Coping with Stress Essay Example | Topics and Well Written Essays - 250 words

Coping with Stress - Essay Example The major cause of stress in my life is the psychological factor. My aims are always very high and I put in all my efforts to achieve my goal and target. I have always managed to keep up to the expectations of the people and this is the major reason of my stress. The fear of not keeping up to the expectations of other people always keeps me under stress. This stress keeps me under pressure, constant headache, cold, stomach ache, afraid to express myself in front of people; the efficiency of my work is also reduced due to this stress (Lazarus, & Folkman, 1984). A proper strategy must be designed in order to cope up with this stressful condition in order to make myself capable of achieving my goals and aims. First I must make myself realize that nobody can be perfect and that mistakes can be made by everyone. I must try to relax myself through meditation and certain medications so that I can get relieved of the stress. These techniques will certainly get me out of the stressful condition because the best solution of getting relieved from stress is meditation (Lazarus,

Operations and logistics management Essay Example | Topics and Well Written Essays - 500 words

Operations and logistics management - Essay Example This makes the task easier since payments are made online and the registration process is simple and very easy to understand. Since the data is usually fed into the client side computer, the aspect of reaching out to the already registered customers through the database helps the company in spreading its message, getting their point across to the relevant target audiences and so on and so forth. (Cade, 1996) The negative aspects include the manner in which verification still needs to be done through the physical presence of a person, especially at the airport terminal where the online booking is re-confirmed and there have been instances when the travelers have returned due to missing information, all of which cannot be made available online. This is a very cumbersome process for the traveler and he undergoes agony and distress at the hands of the authorities. At other times, visa restrictions and incomplete data has accounted for a number of different problems as well. However this style of service (online booking) has been on the development side and more and more travelers are booking their tickets online, so as to save on fuel and time constraints. This is a busy world where business people have issues dealing with certain problems and hence they find it best to book tickets online and earn rewards as well. (Griffin, 2002) On the flip side, for a newbie traveler this can pose problems since he might encounter different problems at the hands of the online booking form, the agent or the whole service in essence. Hence there could be a number of improvements made within the related circles. For one, they could adopt a more comprehensive cover for the potential customer who is the traveler at the end of the day. They could offer services which are readily available when the customer makes a physical appearance at the travel agent’s office. (Molina, 2001) They can avoid the litigation measures and

The Strategic Group Mapping Model Marketing Essay

The Strategic Group Mapping Model Marketing Essay For the purpose of this report, the industry of choice was the cereal industry. The cereal industry is highly competitive with numerous businesses competing for an increased market share. The cereal industry is influenced by customer spending and customer lifestyle. In recent years, consumer behaviour has altered with customers becoming more health conscious. As a result of this, business within the cereal industry have introduced new products and modified existing products to appeal to health conscious customers. Based on research conduct, the following trends were identified within the cereal industry: Consumer behaviour changes Health conscious customers The main businesses within the cereal industry are Kelloggs, Nestlà ©, Weetabix, Flahavans and Odlums. Breakfast apart from being a necessity for breaking the fast, it is also seen as a social ritual amongst the majority of cultures around the world.  [1]   Three main trends emerge from an analysis of the industry: Acquisitions, Automation and Consolidation. The nature of the cereal industry is oligopoly as there are just a few firms dominating the industry. The key players were identified as Kelloggs, Origin Enterprises (Odlums), Nestle, Weetabix and Finegrove Holdings Ltd. (Flahavans).The breakfast cereal industry can be divided into two categories; hot breakfast cereals and Ready to Eat (RTE). The key drivers to operate in this industry were identified as: Reformulation of nutritional ingredient, Product differentiation, Contracts for raw materials, Economies of Scale and Creative advertising. The industry as a whole has an abundance external macro environment factors which are clearly seen in the PESTLE. Porters five forces identified medium barriers to entry, threat of substitutions and supplier power, but highlighted high buyer power and competitive rivalry. From using strategic mapping it was emphasised that players in the industry modernised /changed their strategies to respond to key trends in the industry. From analysing the five key players in the industry, it is clear that all have similar product diversification, product development (Ansoff growth matrix) Strengths, weaknesses, opportunities and threats(SWOT Framework). Industry Landscape There were three key trends found from the players in the cereal industry. Kelloggs have consolidated 42 business websites into one website in order to give a clearer brand identity and to enhance the customer experience. In relation to automation, these players currently use technological advanced machinery to aid them in production and packaging. Finally in May 2012, 60% of shares from the Weetabix Food Company have been acquired by Chinas Bright Food Group while the remaining 40% is owned by Lion Capital. From these trends, there are issues that affect these players, in terms of market saturation and fluctuating prices for wheat and oats. These are potential threats for this industry as reported by Business Insights which states; cereal products have reached a level of saturation in many Western markets, so adding value and following consumer desires will be key to successful product lines. In order to combat this market saturation, businesses need to research, understand and acknowledge consumers requirements. The fluctuating prices of oats and wheat could affect each business within the cereal industry. The price fluctuations are a result of difficulties experienced during the growing seasonal period. Rising prices due to increasing costs for logistics and ingredients are primarily going to affect the breakfast cereal industry and its key players in the future. Cereal products could be sourced globally; however, there is a decline in international cereal production due to weather conditions  [2]  . If this continues, it could lead to cereal prices escalating and increases being passed down the distribution channel. There is increasing pressure for new product development amongst the industries key players. This could potentially increase market share and enhance revenue for the niche players such as Flahavans and Odlums, while allowing market leaders such as Kelloggs the opportunity to prevent smaller businesses from obtaining market growth. There is an increase in health conscious customers and in the future, this may define the product lines produced by the key players. From the acquisition of Weetabix, Bright Food Group has vowed to globally expand the Weetabix business by entering the growing breakfast cereal market within Asia. Changes to food consumption patterns within Asia have resulted in businesses entering Asian regions and selling food and beverages to consumers. Nationally, the cereal industry is worth à ¢Ã¢â‚¬Å¡Ã‚ ¬200 million per year with a profit between 40 45%. In relation to the current market position of these players, Kelloggs would be classed as the leader due to a 44% market share. With Nestle and Weetabix as the market followers, these businesses have a sizeable market share and remain competitive within this industry. The niche players, Flahavans and Odlums, are not as profitable as competitors, particularly Odlums who do not provide an extensive range of products. Competitive rivalries could arise between these industry players, as all competitors have similar products aiming at similar target markets. The threat of substitutes is also an issue for these players; as there is a rise in own brand products, such as Dunnes Stores and Tesco. These products are being introduced into the market due to the changing consumer spending habits. As this industry could be seen as oligopolistic, the power over suppliers and buyer could potentially increase, however for the niche players, the competition could intensify. Generally the cereal industry targets family oriented markets. In relation to Kelloggs and Nestle, they could be seen to target children, as these players introduce characters to their brands in order for the children to be attracted to these products. Weetabix, Flahavans and Odlums target mature audiences which can be seen to be under the family orientated market. For each key player, they must hold competitive advantage in order to sustain the market. The threshold resources that any player should have to operate within this industry include; finance, customer loyalty, brand awareness and a wide product range. Unique resources, such as Flahavans and Odlums, are particularly focused on the Irish aspects of the product. This involves the methods of producing the product and jobs that are created within the country. Irish consumers are value driven, however Irish products are important to these consumers. In previous years, Kelloggss held a very dominant position within the industry, however this has changed substantially as more competitors have entered the market and have impacted the profit obtained by Kelloggs. In 2010, there was a net income rise of Kelloggss, which has since fallen from $1.2 billion to $961 million and emphasises a dramatic decrease. In 2012, the share price of the business was volatile as it declined to $46.33 in July, however increased to an acceptable price of approximately $60 in December. The size of Kelloggs reduces the threat of a takeover occurring and exiting the market would not be foreseeable for Kelloggs. Kelloggs use of Corporate Social Responsibility (CSR) is at the forefront when communicating with customers. This is highly evident in Give a child a breakfast campaign launched in October 2011 as this campaign highlighted the benefits of children eating breakfast. By highlighting this campaign, it improved the public perception of the company. Financial reports released for 2012, illustrated that the Nestle group as a whole had a successful financial year. It shows an increase in profit for the year by $1.8 billion. The cereal range of the business is represented in this figure which displays a positive financial performance for Nestle. Previously, Nestle has experienced a negative public image; Nestlà © attempts to divert criticism of its baby food marketing activities  [3]  . Nestle continuously attempt to improve their CSR identity within the eyes of the public. Bright Food Group generated revenues of approximately  £7.5 billion last year which indicates it has a large resource base to expand the Weetabix brand into more foreign markets. The acquisition of Weetabix would indicate that there is a high demand for cereal products globally as well as within its existing markets. The Weetabix brand has a long association with the British and Irish markets and has successfully reflected a positive brand image. However, the recent acquisition could have a positive and negative impact as it could be viewed as the loss of another indigenous company to a foreign multinational and may dilute the brand value. As Flahavans is a privately owned family operated business and similar to Weetabix, is not listed on any stock exchange. Flahavans is an established brand and retains the majority of the market share in relation to hot cereal breakfast in Ireland. This brand has a positive image among Irish customers and assisted the expansion into markets such as the UK and US. Flahavans is associated with Bord Bia and outlines the nutritional value of eating porridge as part of a healthy balanced diet. As the business is proud of its heritage and is a small player within the industry, the possibility of an acquisition may be unattractive to an established player. Odlums is part of the Origin Enterprise Group, which is listed on the Irish Stock Exchange and experienced an increased share price within the last year. The Odlums brand is well known within Ireland, primarily for their baking products. It could be perceived that the public have less recognition for the porridge range. The brand image is viewed positively and is also associated with Bord Bia. Within the cereal industry, there are certain aspects which could affect key players in the future. In terms of Kelloggs, they have primarily grown through merger and acquisitions. If all the key players follow this trend and grow like Kelloggs, they could possibly maintain market share growth. Further brand building of key players, could allow for growth in new divisions, for example Weetabix introducing a new range of biscuits. The majority of dominating businesses have a strong portfolio of products with great brand identity amongst its market share. If the key players continue to invest and grow their brand portfolio, it would be expected to have a positive long-term effect on those businesses. There is a possibility of a new pecking order in terms of the hot breakfast cereal market segment. At present, Flahavans is the market leader in this category. However, Kelloggs have developed a product, Kelloggs Corn Flake Porridge  [4]  , to compete against Flahavans porridge. This product has not been launched in Ireland, but could potentially dominate the market in the future. Currently, the key players are extending the life of their consumer recognisable products rather than removing them from the market place.  [5]  Customers would be willing to purchase familiar products and be more inclined to purchase new products launched by a trusted brand. The key players have adopted an extension strategy of their products. From analysis of the Ansoff Matrix  [6]  on the key players, it was evident that they had the same strategy which included the retention of existing customers and attraction of new customers by means of product development and product diversification. The key players are currently adopting marketing strategies to ensure that their brands are in the evoked set of their target markets while going through the decision making process and the customer chooses their product. HRM Strategies Nestles mergers and acquisitions provides the business with a wider selection of employees which can be used strategically to further develop the companys competitive advantage. However, this method may not be feasible as employees may feel their opinions to be underappreciated and lack participation with front line decisions. In the case of Weetabix, their use of motivational goals drives their use of HRM, which furthers their competitive advantage by providing a recognised and admirable work environment, which could be then used strategically to attract additional talented candidates. In comparison to its competitors, Flavaghans is a considerably smaller company, mainly because of its family ethos. These sorts of companies generally limit new additions of staffing in order to reduce costs. However with the utilisation of their flat hierarchy which enables all departments to work together closely, this allows for a competitive advantage, which does not directly affect necessary recruitment and selection. In a sense Flavaghans has used their limit of recruiting for a more quality staffing experience which then follows through to competitive advantage. Odlums have used their HRM strategies competitively in order to gain talented managerial staff in the company. This can be seen in their quality staff members, who have all had quality previous employment and education. This is a clear competitive advantage for odlums, and has formed them as an elite group of staff. Kelloggs, although they use extensive research and development which effectively provides solid results and provides a clear competitive advantage. It has been recognised that although management positions are favourable, their staff motivation and drives are low, therefore we can indicate that HRM strategies are not of concern to Kelloggs.  · Are the Strategic HRM policies of the key players in alignment with its overall strategy? In essence Nestles vision of good food, good life is very much in alligment with its strategic HRM policies. Through the use of mergers and acquistions, Nestle has managed to collect different types of talent, in order to provide quality behind its overall strategy of good life, good food in its product. External Environmental Analysis Strategic Group Mapping Model Strategic Group Mapping Analysis Nestle is identified with having a high variety of products coupled with a high average price of à ¢Ã¢â‚¬Å¡Ã‚ ¬3.53per 500g Kelloggs is on par with Nestle however Kelloggs have a larger variety of products and slightly higher average price of à ¢Ã¢â‚¬Å¡Ã‚ ¬ 3.54per 500g. Both breakfast cereal companies are positioned as having a large variety of products with a high retail price targeting the same market segments. Kelloggs target families with products such as cornflakes, rice crispies , frosties , all bran, crunchy nut and coco pops as well as the health conscious adult woman with their special k range  [7]  . Nestle target families with products such as nestle cornflakes, cheerios. Target kids and teens with nesquick, cookie crisp,cocoa puffs products and their adult with their fitness range.  [8]   Weetabix is more differentiated from Nestle and Kelloggs. Weetabix primarily targets the health conscience consumer market segment whereas Nestle and Kelloggs target a proportion of that segment. Weetabix is identified with having a low variety of products combined with a high average price à ¢Ã¢â‚¬Å¡Ã‚ ¬3.49per 500g. Weetabix is a market leader with a 12% market share  [9]  (just behind Kellogg which leads brand sales with a 42% value share)  [10]   Flahavans is a market leader in the hot breakfast market segment with a 65% share of the hot breakfast cereal market  [11]  and a 7 % share of the overall breakfast market  [12]  .they have undertaken a hybrid strategy since 2008 by extending their product range and making their product more convenient to the consumer i.e quick oats. flahavans is identified with having a low variety of products (i.e hot oats) coupled with a low average price à ¢Ã¢â‚¬Å¡Ã‚ ¬1.25 per 500g.flahavans solely targets the health conscience individual/families. Odlums holds a relatively small proportion of the hot breakfast cereal market and is identified with having a low variety of products combined with a low average price of à ¢Ã¢â‚¬Å¡Ã‚ ¬1.15 per 500g. Kelloggs and Nestle are the most expensive of the companies, their higher price is justified by their larger variety of product offered. Weetabix, Flahavans and Odlums are the least expensive of the companies with is due to their low product range however their prices may increase in the further due to the perceived customer benefits of their products. Internal Strategic Capability Analysis Kelloggs Company Background The Kelloggs Company was established in 1906 by W.K. Kellogg. By continuing to use the same technique in producing the product since this time, the Kelloggs brand has grown successfully over the last 100 years with products reaching 180 countries worldwide. Kelloggs primarily produce breakfast cereal products, along with toaster pastries and snacks, such as, cereal bars and winders. In 1922, the Kelloggs company arrived in Ireland with products being sold throughout the country. As Kelloggs now is the leading brand in the breakfast cereal industry in Ireland and the UK, the business was one of the first to introduce nutritional labelling on their packaging, back in the 1930s. With their successful launch in the 1950s of the cereal products Frosties and Special K, in the 1980s new products, such as Crunchy Nut Corn Flakes, was launched into the Irish market. The W.K. Kellogg Institute for Food and Nutrition Research was opened in 1997. This is where the engineers, nutritionists and food scientists would investigate the quality of the produce used. This facility also catered for the alternation in the reduction of salt used in breakfast cereals in 2010, along with vitamin D been added for children in 2011. The Kelloggs Company have various locations worldwide including North America, Europe Middle East, Asia, Africa, Oceania and Latin South America. The Headquarters for Kelloggs is located in Michigan. Kelloggs Cultural Web Model Kelloggs Ansoff Product / Market Growth Matrix Market Penetration By utilising this strategy, this would benefit Kelloggs in terms of continuing to remain competitive within the market and stabilising their position as a market leader within Ireland and UK. Over the years Kelloggs have dramatically increased their product range to cater for a wider customer base. Kelloggs provides cereals for children and adults to accommodate for their different lifestyle requirements. By continuing to penetration this market at a relatively low risk for the business, Kelloggs would need to implement a strategy in order to maintain their market share by using their existing products while retaining their current customers. This strategy would need to be developed by increasing brand awareness of their products, for example charity events or competitions, in order to remind customer their products. Product re-launch could be another penetration for Kelloggs in terms of retaining their existing customers. Through customer involvement and push marketing strategies, these methods could help Kelloggs to secure their market share or have the possibility of increasing their customer base. New Products and Services As the cereal industry is a competitive market and developing the ability to be distinctive from the existing competitors could be a challenge for Kelloggs. In order to increase the customer base, Kelloggs developed products in the areas if toaster pastries and snacks. These developments allowed the business to explore new products while retaining their existing customers. Market development Market development is an important aspect for Kelloggs to grow within the cereal market. Currently Kelloggs offer a porridge product which is available in South Africa however are not obtainable within Ireland and the UK. Gluten free products from the US are also not available within these countries. These products could have a dramatic effect if Kelloggs introduced these products into the Irish and UK market, as it could heighten the competition amongst competitors and attract new customers to their products. Conglomerate Diversification In order for Kelloggs to diversify into an unrelated market would be a difficult challenge for the business. A market that Kelloggs have diversified into is the snack food market. This is evident from the acquisition of Pringles in early 2012. This market could be seen to be difficult to operate as it does not relate to the cereal industry and the business may not have the necessary knowledge of the snack food industry. Nestle Nestle Company Background Nestle was founded in 1866. As the company began to grow, it merged with another established company, Anglo-Swiss Condensed Milk Company in 1905. From this merger, Nestle acquired Rowntrees of York in 1988. Within Ireland and UK, Nestle is one of the key players in the food industry with 19 locations employing over 7000 staff. Nestle is also one of the key exporters for these two countries, with exporting products over  £300 million worth to 50 countries worldwide every year. With the mergers and acquisitions previously mentioned, this gave Nestle the ability to diversify their product portfolio to cater to a wider target audience. Nestle Ireland and UK expanded to sister companies such as Nestle Professional, Nestle Waters, Nestle Nutrition, Nestle Purina Petcare, Lactalis Nestle Chilled Dairy Company Ltd, Cereal Partners UK, Nespresso and Jenny Craig. With these sister companies, Nestle was able to produce popular brands such as, breakfast cereals Shreddies and Cheerios, Go Cat pet food, Nescafe, Kit Kat and beverages Nestle water and Nesquik. Nestle have Headquarters in Ireland and UK, with their factories primarily in the UK. Globally, Nestle are located in Africa, Oceania, Europe, and Asia and North and South America. Nestle Cultural Web Model Nestle Cultural Web Analysis Paradigm Nestles ethos Good food, good life is a clear indicator of where nestles drive originates. This can be clearly defined as Nestles collective experience which is applied to situations in order to make sense of strategy. For example nestles acquisition of Alcon Laboratories Inc. provided an increase of food technology competencies behind their foods thus confirming their initial ethos of good food, good life. Stories: Nestlà ©s is regarded as the largest food business company in the world; this has been experienced through the use of mergers and acquisitions and primary food nutrition values. Nestle acquired Crosse Blackwell in 1950 and Rowntree Mackintosh in 1988 to name a few. It operates in 86 countries and is the largest shareholder of LOreal. It has also been ranked at 1 in the fortune global 500. However, Nestle cereals received bad press in 2011, with the accusations of incorrect nutritional information on their cereal products. This apposed their believes of nutritional value in good food. Symbols: Nestle is a Swiss made multinational country which strives in power and direction. It is a professional company, which has used mergers and acquisitions to its advantage in its early years and continues in this fashion today. Nestle receives great admiration publicly. Power: Nestles power structure is very hierarchical, many field employees feel like progression is limited and not balanced for all employees. However when we consider their previous paths to this power (mergers and acquisitions) we can interpret their power drive as continuous and dedicated. Also another interesting fact is that Nestle is primarily a Male dominated organisation, which creates the concerns of the glass ceiling effect for women, which can be regarded as discouraging and an imbalance on gender equality. Organisational structure: Nestles Organisational structure is revolved around innovation and expansion. Innovation through their ethos of good food, good life, this can also be seen in their portfolio of innovating products such as baby formula and instant coffee. Their constant collaboration makes their company quiet segmented, however this approach has proven to be successful. In addition to this organisational structure, employees felt that quick decision making is not a competency of Nestles senior managers. This could potentially bring up the issue of potential lose in employee involvement, which can in most circumstances be valuable. Control systems: Nestle offer attractive pension plans in order to control employee systems. This is a lot more attractive for long term employees who are in the office. However, a majority of employees expressed that there is no work life balance plans to keep employees motivated and balanced in home and work activities. In contrast to their attractive pension plans, it can be assumed that Nestle is clearly monitory focused with employees. In addition we found that Nestle do not micro manage their employees, although this is more enjoyable for the employee, it can be interpreted that nestle need to grasp control systems in order to keep employee focus in activities. Routines Rituals: On a day to day basis, Nestle offer flexible working schedules for their staff. This communicates a laid back working environment, however due such hierarchical stances, strategy and direction is driven from headquarters. This tells us that on field employees are not driven on performance, as that type of belief is left to the senior managers in the company. It can be widely assumed of how advantageous it is for all employees to have access to Nestlà ©s international training centre in Switzerland. This can be seen as a prestigious opportunity for all Nestles employees to excel in. Creating Shared Value and meeting our commitments is Nestlà ©s view on expansion into different countries and reaching further customer segments globally. Nestle Ansoff Product / Market Growth Matrix Market Penetration: Like all cereal brands, Nestle is no different in wanting to expand further within markets such as the UK and Ireland. In order to do this they face a major obstacle in that they are the second largest behind Kelloggs who have a 45% market share of the breakfast cereal market. However, as revealed late last year, the company is looking to expand its brand further within the region of Northern Ireland and in order to help achieve its objectives they have enlisted the services of GM marketing to help expand the brand through the use of online technologies and refined marketing strategies. The first phase within the marketing strategy will see the core brands used to help identify the Nestle brand as well as using pre priced cereal boxes which may be cheaper or the same price as their competitors. Even though this is a low risk strategy the level of success of such a strategy can also be miniscule. If this strategy vastly increases the market share of Nestle it will have an impact on the market share of their competitors but at the same time it may not increase the market share of Nestle sufficiently to have a major impact on their competitors. It may take a considerable amount of time and may cause an impact within other areas that Nestle focus time and resources on. This strategy should be taken with a prudent approach in mind so as not to harm other categories that Nestle positions its brand. New Product Services: Research and development is an integral part within the Nestle company as they look to introduce product development within all of the categories that it positions its brand. This is clearly evident within the company as they employ 4,500 people globally within its RD departments as well as using external research provided by scientists, doctors who work within world renowned universities. This aspect of building bridges externally allows the company to further innovate within the area such of nutritional and healthy foods as well as numerous other categories. A core belief that exists within the Nestle group is to think global act local. When looking for new ways in which to introduce new products within existing markets they place the customer at the core of the product. This is recognisable in the way that they cater to various customer groups with breakfast cereal brands such as Nestle Multi Grain Cheerios focusing on all members of the family, Nesquik for teenagers and children and Nestle Fitness for people who place a high importance on keeping in shape. Nutrition is a vital element within the Nestle core beliefs and values but they also put a lot of effort into ensuring that good quality taste is never sacrificed in the cereals that they provide. Product development is a strategy that Nestle have continuously looked to improve upon since it identified that nutrition, health and wellness was to be the core strategy that it developed its products upon. Although it is a costly strategy the financial benefits on a global scale seem to outweigh the costs for Nestle. Market Development: Organisations would ideally like to operate as if the world were one large market, ignoring superficial regional and national differences but still making sure that marketing activities fit to the practices and cultural characteristics of genuinely different markets (Lee and Carter, 2008) The Nestle brand is recognised on a global scale and has a vast portfolio as it does not primarily focus on cereals which can be identified due to its large divergence into similar but also unrelated areas such as baby food, chocolate bars, beverages and many other various categories. However, they do not focus each of these categories on a global scale as not all of their products would be successful within each of the segmented markets. Even though each of the categories are not launched on a global scale it does not mean that they would not be successful within different markets as alterations could be made in relation to; How the product is packaged and designed The type of market

Life After Brain Injuries Essay -- Biology Essays Research Papers

Life After Brain Injuries: Are We Still the Same People? During the summer of my junior year, a friend of mine, we will call her "Jen", got into a horrible car accident. Apparently sitting in the middle of the backseat, only strapped in with a lap belt, my friend hit her head on the side window, smashing the window upon impact. After 3 weeks of being in a coma, my friend eventually recovered. Even though she was deemed "physically" healed, my friend was truly never the same. Not only had her demeanor and interests changed, but also it seemed as if she had become a completely different person after her accident. I thought it very sad at the time, because the friends who had been close to her before were no longer close. I did not understand what they meant when they said that she had become a different person. Certainly, I realized that she had changed, but I could not fathom that she was now so different that they could no longer treat her like the old "Jen". I believed that this new "Jen" was still the same person as before-that the inner soul with which they had become friends had never and, indeed, could never change. However, after reading Descartes' Error: Emotion, Reason, and the Human Brain, by Antonio R. Damasio, I regret the harsh judgments I made about "Jen's" friends. Dealing with someone who has suffered from a tremendous change in personality is not as easy as one would expect. Descartes, a famous philosopher, once made the statement, "Cogito ergo sum" (6). Like, Descartes, I previously believed that a separation between the mind and one's body existed. I believed that the mind of an individual was his or her soul and that the brain and body were just the machinery used to share that soul with the outside worl... ...rror, New York: Avon Books, Inc., 1994, a great book with much about Phineas Gage and other Brain injury victims 6) Rene Descartes, Discourse on Method and Meditations on First Philosophy, Indianapolis, Indiana: Hackett Publishing Co., Inc., 1998, can't read one without the other! 7)Athiest Site, a site dedicated to atheism that explores some of the questions this paper raises http://serendip.brynmawr.edu/bb/neuro/neuro02/web2/www.abarnett.demon.co.uk/atheism/brain.html 8)American University, a site outlining the neurospychology of emotion http://serendip.brynmawr.edu/bb/neuro/neuro02/web2/www.american.edu/bfantie/teaching/neuropsych/fundamentals/lectures/emotion.html 9)University of Northern Iowa, a site dedicated to the effects of different injuries to the brain http://serendip.brynmawr.edu/bb/neuro/neuro02/web2/www.uni.edu/walsh/front.html

Foundation and Empire 20. Conspirator

The mayor's palace – what was once the mayor's palace – was a looming smudge in the darkness. The city was quiet under its conquest and curfew, and the hazy milk of the great Galactic Lens, with here and there a lonely star, dominated the sky of the Foundation. In three centuries the Foundation had grown from a private project of a small group of scientists to a tentacular trade empire sprawling deep into the Galaxy and half a year had flung it from its heights to the status of another conquered province. Captain Han Pritcher refused to grasp that. The city's sullen nighttime quiet, the darkened palace, intruder-occupied, were symbolic enough, but Captain Han Pritcher, just within the outer gate of the palace, with the tiny nuclear bomb under his tongue, refused to understand. A shape drifted closer – the captain bent his head. The whisper came deathly low, â€Å"The alarm system is as it always was, captain. Proceed! It will register nothing.† Softly, the captain ducked through the low archway, and down the fountain-lined path to what had been Indbur's garden. Four months ago had been the day in the Time Vault, the fullness of which his memory balked at. Singly and separately the impressions would come back, unwelcome, mostly at night. Old Seldon speaking his benevolent words that were so shatteringly wrong – the jumbled confusion – Indbur, with his mayoral costume incongruously bright about his pinched, unconscious face – the frightened crowds gathering quickly, waiting noiselessly for the inevitable word of surrender – the young man, Toran, disappearing out of a side door with the Mule's clown dangling over his shoulder. And himself, somehow out of it all afterward, with his car unworkable. Shouldering his way along and through the leaderless mob that was already leaving the city – destination unknown. Making blindly for the various rat holes which were – which had once been – the headquarters for a democratic underground that for eighty years had been failing and dwindling. And the rat holes were empty. The next day, black alien ships were momentarily visible in the sky, sinking gently into the clustered buildings of the nearby city. Captain Han Pritcher felt an accumulation of helplessness and despair drown him. He started his travels in earnest. In thirty days he had covered nearly two hundred miles on foot, changed to the clothing of a worker in the hydroponic factories whose body he found newly-dead by the side of the road, grown a fierce beard of russet intensity And found what was left of the underground. The city was Newton, the district a residential one of one-time elegance slowly edging towards squalor, the house an undistinguished member of a row, and the man a small-eyed, big-boned whose knotted fists bulged through his pockets and whose wiry body remained unbudgingly in the narrow door opening. The captain mumbled, â€Å"I come from Miran.† The man returned the gambit, grimly. â€Å"Miran is early this year.† The captain said, â€Å"No earlier than last year.† But the man did not step aside. He said, â€Å"Who are you?† â€Å"Aren't you Fox?† â€Å"Do you always answer by asking?† The captain took an imperceptibly longer breath, and then said calmly, â€Å"I am Han Pritcher, Captain of the Fleet, and member of the Democratic Underground Party. Will you let me in?† The Fox stepped aside. He said, â€Å"My real name is Orum Palley.† He held out his hand. The captain took it. The room was well-kept, but not lavish. In one comer stood a decorative book-film projector, which to the captain's military eyes might easily have been a camouflaged blaster of respectable caliber. The projecting lens covered the doorway, and such could be remotely controlled. The Fox followed his bearded guest's eyes, and smiled tightly. He said, â€Å"Yes! But only in the days of Indbur and his lackey-hearted vampires. It wouldn't do much against the Mule, eh? Nothing would help against the Mule. Are you hungry?† The captain's jaw muscles tightened beneath his beard, and he nodded. â€Å"It'll take a minute if you don't mind waiting.† The Fox removed cans from a cupboard and placed two before Captain Pritcher. â€Å"Keep your finger on it, and break them when they're hot enough. My heat-control unit's out of whack. Things like that remind you there's a war on – or was on, eh?† His quick words had a jovial content, but were said in anything but a jovial tone – and his eyes were coldly thoughtful. He sat down opposite the captain and said, â€Å"There'll be nothing but a burn-spot left where you're sitting, if there's anything about you I don't like. Know that?† The captain did not answer. The cans before him opened at a pressure. The Fox said, shortly, â€Å"Stew! Sorry, but the food situation is short.† â€Å"I know,† said the captain. He ate quickly; not looking up. The Fox said, â€Å"I once saw you. I'm trying to remember, and the beard is definitely out of the picture.† â€Å"I haven't shaved in thirty days.† Then, fiercely, â€Å"What do you want? I had the correct passwords. I have identification.† The other waved a hand, â€Å"Oh, I'll grant you're Pritcher all right. But there are plenty who have the passwords, and the identifications, and the identities – who are with the Mule. Ever hear of Levvaw, eh?† â€Å"Yes.† â€Å"He's with the Mule.† â€Å"What? He-â€Å" â€Å"Yes. He was the man they called ‘No Surrender.'† The Fox's lips made laughing motions, with neither sound nor humor. â€Å"Then there's Willig. With the Mule! Garre and Noth. With the Mule! Why not Pritcher as well, eh? How would I know?† The captain merely shook his head. â€Å"But it doesn't matter,† said the Fox, softly. â€Å"They must have my name, if Noth has gone over – so if you're legitimate, you're in more new danger than I am over our acquaintanceship.† The captain had finished eating. He leaned back, â€Å"If you have no organization here, where can I find one? The Foundation may have surrendered, but I haven't.† â€Å"So! You can't wander forever, captain. Men of the Foundation must have travel permits to move from town to town these days. You know that? Also identity cards. You have one? Also, all officers of the old Navy have been requested to report to the nearest occupation headquarters. That's you, eh?† â€Å"Yes.† The captain's voice was hard. â€Å"Do you think I run through fear. I was on Kalgan not long after its fall to the Mule. Within a month, not one of the old warlord's officers was at large, because they were the natural military leaders of any revolt. It's always been the underground's knowledge that no revolution can be successful without the control of at least part of the Navy. The Mule evidently knows it, too.† The Fox nodded thoughtfully, â€Å"Logical enough. The Mule is thorough.† â€Å"I discarded the uniform as soon as I could. I grew the beard. Afterwards there may be a chance that others have taken the same action.† â€Å"Are you married?† â€Å"My wife is dead. I have no children. â€Å"You're hostage-immune, then.† â€Å"Yes.† â€Å"You want my advice?† â€Å"If you have any.† A don't know what the Mule's policy is or what he intends, but skilled workers have not been harmed so far. Pay rates have gone up. Production of all sorts of nuclear weapons is booming.† â€Å"Yes? Sounds like a continuing offensive.† â€Å"I don't know. The Mule's a subtle son of a drab, and he may merely be soothing the workers into submission. If Seldon couldn't figure him out with all his psychohistory, I'm not going to try. But you're wearing work clothes. That suggests something, eh?† â€Å"I'm not a skilled worker.† â€Å"You've had a military course in nucleics, haven't you?† â€Å"Certainly.† â€Å"That's enough. The Nuclear-Field Bearings, Inc., is located here in town. Tell them you've had experience. The stinkers who used to run the factory for Indbur are still running it – for the Mule. They won't ask questions, as long as they need more workers to make their fat hunk. They'll give you an identity card and you can apply for a room in the Corporation's housing district. You might start now.† In that manner, Captain Han Pritcher of the National Fleet became Shield-man Lo Moro of the 45 Shop of Nuclear-Field Bearings, Inc. And from an Intelligence agent, he descended the social scale to â€Å"conspirator†- a calling which led him months later to what had been Indbur's private garden, In the garden, Captain Pritcher consulted the radometer in the palm of his hand. The inner warning field was still in operation, and he waited. Half an hour remained to the life of the nuclear bomb in his mouth. He rolled it gingerly with his tongue. The radometer died into an ominous darkness and the captain advanced quickly. So far, matters had progressed well. He reflected objectively that the life of the nuclear bomb was his as well; that its death was his death – and the Mule's death. And the grand climacteric of a four-month's private war would be reached; a war that had passed from flight through a Newton factory For two months, Captain Pritcher wore leaden aprons and heavy face shields, till all things military had been frictioned off his outer bearing. He was a laborer, who collected his pay, spent his evenings in town, and never discussed politics. For two months, he did not see the Fox. And then, one day, a man stumbled past his bench, and there was a scrap of paper in his pocket. The word â€Å"Fox† was on it. He tossed it into the nuclear chamber, where it vanished in a sightless puff, sending the energy output up a millimicrovolt – and turned back to his work. That night he was at the Fox's home, and took a hand in a game of cards with two other men he knew by reputation and one by name and face. Over the cards and the passing and repassing tokens, they spoke. The captain said, â€Å"It's a fundamental error. You live in the exploded past. For eighty years our organization has been waiting for the correct historical moment. We've been blinded by Seldon's psychohistory, one of the first propositions of which is that the individual does not count, does not make history, and that complex social and economic factors override him, make a puppet out of him.† He adjusted his cards carefully, appraised their value and said, as he put out a token. â€Å"Why not kill the Mule?† â€Å"Well, now, and what good would that do?† demanded the man at his left, fiercely. â€Å"You see,† said the captain, discarding two cards, â€Å"that's the attitude. What is one man – out of quadrillions. The Galaxy won't stop rotating because one man dies. But the Mule is not a man, he is a mutant. Already, he had upset Seldon's plan, and if you'll stop to analyze the implications, it means that he – one man – one mutant – upset all of Seldon's psychohistory. If he had never lived, the Foundation would not have fallen. If he ceased living, it would not remain fallen. â€Å"Come, the democrats have fought the mayors and the traders for eighty years by connivery. Let's try assassination.† â€Å"How?† interposed the Fox, with cold common sense. The captain said, slowly, â€Å"I've spent three months of thought on that with no solution. I came here and had it in five minutes.† He glanced briefly at the man whose broad, pink melon of a face smiled from the place at his right. â€Å"You were once Mayor Indbur's chamberlain. I did not know you were of the underground,† â€Å"Nor I, that you were.† â€Å"Well, then, in your capacity as chamberlain you periodically checked the working of the alarm system of the palace.† â€Å"I did.† â€Å"And the Mule occupies the palace now.† â€Å"So it has been announced – though he is a modest conqueror who makes no speeches, proclamations nor public appearances of any sort.† â€Å"That's an old story, and affects nothing. You, my ex-chamberlain, are all we need.† The cards were shown and the Fox collected the stakes. Slowly, he dealt a new hand. The man who had once been chamberlain picked up his cards, singly. â€Å"Sorry, captain. I checked the alarm system, but it was routine. I know nothing about it.† â€Å"I expected that, but your mind carries an eidetic memory of the controls if it can be probed deeply enough – with a psychic probe.† The chamberlain's ruddy face paled suddenly and sagged. The cards in his hand crumpled under sudden fist-pressure, â€Å"A psychic probe?† â€Å"You needn't worry,† said the captain, sharply. â€Å"I know how to use one. It will not harm you past a few days' weakness. And if it did, it is the chance you take and the price you pay. There are some among us, no doubt, who from the controls of the alarm could determine the wavelength combinations. There are some among us who could manufacture a small bomb under time-control and I myself will carry it to the Mule.† The men gathered over the table. The captain announced, â€Å"On a given evening, a riot will start in Terminus City in the neighborhood of the palace. No real fighting. Disturbance – then flight. As long as the palace guard is attracted†¦ or, at the very least, distracted-â€Å" From that day for a month the preparations went on, and Captain Han Pritcher of the National Fleet having become conspirator descended further in the social scale and became an â€Å"assassin.† Captain Pritcher, assassin, was in the palace itself, and found himself grimly pleased with his psychology. A thorough alarm system outside meant few guards within. In this case, it meant none at all. The floor plan was clear in his mind. He was a blob moving noiselessly up the well-carpeted ramp. At its head, he flattened against the wall and waited. The small closed door of a private room was before him. Behind that door must be the mutant who had beaten the unbeatable. He was early – the bomb had ten minutes of life in it. Five of these passed, and still in all the world there was no sound. The Mule had five minutes to live – So had Captain Pritcher- He stepped forward on sudden impulse. The plot could no longer fail. When the bomb went, the palace would go with it – all the palace. A door between – ten yards between – was nothing. But he wanted to see the Mule as they died together. In a last, insolent gesture, he thundered upon the door. And it opened and let out the blinding light. Captain Pritcher staggered, then caught himself. The solemn man, standing in the center of the small room before a suspended fish bowl, looked up mildly. His uniform was a somber black, and as he tapped the bowl in an absent gesture, it bobbed quickly and the feather-finned, orange and vermilion fish within darted wildly. He said, â€Å"Come in, captain!† To the captain's quivering tongue the little metal globe beneath was swelling ominously – a physical impossibility, the captain knew. But it was in its last minute of life. The uniformed man said, â€Å"You had better spit out the foolish pellet and free yourself for speech. It won't blast.† The minute passed and with a slow, sodden motion the captain bent his head and dropped the silvery globe into his palm. With a furious force it was flung against the wall. It rebounded with a tiny, sharp clangor, gleaming harmlessly as it flew. The uniformed man shrugged. â€Å"So much for that, then. It would have done you no good in any case, captain. I am not the Mule. You will have to be satisfied with his viceroy.† â€Å"How did you know?† muttered the captain, thickly. â€Å"Blame it on an efficient counter-espionage system. I can name every member of your little gang, every step of their planning-â€Å" â€Å"And you let it go this far?† â€Å"Why not? It has been one of my great purposes here to find you and some others. Particularly you. I might have had you some months ago, while you were still a worker at the Newton Bearings Works, but this is much better. If you hadn't suggested the main outlines of the plot yourself, one of my own men would have advanced something of much the same sort for you. The result is quite dramatic, and rather grimly humorous.† The captain's eyes were hard. â€Å"I find it so, too. Is it all over now?† â€Å"Just begun. Come, captain, sit down. Let us leave heroics for the fools who are impressed by it. Captain, you are a capable man. According to the information I have, you were the first on the Foundation to recognize the power of the Mule. Since then you have interested yourself, rather daringly, in the Mule's early life. You have been one of those who carried off his clown, who, incidentally, has not yet been found, and for which there will yet be full payment. Naturally, your ability is recognized and the Mule is not of those who fear the ability of his enemies as long as he can convert it into the ability of a new friend.† â€Å"Is that what you're hedging up to? Oh, no!† â€Å"Oh, yes! It was the purpose of tonight's comedy. You are an intelligent man, yet your little conspiracies against die Mule fail humorously. You can scarcely dignify it with the name of conspiracy. Is it part of your military training to waste ships in hopeless actions?† â€Å"One must first admit them to be hopeless.† â€Å"One will,† the viceroy assured him, gently. â€Å"The Mule has conquered the Foundation, It is rapidly being turned into an arsenal for accomplishment of his greater aims.† â€Å"What greater aims?† â€Å"The conquest of the entire Galaxy. The reunion of all the tom worlds into a new Empire. The fulfillment, you dull-witted patriot, of your own Seldon's dream seven hundred years before he hoped to see it. And in the fulfillment, you can help us.† â€Å"I can, undoubtedly. But I won't, undoubtedly.† â€Å"I understand,† reasoned the viceroy, â€Å"that only three of the Independent Trading Worlds yet resist. They will not last much longer. It will be the last of all Foundation forces. You still hold out.† â€Å"Yes.† â€Å"Yet you won't. A voluntary recruit is the, most efficient. But the other kind will do. Unfortunately, the Mule is absent. He leads the fight, as always, against the resisting Traders. But he is in continual contact with us. You will not have to wait long.† â€Å"For what?† â€Å"For your conversion. â€Å"The Mule,† said the captain, frigidly, â€Å"will find that beyond his ability.† â€Å"But he won't. I was not beyond it. You don't recognize me? Come, you were on Kalgan, so you have seen me. I wore a monocle, a fur-lined scarlet robe, a high-crowned hat-â€Å" The captain stiffened in dismay. â€Å"You were the warlord of Kalgan.† â€Å"Yes. And now I am the loyal viceroy of the Mule. You see, he is persuasive.†

Cross Cultural Training Essay

Globalization of business has led to cross border flows of physical, financial and human resources. It has resulted in both a large number of people working abroad, as well as an increasingly multi cultural domestic work environment. To face the ever growing competition, organizations are expanding their businesses, outsourcing and even establishing offices overseas. Organizations are not only searching the world for opportunities to sell or source but also to find intellectual capital- the world’s best talent and ideas. This brings new employees of different origin, language and national culture thus adding complexities to the culture of domestic organizations. Effective use of cross cultural teams can provide a source of experience and innovative thinking to enhance the competitive position of organizations. However, cultural differences often lead to misunderstandings, frustrations, cultural shock etc. These have to be tackled effectively if the benefits of a diverse and talented workforce are to be realized. Another dynamic factor that brings about a cultural change within organizations is cross border acquisitions. Many domestic companies are entering foreign markets and signing merger deals. Other companies such as the ones in the IT sector have businesses which depend heavily upon foreign markets. This has necessitated the development of competent â€Å"global managers† who would be able to work in new environments efficiently and will act as a bridge between the parent company and its subsidiaries. Working effectively in cross-cultural context is becoming of vital competence for aspiring managers. Organizational research has shown that cross- cultural training mitigates or proactively guards against the frustrations, misunderstandings and culture shock often resulting from cross-cultural interactions that lead to poor adjustment and job performance. (Harris and Kumra 2000). This paper attempts to define the possible sources of cross-cultural differences and illustrate a failed cross cultural merger through a case study. It then goes on to highlight the cross cultural challenges and issues to be considered in designing cross cultural training. OBJECTIVES OF THE STUDY: 1. To understand the influential factors that lead to cross-cultural differences. 2. To identify the key cross cultural challenges. 3. To identify issues to be considered while designing cross cultural training. METHODOLOGY: A literature survey was conducted to study the issue and its various implications. Information was gathered from various articles about cross cultural training. An opinion survey was conducted regarding key issues in cross-cultural training. A total of 10 professionals from large multinational organizations both in India and abroad responded to the survey between 1st and 30th November 2009. The responses were collected through interviews and telephonic conversations. This was a preliminary study, and the small size of the sample means that definitive conclusions cannot be drawn, but rather an indicative trend can be observed. Sample 1. 10 respondents from 10 different companies responded to the survey. 2. Positions held within the organizations: Senior Management level 3. Organizations: Financial Services, Consumer Business, Construction, Manufacturing, Import and Export, Telecoms, Media and Technology 4. Size of Organizations: more than 1000 employees Culture is a powerful force which plays an important role in how businesses are run and managerial decisions are made. Professionals in today’s multicultural global business community frequently encounter cultural differences which can at times interfere with the organizational working. The nature of international collaborations is such that professionals need to be aware of differing perspectives and cultures. Working across significant differences in culture is a complex process involving intellectual and emotional challenges. It takes learning and exposure to accurately interpret the vagaries of cross-cultural issues. Sensitivity to other global views- managing in a different culture and new business environment presents challenges for the individuals, their team and the organization. To understand these challenges, one must first understand the definition of culture. Culture can be defined as, â€Å"A perceptual structure of human activities that include, behaviors, values, arts, beliefs, languages, custom, dress, rituals, manners, religion, laws, morality, & code of honors. † It basically refers to a group of people with whom we share common experiences that shape the way we understand the world. It includes groups that we are born into, such as gender, race, or national origin. It can also include groups that we join and become part of. For example, we can acquire a new culture by moving to a new region and even by a change in our economic status. In an organization, culture defines, decision-making practices, communication styles, working styles and influences how we act and respond in the working world. Cultures differ distinctively in the ways they seek to resolve universal problems. These differences can create obstacles to smooth collaborations. When people from different cultural groups take on the challenge of managing international businesses by working together with the global community, cultural values sometimes conflict. One can misunderstand another, and react in ways that can hinder what are otherwise promising partnerships. There are several frameworks which have been developed in making comparisons across cultures. One of the most widely used frameworks in managerial settings, is that of Geert Hofstede. Dr. Geert Hofstede conducted perhaps the most comprehensive study of how values in the workplace are influenced by culture. From 1967 to 1973, while working at IBM as a psychologist, he collected and analyzed data from over 100,000 individuals from forty countries. From those results, and later additions, Hofstede developed a model that identifies four primary dimensions to differentiate cultures. He later added a fifth dimension, Long-term Orientation. Hofstede’s five cultural dimensions: 1. Power Distance Index (PDI) focuses on the degree of equality, or inequality, between people in the country’s society. A High Power Distance ranking indicates that inequalities of power and wealth have been allowed to grow within the society. These societies are more likely to follow a caste system that does not allow significant upward mobility of its citizens. A Low Power Distance ranking indicates the society de-emphasizes the differences between citizen’s power and wealth. In these societies equality and opportunity for everyone is stressed. 2. Individualism (IDV) focuses on the degree the society reinforces individual or collective, achievement and interpersonal relationships. A High Individualism ranking indicates that individuality and individual rights are paramount within the society. Individuals in these societies may tend to form a larger number of looser relationships. A Low Individualism ranking typifies societies of a more collectivist nature with close ties between individuals. These cultures reinforce extended families and collectives where everyone takes responsibility for fellow members of their group. 3. Masculinity (MAS) focuses on the degree the society reinforces, or does not reinforce, the traditional masculine work role model of male achievement, control, and power. A High Masculinity ranking indicates the country experiences a high degree of gender differentiation. In these cultures, males dominate a significant portion of the society and power structure, with females being controlled by male domination. A Low Masculinity ranking indicates the country has a low level of differentiation and discrimination between genders. In these cultures, females are treated equally to males in all aspects of the society. 4. Uncertainty Avoidance Index (UAI) focuses on the level of tolerance for uncertainty and ambiguity within the society – i. e. unstructured situations. A High Uncertainty Avoidance ranking indicates the country has a low tolerance for uncertainty and ambiguity. This creates a rule-oriented society that institutes laws, rules, regulations, and controls in order to reduce the amount of uncertainty. A Low Uncertainty Avoidance ranking indicates the country has less concern about ambiguity and uncertainty and has more tolerance for a variety of opinions. This is reflected in a society that is less rule-oriented, more readily accepts change, and takes more and greater risks. Geert Hofstede added the following fifth (5th) dimension after conducting an additional international study using a survey instrument developed with Chinese employees and managers. That survey resulted in addition of the Confucian dynamism. Subsequently, Hofstede described that dimension as a culture’s long-term Orientation. 5. Long-Term Orientation (LTO) focuses on the degree to which the society embraces, or does not embrace, long-term devotion to traditional, forward thinking values. High Long-Term Orientation ranking indicates the country prescribes to the values of long-term commitments and respect for tradition. This is thought to support a strong work ethic where long-term rewards are expected as a result of today’s hard work. However, business may take longer to develop in this society, particularly for an â€Å"outsider†. A Low Long-Term Orientation ranking indicates the country does not reinforce the concept of long-term, traditional orientation. In this culture, change can occur more rapidly as long-term traditions and commitments do not become impediments to change. India’s ranking on the five cultural dimensions of Hofstede: [pic] India has Power Distance (PDI) as the highest Hofstede Dimension for the culture, with a ranking of 77 compared to a world average of 56. 5. This Power Distance score for India indicates a high level of inequality of power and wealth within the society. This condition is not necessarily subverted upon the population, but rather accepted by the population as a cultural norm. India’s Long Term Orientation (LTO) Dimension rank is 61, with the world average at 48. A higher LTO score can be indicative of a culture that is perseverant and parsimonious . India has Masculinity as the third highest ranking Hofstede Dimension at 56, with the world average just slightly lower at 51. The higher the country ranks in this Dimension, the greater the gap between values of men and women. It may also generate a more competitive and assertive female population, although still less than the male population. India’s lowest ranking Dimension is Uncertainty Avoidance (UAI) at 40, compared to the world average of 65. On the lower end of this ranking, the culture may be more open to unstructured ideas and situations. The population may have fewer rules and regulations with which to attempt control of every unknown and unexpected event or situation, as is the case in high Uncertainty Avoidance countries. Defining Cross Cultural Training: Cross-cultural training in general can be defined as â€Å"Any intervention aimed at increasing an individual’s capability to cope with and work in foreign environment† (Tung, 1981, in Zakaria, 2000). Hence cross-cultural training involves all the methods like lectures, simulation etc. used to make the person familiar with a different culture. It involves interacting with and/ or comparing two or more cultures, & understanding their values, beliefs, & norms. The term cross-cultural training hence is broad enough to include differences in areas like language abilities, business etiquettes, beliefs and values, social system, negotiating styles etc. f any culture. Cross-cultural training has also been defined as â€Å"Formal methods to prepare people for more effective interpersonal relations and job success when they interact extensively with individuals from cultures other than their own† (Brislin and Yoshida, 1994). The advantages from cross-cultural training hav e been listed as following (Zakaria, 2000: 2): 1. A means for constant switching from an automatic, home culture international management mode to a culturally adaptable and acceptable one 2. An aid to improve coping with unexpected events and cultural shock in a new culture 3. A means to reduce uncertainty of interactions with foreign nationals 4. A means for enhancing expatriates coping abilities Design of cross-cultural training: Organizations are required to choose between culture specific or culture general training, which areas of the culture to focus upon and what are the personal requirements of the person who might have to deal with a situation like this or who is shifting to a different culture for work. The study by Hun and Jenkins (1998) mentions following issues for the cross-cultural training: 1. Different aspects of time like punctuality- The time factor here involve two dimensions that are punctuality and relationship dimension. While in some cultures like USA starting and ending on time are very important in others like South American countries that may be considered exceptional. Some cultures prefer to take time for relationship building, which may not be acceptable at all in others. Hence cross-cultural barriers related to time need to be taken care of. 2. Linguistic barriers- English is being used for most transactions but then usage of English tends to change with the country contexts. For example the pronunciation in India is significantly different from the American way. Secondly certain terms may have different meaning in different languages; hence context also plays an important role. In case of countries with different languages the expatriates must be trained in opening dialogues and discussions with the help of translators. 3. Different business practices- Like conduct in meeting and unstructured and open discussion. Hofstede’s (2001) dimensions like power distance can play an important role in situations like conduct during the meetings. In cultures with lower power distance the employees may tend to call their bosses with their first names while this may be impossible in cultures with higher power distances. Hence developing a first hand knowledge about the practices is very important. 4. Cultural stress (ambiguity and difference of perceptions)- The training should also involve methods to counter stress and to interpret situations. The expatriates will have to understand the situations on their own and then form perceptions. The training should avoid any kind of stereotyping where trainees may be lead to believe certain things about any culture. The culture may broadly explain value system of a community or country but every individual is different. Hence any individual with a pre-formed notion about the culture will be shocked to see people different from his beliefs leading to lot of confusion and stress. 5. Body language and greetings- The way emotions are expressed in the various cultures may differ, for example the face expressions and hand gestures may convey different meanings in different cultures. Cross-cultural training should have components related to both general orientation and specific skill development (Harrison, 1994). The component of general orientation here consists of self assessment (dealing with change, stress management and identifying attributes) and cultural awareness (general dimensions, national values and work place incidents). The specific development on the other hand consists of knowledge acquisition (area studies, language studies and host attitudes) and skills training (case studies, area simulation and behavior modeling). Hence the training should focus on providing trainee the knowledge about national cultures and attitudes in the host country in the first phase while in second phase the trainee should be made to go through a rigorous process of handling the situations in a simulated environment. This will help the trainee to acquire hands-on experience. The paper by Nicola (1993) suggests following issues for cross-cultural training: †¢Feed back †¢Getting beyond culturally determined stereotypes †¢How to raise and deal with cultural stereotype How to counsel employees †¢Coaching and team building †¢Resolving conflicts (those including various ethnic groups at work place) †¢Counseling so as to go beyond all kinds of stereotypes and perceptions. After the internet revolution things have vastly changed for various organizations. For example many firms use internet as a medium to coordinate between different employees working in different locations as a team like one of the team members would be in India, other one might be in Europe and third one in South America. The group dynamics in these situations becomes very important; hence the employees must also be trained at handling people from diverse cultures at the same time ensuring equal treatment and opportunities for all. One of the most important factors that is often forgotten while designing the training programs is the requirement of the employees. The design of training program should be made keeping in mind the length of stay in the host country, type of function he/she will have to perform, degree of socialization required by the employee and the personal characteristics of the employees (like interpersonal skills). Hence cross-cultural training program should be customized for each employee to a certain extent. It’s not only the employee who needs to be trained; the family of employee should also be trained on certain issues like cultural differences. Many firms have started giving due importance to the training of spouse because the socialization of expatriate and job success to a large extent will depend upon socialization of his family Key Cross Cultural Challenges: Cultural dissimilarities affect the ability to be effective in a foreign market. Some of the root causes for the problems arising in International businesses result from differences in communication styles, decision-making styles and working styles. †¢ Communication Style – The way people communicate varies widely between and even within cultures. Recognizing the impact of culture on communication style is essential to the success of cross-cultural business communication. †¢ Decision making- Decision- making processes differ from culture to culture. Some cultures emphasize individual autonomy and responsibility while others focus more on group participation. †¢ Working styles- The working styles may differ on the basis of elements such as leadership, conflict management, level of co-operation, competition among colleagues, teamwork, autonomy, etc. Case Study: Daimler Chrysler- A Cultural Mismatch? Synopsis: An example of a cross-cultural failure has been that of DaimlerChrysler. Both sides in the partnership set out to show that intercultural hurdles would and could be overcome in their global merger. Articles in the Wall Street Journal and Business Week suggested however that Daimler Chrysler underestimated the influence of culture, and due to culture clash, almost two years later was still struggling to become a unified global organization. In the period leading up to the Daimler-Chrysler merger, both firms were performing quite well (Chrysler was the most profitable American automaker), and there was widespread expectation that the merger would be successful (Cook 1998). People in both organizations expected that their merger of equals† would allow each unit to benefit from the other’s strengths and capabilities. Stockholders in both companies overwhelmingly approved the merger and the stock prices and analyst predictions reflected this optimism.