a period of national seclusion (sakoku), where the Japanese were forbidden to travel to or return from overseas or to share oversea. Only the Dutch, Chinese and Koreans were allowed to remain and they were placed under strict supervision.Additionally, to ensure political security, the daimyo were required to make ceremonial visits to Edo every other year, and their wives and children were kept in permanent residence in Edo as virtual hostages of the government. The cost of this constant movement and the family ties in Edo made it difficult for the daimyo to remain anything but loyal. At the lower end of society, farmers were s ubject to a severe system of rules, which dictated their food, clothing and housing. Social mobility from one class to another was blocked social standing was determined by birth.Additionally, women in the Japanese society were fully submitted men 10 . Women were submitted either their fathers, husbands or in the case of widows, their eldest son with no legal rights. Ie means extended household thus containing more than close family members all living under the same roof and under the authority of one male. Ie was formally abolished in 1947 with the introduction of the New Constitution, which prescribed a more Democratic family system based on equal rights of husbands and wives. Inspired by Confucianism. 10 This submission was further supported by the Civil Code of 1898, which placed women in the family under the authority of men. 8 22 The patriarchal family structure, ie, was officially abandoned in 1947, but one can still sense its presence, in a revised form, in todays Japane se society both in the corporal system where the chief executive is the male, who has been working for the company longest time, and in family life where women take care of children and men provide for the well-being of the amily. Nevertheless, the situated emphasis of these times on submitting unquestionably to rules of obedience and loyalty has lasted to the present day. Today the ie-concept is still visible in that Japanese businessmen do not entertain their business associates at home. There is both a practical and a social reason for not doing so. First of all, the typical Japanese home is small and a larger group of people simply cannot fit in. Second, Home for the Japanese is very private.It is generally only open to relatives, long-time friends, childrens friends and their own family the so-called in-group. Additionally, salary has for many years been linked to the age of employees until they entered their forties to fifties age a male worker had thus a lifetime-employme nt guarantee until they reached their fifties. However, this system does not operate in small-business sector. The seniority system is one of the special characteristics of Japanese employment practices.Since the 1990s, however, there has been a substantial increase in the number of companies, who are reconsidering this type of employment system, and progress is being made in introducing a new compensation system based on employees performance rather than their age and the amount of time they have worked for the company in question (Sugimoto, 1997 80, Kodansha, 1994 117-118, Hendry, 1998 22-39). In short, ie puts an emphasis upon continuity, succession practices, and some of the socioreligious (e. . volunteer organizations such as environmental movement groups) functions that still occupy an important place in Japan today (Refsing, 1990, 11-25, Bando, 1980 27-29, Hendry, 1998 22-39, Harumi, 1971 38-39, Sugimoto, 1997 80, Kodansha, 1994 117-118) 8. 3 The Wa-concept According to Wierz bicka, cultural values and behavior of a particular culture can be found in a core concept. For Japan this core concept is wa, which means harmony, unity or the desire to be one with those of your in-group.The wa-concept illustrates the concept, with several aspects (please see below), that although people have differences, it is the most convenient when people want the same thing at the deepest level. 23 This deep level of sharing underlies the desire for harmony at the interpersonal level, as well as a high level of consideration of others within ones group, and creates a unity among members of the in-group. In Japan, individuals are thus expected to act in ways that protect the unity or wa of the in-group (Wierzbicka, 1992).The several aspects, which the Wa-concept consists of, are described and discussed below Enryo is an aspect that is encompassed in wa, illustrates the effort of avoiding explicit opinions, assessments, or other displays of personal feelings. It is thus a form of self-restraint that proscribes the brining of attention to oneself and ones personal desires in order to avoid having others think badly of one. Japan has been categorized as a high-context culture, and in a communicative context, the meaning is often implicit. The focus is thus on the listener and his or her ability to understand implicit messages.Sasshi refers thus to the ability to guess or intuit another persons meaning without that person having to express it directly. Implicit communication is essential in a collective culture where maintaining harmony and avoiding conflicts is essential. Amae refers to a form of mutual dependency, or a relationship in which one person is in a contraceptive stance toward another (Wierzbicka, 1992). The desire for amae motivates one to belong to a group and depend on another person. Amae emphasizes thus a protective relationship and a mutual dependency between the members of the in-group.Giri refers to a type of obligation felt toward other s who have done something good for the person. According to Befu, it is a moral imperative to perform ones duties toward members of ones group (Befu, 1986 162). It is also a long-term relationship and a sense that one will be forever in the other persons debt. This sense of obligation is very typical in a culture that stresses the wa-concept as well as in collectivist cultures, where members of the in-group are closely buttoned to each other. Awase refers to the ability to always be able to adjust to the situation or the circumstances.The self is thus constantly changing and moving with the situation, whereas the group is constant and needs to be maintained. Thus, maintaining wa equals being flexible in situations, and not on consistently following ones principles. 24 Kenson involves discounting ones abilities and to avoid standing out in order to maintain the status quo of a relationship. Kenson is sometimes manifested in a verbal apology, and it demonstrates a desire not to distu rb the nature of the relationship, and a desire to maintain group harmony.For instance, a speaker may begin his or her speech by apologizing to the audience for his or her low status or scant(predicate) knowledge on the topic this depicts humility. Kata refers to the constant and familiar way something is done. In Japan, there is a kata or form for almost everything from the way one plays ball to the way one performs a tea ceremony. The Japanese thus value form over function and process over outcome an important element to remember when involved in negotiations with the Japanese.This again refers to the uncertainty-avoidance that is present in the Japanese culture, which illustrates itself in the form of strict rules and regulation (Wierzbicka, 1992, Gudykunst & Kim, 2003 5354). 8. 4 Isolation Another dimension characterizing Japan is the historical separateness of Japan from the rest of the world 11 , and the strong belief in the uniqueness of the Japanese culture and society. Its distance from the Asian continent and from the rest of the world had a crucial influence over the formation of the Japanese society and culture.The isolation began during the Tokugawa period when the Tokugawa government was trying to create relative peace and security. Instead, the government was facing stagnation, corruption and isolation. Famines and poverty among the peasants and samurai weakened the system even further. Additionally, foreign ships (from Russia, Britain and the USA) started to examine Japans isolation with increasing insistence, and Japan realized that their defenses were outdated and ineffective. In 1853, Commodore Matthew Perry of the US Navy arrived with his famous black ships to demand the opening of Japan to trade, followed y other countries. This resulted in a stream of antigovernment feeling among the Japanese due to the fact that it failed to defend Japan against foreigners and of neglecting the national reconstruction and modernization. 11 The first contact with the West occurred about 1542, when a Portuguese ship, blown off its course to China, landed in Japan. 25 After 200 years of total isolation from the outside world due to the fear of Western and Christian invasion or superiority, Japan agreed to open the country to the outside world.Nevertheless, 200 years of isolation has resulted in a rather great amount of regulations, etc. (one may argue that this is a hidden form of protectionism) that are there in order to adopt an e. g. Western product to the needs and circumstances of the Japanese culture. This separateness, or isolation, has also caused the Japanese to be extremely aware of anything that comes from outside, and they thus strongly distinguish between foreign and native culture, as well as its products and innovations (Reischauer, 1995 32, Kodansha, 1994 32-37, 131-132, Wakaba, 1996 4-12). 8. 5Uniqueness The Japanese people have long believed that they are the children or descendants of gods, living in a divinely land. In the 18th century, the scholar, Motoori Norinaga, was responsible for resurrecting ancient myths about Japan and the Japanese. Before Norinagas time, Japanese scholar viewed China and its civilization as the most important in the world. Norinaga attacked this view, claiming that Japan was superior to any other country in the world. According to him, Japan was the country where the Sun Goddess was born, making it the epicenter of all other nations.With the appearance from the early 19th century of Russian, British, and other foreign ships in the waters of Japan, there was an intense debate on how to react, since the country had had a form _or_ system of government of isolation from the rest of the world for two hundred years. The military government thus attempted to promote hate and fear of foreigners by law 12 . In 1825, Expulsion Edict was implemented, prohibiting all barbarians and Westerners from entering Japan. If a foreign ship was seen, it was fired upon and driven off. If foreigners went ashore, they were captured and their ship destroyed. 2 Antiforeign attitudes in Japan have generally been limited to the official level. 26 The belief in superiority and uniqueness of all things Japanese have weakened but not entirely disappeared in the present-day Japan. Although this extraordinarily chauvinistic mentality was temporarily restrained after the defeat in WWII, the post-war economic miracle has reawakened the feelings once again. Nevertheless, the rigid, exclusive world view that has been present in pre-1945 Japan, no longer dominates the country.Ultra-nationalism has been discredited at least in mainstream social, political, and intellectual life. The ideology that has its place is a set of rules by which society generally has learned to operate efficiently. The set of rules are learned from parent, the authority figures, the educational system and the mass media, and contain among other things social solidarity, or collectivistic behavior an d thinking, hierarchical social structure, or power distance, role playing, or tatemae, reciprocal obligations, or group harmony.Although this set of rules is far weaker than the pre-war ultra-nationalistic ideology, it is still more rigid and omnipotent than those of e. g. Western societies. In Japan, the rights of the group are thus prioritized over those of the individual, and there are rules for most activities, creating a dependency on others and on group, which again reinforces an ideal of rules, group harmony and collectivism. The Japanese ideal portrays men and women behaving modestly, speaking prudently, and avoiding offending others and maintaining in-group harmony. For them, the deal of individualism is un-noble, risky and illogical. The Japanese desire people to be polite, courteous and indirect with each other. The Japanese are only frank on rare occasions, striving to put the best face, as well as save face, on themselves and situations (Cohen, 1997146147, 184-186, 224 ). To express what one really thinks or feels in Japan is regarded as uncultivated and vulgar. The Japanese do not see themselves in first place as individuals, but as group-oriented members. The social group gives them approval, identity and companionship, status, and meaning as such with their lives.All the group members are interdependent. Matsumoto used a food model in order to describe human relations in Japan, calling it natto (fermented soybeans). Fermented soybeans sit in sticky glue of starch, and it is impossible to overstretch one without pulling out the others they are all connected by the same glue. According to Matsumoto, the beans represent the closeness and interdependence present in the Japanese culture (March, 1996 15-34, Kodansha, 1994 32-37, 131-132, Wakaba, 1996 4-12). 27 8. 6 Western InfluenceThe Japanese culture has been greatly influenced by Western cultures throughout the years, such as the British, the Prussian (e. g. in 1889, Japan created Western-style constitution greatly influenced by Prussia), the Portuguese, and the American. The Western influence entered the shores of Japan through trade, Christianity (missionaries) and war (WWII and the American occupation), as well as through cultural and business exchanges (e. g. through travels and international business). During the mid-16th Century, the Europeans made their first appearance on the shores of Japan.The first Portuguese to be shipwrecked in 1543 found an appreciative Japanese reception for their skills in making firearms. The Jesuit missionary, Francis Xavier, arrived in 1549, and was followed by more missionaries who converted local lords to Christianity (several hundred thousand converts particularly in Nagasaki) keen to profit from foreign trade and assistance with military supplies. Initially, the Japanese emperor saw the advantages of trading with Europeans and tolerated the arrival of Christianity as a counterbalance to Buddhism.However, this tolerance gradually tur ned into suspicion of a religion, which he saw as a threat to his rule. This suspicion resulted in rulings against Christianity and the crucifixion of 26 foreign priests and Japanese believers in 1597. The prohibition and the prosecution of Christianity go along under the Tokugawa government until it reached its peak in 1637 with the brutal suppression by the authorities of the Christianled Shimabara Rebellion. This put an end to the Christian Century although the religion continued to be practiced secretly until it was officially allowed at the end of the 19th Century.Additionally, in order to eliminate Christianitys presence in Japan, it was required for every family to register a Buddhist temple, becoming a familiar scene in every community. Because of this religious policy, all Japanese today are Buddhist by default. The Western influence continued during the Meiji period (1868-1912) when the Japanese economy underwent a crash course in westernization and industrialization. An influx of Western experts was encouraged and Japanese students were sent abroad to acquire expertise in modern technologies.During the Meiji period, the process of modernization and industrialization took place in Japan, inspired by Western philosophers. An almost obsessive wonder and adaptation of Western ideas and culture had taken place during this period. 28 By the 1890s, the Japanese government leaders were concerned by the spread of liberal Western ideas and encouraged nationalism and traditional Japanese values. Japan was becoming more confident and an equal player to the Western powers, resulting in the abolition of foreign agreement rights and, in the years to come, in nationalism.This continued till Japans defeat in WWII, and the American occupation. The main aim of the occupation was to reform the Japanese government through demilitarization, the trial of war criminals and the removal of militarist and ultranationalists from the government. Additionally, a new constitut ion was introduced, which dismantled the political power of the emperor, forcing him to publicly reject any claim to divine origins. Once again, Japan was influenced, if not ruled, by Western powers. Finally, in the late 19th century, Western Europe became its model for modernization.

Health and Safety Policy of Dublin Bus Essay

This rock-steadyty statement has been prep atomic number 18d in accordance with the requirements of Sections 19 & 20 of the Safety, wellness & social eudaimonia at Work enactment, 2005. This Safety Statement specifies commitment, lines of responsibility and accountability for safety together with a list of Risk Assessments within the organisation. In July 2007 new and rewrite General Application Regulations 2007 were published. These Regulations were signed into Law on the 1st November 2007. Prescribed under the SHWW Act 2005, these Regulations bequeath details of how compliance with Health & Safety principle is to be applied in the workplace. These Regulations soak up been examined and appear at regular intervals throughout the Dublin Bus Safety Statement.Comp either CommitmentThe company is affiliated to ensuring so far as is reasonably practicable, the Safety, Health and Welf atomic number 18 at work of all of its employees, as required under Section 8 of the Act, with finical regard to The provision and maintenance of a safe and healthy functional environment. The provision of a safe place of work and means of access to and bulge from it. The provision and maintenance of plant and equipment and of systems of work that are as safe and without lay on the line to health as is reasonably practicable to achieve. The provision of information, instruction, schooling and inadvertence will enhance the health and safety at work if its employees and prevent improper conduct and behaviour occurring.The safety and absence of risk to health in the use, bridge playerling, storage and transport of articles and substances including the provision of suitable protective clothing and equipment where hazards can non be eliminated. The arrangement for adequate facilities for welfare, including medical and occupational health services. The maintenance of the safety, health and welfare at work of its employees which is as important as the management of production, cost effectiveness, sales and so forthIt is company policy to provide the tolerate resources of time, personnel, expertise and pay as required under Section 12 of the Act to enable the above responsibilities to be met. Dublin Bus is committed to the mellowedest standard of Housekeeping. The company is committed to keeping its workplaces clean and hygienic. The company is committed to high standards of lighting in all work areas. The company will go out comfortable working temperature,suitable clothing is provided that is adequate where necessary for work outdoors and in inclement weather/conditions Good ventilation while attempting to minimise draughts,Mechanical ventilation where saucy air supply is insufficient Heating systems which do not give off fumes into the workplace, Noise levels controlled to reduce nuisance as well as damage to health,Heat stress reduced by controlling radiant heat by positioning heater units at correct levels and installing self-governing unit con trols. It is illegal for lag to smoke in a depot, on a passel or in offices or any other interior work areas. Under no circumstances should staff smoke in the workplace except in designated areas.The risk is minimised by implementing good housekeeping standards, safe working practices and use of safe materials by cleaning staff, and insistence on the use of appropriate footwear.Sharp Object/ needle Stick Injurythither is a risk to all staff, particularly night cleaning staff associated with picking up miscellaneous discarded items that are too large for remotion by the vacuum.MediumStaff notices highlight the importance of vigilance in regard to these hazards. Pick-up staff should use protective gloves at all times.DriversInternal vehicle MovementThe hazards associated with the internal movement of vehicles intromit serious or fatal injury to persons and property damageMediumTo minimise the risk all staff when driving on Dublin Bus property must not exceed posted limit, must n ot turn too sharply, must not drive too close to persons and must only reverse when necessary. As interface cant be avoided, the company is committed to implement such precautions as are practical, the provision and maintenance or radios on all buses and liaison with local Guardia to remedy securityManual HandlingMany employees working within the Dublin Bus Depots are involved in some manual(a) lifting and handling as part of their daily working duties. Any manual handling of loads can pose a hazard to employeesMediumDublin Bus Depots ensure that no person will be expect to lift loads that would likely to cause him/her injury. Lifting equipment is provided in all locations for all tasks that involve lifting.Dublin Bus DepotsPortable Hand ToolsCommon injuries from use of hand tools include cuts, burns and pinchesMediumIt is Dublin Bus policy to purchase only portable electric tools that conform to the highest safety standard.Dublin Bus depots hard cash/ Stock SecurityMany Dublin B us premises have got cash and / or ticket stocks.There is always a threat of looting in these locations LowAll cash offices are designed to high security requirements. Six monthly security reviews take place in for each one Garage, and an annual audit by the insurance underwrite takes place.Mr crowd together McHughProtection against Assault and RobberyAlmost all Dublin Bus routes are Autofare. This has outback(a) robbery as the principal motivation for attack on drivers.MediumThe provision and maintenance or radios on all buses and liaison with local Gardai to improve securityMr James McHughVehicle BreakdownThere are a number of risks surrounding the operation of vehicle breakdown. Usually personnel from both art and maintenance are involved and I n many instances, customers are involved.Medium applied science Staff will have to attend the scene to appraise the vehicle and either make an on the spot repair or recover the vehicle to the garage for further investigations and repa ir.Engineering StaffOperation of VehiclesA risk of injury associated with crews taking over or while operating vehicles exists.MediumStaff must be aware of any spillage in garages/ garage yards or on the open roadEngineering StaffDriver FatigueRisk of causing accidentHighDrivers should get periods of high quality sleep and rest. Make sure that drivers working and driving schedules are kept within reasonable.DriversRecord your FindingsSafety, Health and Welfare at Work Act 2005Duties of EmployersDuty to ensure the design, provision and maintenance of any place of work under the employers control in a condition that is safe and without risk to health. Duty to ensure the design, provision and maintenance of safe means of access and egress from any place of work under the employers control. Duty to ensure the provision of systems of work that are planned, organised, performed and maintained so as to be safe and without risk to health. Duty to ensure the provision of such information, in struction, training and inadvertence as is necessary to ensure the safety and health at work of employees.Duties of EmployeesTo take reasonable care for his/her own safety, health and welfare and that of any other person who may be affected by his/her acts or omissions Toco-operate with the employer and any other person to enable the employer or other person to comply with statutory obligations. To use any suitable appliance, protective clothing, convenience, equipment or other means provided intended to secure the employees safety, health and welfare and To report to the employer or present(prenominal) supervisor, without unreasonable delay, and safety/health defects in plant, equipment, place of work or system of work, of which he/she becomes aware.Risk & Safety heedThe health and safety omnibus, Mr. James McHugh, will provide proactive support for the safety, health and welfare of employees, visitors and contractors, the safety of customers and other road users and security o f premises, fleet and equipment. Safety awareness among employees, customers and others affected by Dublin Bus activities shall be promoted and guidance and direction provided for management in all matters relating to safety. Staff safety training will be organised across all areas of the Company. Safety Audits, risk assessments and safety monitoring will continue to form the basis of effective risk management.Liaison with external bodies will include the Health and Safety Authority, the National Industrial Safety Organisation, the National Safety Council, IBEC, The Construction Industry Federation, the Institution of Occupation Safety and Health, the Royal Society for the saloon of Accidents, the Road Safety Authority as well as independent, commercial occupational safety and health consultative, training and fire survey agencies.ResponsibilityThe capitulum Executive, Mr. Paddy Doherty, is responsible for the establishment and maintenance of the Safety Statement by taking a dire ct interest in the Companys Safety, Health and Welfare activities and affording support in terms of staffing and resources to those whose responsibility it is to carry it out. The discharge of this responsibility devolves on the Chief Engineer Dublin Bus Mr. Shane Doyle, whose deputy for the determination of the SHWW Act 2005 is Mr. James McHugh, Health and safety Manager. He will ensure that senior managers are aware of and implement their responsibility in relation to managers insurance coverage to them.Co-operation of EmployeesDublin Bus employees are legally obliged to co-operate in the promotion of Safety, Health & Welfare in the workplace, as specified under Section 13 of the 2005 Act.Safety RepresentativesAs required under Section 25 of the Safety Health and Welfare at Work Act 2005, Safety Representatives have been select to represent the Safety, Health & Welfare interest of employees. Appropriate training is made available to Representatives and they are afforded facilit ies for the carrying out of their duties as specified in Section 25. In addition to informal everyday contact between local management/supervision and Safety Representatives, regular meetings will be held between local Management and Safety Representatives and a record of the proceedings will be maintained.TrainingManager Employee Development & Equality Ms. Pat Normanly is responsible for formal staff training within the company. As our core business is primarily related to bus driver training, Mr John Flynn, Training School Manager, is responsible for the day to day running play of these training programmes. To ensure the effective implementation of the Safety Statement and to ensure that employees are able to discharge their responsibilities in a safe and healthy environment, appropriate training will be given as required both from within the Companys resources and also utilising outside expertise.All Engineering staff, whether commencing recitation with Dublin Bus or transferri ng from another depot, will receive induction training to ensure that they fully understand the hazards, safety precautions and emergency executions associated with working in the particular Depot. They will be given a tour of the depot in its entirety so they are familiar with the layout, fire escapes, assembly points etc. this should be conducted by the Engineering Manager and must also include a briefing on fire safety procedures and a review of any site-specific hazards. In order to ensure that each employee receives a complete and comprehensive induction, Engineering Managers should complete the prescribed form and retain a copy on the employees file. In compliance with the terms of the Safety, Health, Welfare at Work Act 2005 and the General Application Regulation 2007, Dublin Bus will provide mandatory training where necessary.Fire PreventionResponsibility for the Management of the Companys Fire Prevention policies rests with Mr. Shane Doyle, Chief Engineer, Dublin Bus. His deputy is Aidan McGinty, Assistant Engineer. Engineering Managers are responsible for the implementation of fire precautions in their respective locations, as is the materials Manager in regard to the Materials Handling premises in Broadstone, Area Manager (central) in Central Control and Administration Officer, Human Resources Department in Earl Place. Drivers who discover a fire on their bus, or if a fire is brought to their caution by a customer must follow these instructions.Stop the bus immediately and switch off engine/main switchEvacuate customers from the bus to a place of safetyCall control and request assistance of Fire BrigadeIf fire is small and safe to tackle, use fire fire extinguisher on boards bus If not, leave the bus and go to place of safety with customers and await assistanceFirst AidAll Dublin Bus sites have a First Aid Room, have trained First Aiders and equipped with First Aid Provisions. All employees new to a site must familiarise themselves with local arr angements. New First Aid Regulations were introduced in November 2008. Employees who suffer injury in the course of their employment are required to present themselves for appropriate treatment. preaching may be carried out in the place of work by the approved First Aider or by referral to hospital or other. First Aiders are required to keep appropriate records.First Aiders are also required to acquaint their Supervisors when first aid supplies require replenishing.Emergency PlanEmergency reasoning by elimination plans are part of the overall fire safety system and are outline to fire marshals and wardens in the course of the training. All locations have plans displayed outlining the procedure to be adopted in the event of an emergency. These evacuation plans, are routinely checked by the local manager. Fire Wardens are appointed and trained and the statutory evacuation of premises is carried out twice yearly.Review and updatePrinted copies of the Dublin Bus Safety Statement are h eld by Management and Safety Representatives. Copies are also available at each location for the further information and perusal of all employees and are freely available to any member of the staff, on request. The Safety Statement is also available for viewing on the Dublin Bus Busnet system, the Public and Work Driver on your computer and the Public Folders of your e-mail Inbox. Additionally, the Safety Statement is available to any other person, e.g. contractors likely to be affected by Dublin Bus activities. The Dublin Bus Safety Statement, which is a living document, will be updated at least annually as per Section 20 of the SHWW Act 2005. Where necessary it will be rewrite periodically, or as directed.

Marketing Solution Essay

This paper result use a problem solving model to solve important flight paths trade problem. The partnership is damage within the air lane industry pay competent to several factors, a couple being the massive increase of apostrophizes for raise and labor. The resolution in hold the airlines dilemma will be addressed in a comprehensive nine-step problem solving model. This model will include Defining the Problem, Gathering Facts, Feelings, and Opinion, Identifying the solid Problem, Generate accomplishable Solutions, Generate Possible Solutions, Evaluate Alternatives, Select Best Alternatives, Gain Approval and Support, Implement Decision and Evaluate Results.The factors of this difficulty in the marketing of this company will be identified, analyzed, followed by a robust decision on the strategy to resolve chaste Airlines crisis. gradation One The Problem in that location has been a reduction in employee chastee (which is at an either time low), the increase in fu el and labor has contributed to the increase in expenses these factors have the airline in a tailspin within the industry. This is not all due to marketing the company puke not be held accountable for the equipment casualty of fuel nor can it take business for the scrutiny on the airlines from the sectors of the economy out fount of the airline industry.According to the American Marketing Association Board of Directors (2012), Marketing seek is the function that links the consumer, customer, and public to the marketer through cultivation used to identify and define marketing opportunities and problems generate, refine, and evaluate marketing actions monitor marketing performance and improve understanding of marketing as a process (Definition of Marketing Research, sec. 2).The research in marketing is vital to uncorrupted Airlines cogency to correct most of its problems it will not yet bring loyal customers back but tin other opportunities for the airline to further stabiliz e itself within the airline industry. The key to the research contendd for the airline is to be as in depth as attainable with the opinion of the public, it will also require the company to find the most cost effective resources for fuel and labor. The research shows that economic conditions have contributed to a reduction of ticket purchases however it is not the price of the ticket that has caused the decline. timbre Two Gathering the Facts, Feelings and Opinions The position in the airline industry of Classic Airlines is that it is the 5th largest airline in the world. The leader with the airlines comprises to a greater extent than than 375 jets that displace to 240 cities and run in excess of 2,300 flights a day (University of Phoenix, 2012). The company employs about 32,000 professionals to maintain its massive operation. This industry colossal earned over $10 gazillion in profit on $8. 7 billion in ticket sales. In spite of the leader position in the business organizatio n Classic Airlines is experiencing somewhat negative changes recently.In the last year, the Classic Reward Program saw a 19% decline in the number of members and the current members purchased 21% less(prenominal) flights (University of Phoenix, 2012). The feelings of the employees atomic number 18 based on the publics opinion of the airline industry which has caused them to have doubts about their line of work and the stability of the business. The Labor matrimony is the focal point in fiting the feelings of the employees, which are the airline greatest assets. Classic Airlines can increase moral by addressing the employees labor contracts to show their stave that they are appreciated.During the Shareholders diddleing the company officials can hear the opinions of the group of people that do not control the allday operation of the company but provide vital capital to the airline. In many ways the opinion of the Shareholders are a direct reflection of the publics view of the in dustry and the company. Shareholders are the owners of a business and are the ultimate decision-makers on the direction of a company. While the management of a company has the day-to-day decision-making power, shareholders guide the strategy, financing and selection of management of the firm.In many cases, shareholders are the management of the firm (Azcentral. com 2013). The opinion of the swiftness management via the CEO, Amanda Miller, and CFO, Catherine Simpson, are strictly addressing the problem through looking at the numbers and toilsome to make adjustments accordingly. This is of the opposite opinion on the CMO, Kevin Boyle, who feels that marketing will regain the trust of the normal public, the employees and the shareholders to increase confidence in the airline. The conflict for Classic Airlines lies in whether or not the vastly different opinions on how to provide a olution to the company can be merged or selectively decided upon. Step Three Identify the Real Problem The facts have been gathered and it has previously been stated that the confidence in the industry has not been the same across the board. This is due to events that have nothing to do directly with the 5th largest airline in the world, Classic Airlines, or any other company in the business. The other side effect of the catastrophe of September 11th caused the economy to shift in a downward motion which triggered prices to rise.The effects of the economy and the disaster have caused a serious predicament in the increase in expenses for materials, fuel, labor, costs of goods and services, and labor which also reduced customer confidence. The Classic Rewards Program is suffering losses every year and the frequent flier association has suffered a loss of around 20% of its members (University of Phoenix, 2012). The feelings of the employees are likewise a reflection of the lack of confidence the general public feels towards the industry and Classic Airlines is not developing confidence by refusing to address its labor issues to stabilize their employees.The Shareholders are also not confident in the company not because it was not preserving its market share or position in the industry however the external factors caused them to be a bit more cautious in investing their money. The final real problem is the polarization in upper management which has to be resolved immediately to not only reflect a positive direction for shareholders but that will result in a solution that sets Classic Airlines apart from its competition.Another real problem for example, is the data system the company uses which is the Customer Relationship Management system (CRM) that has not been utilized properly and in doing so has allowed the company to not work out what is causing their customers dissatisfaction. In correlation to the opinion of the CMO, Kevin Boyle, in addressing the needs of the customer could provide profitability and the ability to give their customers what they are lackin g. The upper management should not look at this time as a number crunching session nor should it drift away in contentment.Conversely Classic Airline should take this opportunity to explore new ideas and options that will solidify the fact that they are one of the industry leaders for a reason. If all these real problems are address correctly the company will maintain or even increase its place in the airline industry. Step Four Generate Possible Solutions There are several possibilities that will affect the profitability of the airline. They can merge with another airline or downsize the company by separating the domestic and outside(a) businesses with the possibility of selling off the lower producing divisions.Sell the less used planes and equipment to generate immediate income for the company to use in other areas. The shareholders can entertain the Upper Management as underachieving and begin to replace them with what they would consider more qualified candidates, in hopes of getting into the correct position within the airline industry. Classic Airlines can concentrate its focus on the employees and customers to increase their confidence. The company could look at the financial picture of the company and make adjustments to make the streamline the firm. change off the plane and equipment may be risky because of the lack of customer confidence. Classic could also look to expand globally to gain a large market share in the foreign market. The shareholder removing the Upper Management would be too time consuming and too much of a find oneself if in fact the replacement can not improve the missteps of the original managers. Concentrating on the employees and costumers may be the cornerstone of success for the company because the employees are already familiar with their duties and the customers were loyal in the past.This simply means that the pieces are already in place to stabilize the company but the strategies must be implemented. Step Five Evaluate Alternatives Downsizing is almost like throwing in the towel for the 5th largest airline in the world and it probably would not be cost effective with the climate in the airline industry. Merging with another company within reason may help to increase the overall scope of the company if the opportunity to maintain market share was present.The company could streamline its resources and utilize every tool that is accessible to them in order to run a more efficient organization. Global expansion could bring in more tax income with a slight transference in the amount of flights from low producing locations. Step six Best Alternatives The solution to this vast problem within Classic Airlines starts with Upper Management. The management team needs to get on the same page, committed to appurtenance the company in a positive direction and being open minded then good things will follow for the company.The first problem to be addressed begins with the most valuable asset of any company, the employees. The CEO and CFO need to hold a meeting with the CMO to get an idea of why the employee moral is so low and what issues they have with the Labor magnetic north. In doing so, they can form a strategy to allow the opinions of the employees to be heard but having themselves prepared to meet their employees demands and needs within reason. The next step in providing a possible solution is to gather as much data on the customers as possible to get them back to flying with Classic.The Customer Relationship Management system (CRM) needs to have a direct Administrator that is specifically in burster of gathering data about the customers. This breeding plays a major role in exploring the customers needs and wants. The administrator will provide the information to Upper Management so they will be informed of why they are loosing business yearly. Once the information is collected and documented management can strategize on meeting the customers needs.The airline may have to give away a few trips, coupons, provide better seating or more beer on longer flights, nonetheless if the company provides what the customer demands it will surely gain the business that it has lost and probably more than anticipated. Classic Airlines would not exist without its customers or its employees, therefore these problems should be address immediately. According to new research from the University of Missouri (MU), CEOs who pay attention to employees job satisfaction are able to boost both customer satisfaction and increase the number of customers who intend to do repeat business with the company (www. usinessnewsdaily. com 2013). The next problem can be solved by executing the previous solutions which will gain confidence in the marketplace and peak the interest of potential investors to start looking into Classic Airlines once again.Upper Management needs to hold a Shareholders meeting to address the changes that were identified in the two previous solutions and what that has provided for the companys revenue potential. Hold the meeting will show the investors that they are up for the task as Upper Management and provide the investors with the confidence that hey desperately needed in the airline. The CMO, Keith Boyle has a former colleague, Osef Wymann, Marketing Executive of air duct Airlines in Switzerland that can expand the business globally (University of Phoenix 2012). This opportunity can increase the European scope of the company and allow for growth in that arena. Implementing these solutions could increase the total profitability of Classic Airlines and curtail the financial difficulties that the company is currently confronting. Step septenary Gain Approval and SupportThe solutions provided in the previous section would be presented to Upper Management, Employees and Shareholders alike. The company as a whole would be an open concur and all opinions are addressed and heard throughout the process. It is the job of Upper Management to researc h and know the concerns of all contributors to the operation of the company. In any stipulation situation everyone will not agree, however if the collect issues are addressed and met then the ideals, goals and expectations are set and should be fairly easy to implement.Step eight Implement Decision After Upper Management has gained the support of all of its contributors it is now time to implement the solutions. Weekly meetings will be held by all departments of the airline with all employees to reiterate what the goals of the company are moving forward. There will be monthly meetings with mid and upper management to discuss the results of the meetings and gather data on the success and the short comings. The CRM administrator should provide a daily report to the executives of Classic Airlines to insure customer satisfaction.The international venture with Skyway Airlines will be supervised by the CMO selecting a staff and monitoring the successes or failures. Eventually this will be removed as a responsibility of the CMO but because of the relationship he has with the executive of Skyway it would make sense for him to begin the business model. It is imperative that Upper Management address the labor Union and the shareholders to make sure their needs are being met on a quarterly basis. Step Nine Evaluate ResultsIn every facet of Classic Airlines there will be surveys, customer service inquiries, polling, advertisement offering a toll free customer service number, internet contact information for opinions on the customers experience. In every meeting room from the local employees weekly meeting to the quarterly shareholder gala there will be comment cards and surveys. This data will be collected and put into document form so that Upper Management will anticipate aware of there level of success. With all of these provisions in place Classic Airline is sure to overcome its current problems and fly above the competition.