My Biography Essay

E-MAIL ADDRESS verongutiyahoo. com To whom it may concern, Dear Sir/ Madam, I am a University of Nairobi graduate, born, raised and schooled in Kenya. I deem worked In 2 NGOs in the last 3 years. (The first was as a volunteer in the ICL ABC Project Abstinence, Being fast(prenominal) and Condom as a Peer Education Supervisor). This has been with adolescents, fellow younker in institutions of higher learning and urban slums (Dandora and Mathare). As a publication I have acquired modest but valuable skills on ensure management (Monitoring and Evaluation). I am creative, innovative and eachable.I am acquainted(predicate) with the BCC model and development of EC materials. I am available to scrawl right away. I worked with I Choose life Africa, a guide NGO involved in Peer Education as a project officer in the High School Project and as a result I worked with the Ministry Of Education in Carrying out a survey (on Sexual reproductive Health) with the aim of enriching the high Schoo l computer program among other duties. As a student I volunteered for over ii years with ICL in organizing and supervising Behavior sort interventions at the University of Nairobi.I gained experience in working with adult and youth behavior change methodologies and their application to HIV/AIDS. I have conducted numerous trainings on heart Skills in peer education. I was also in charge of the lead and governance project which I helped design. In this project, the peer educators we train retrovert back to their communities by training their fellow youth, carrying out outreach and thematic events. uttermost(a) year, I helped the students prepare a memorandum to the Committee of Experts on thorough affairs. This was given to Mr.Bobby Mkangi during one of our leadership and governance forums. I was part of the team up that developed a website dubbed Chuo which is aimed at connecting youth to various opportunities and information provision. I belonged to the Customer perspective and proposals teams. I have acquired skills in project design, performance and Monitoring and evaluation. Working with you go forth be very beneficial to me. This will be a new challenge and a great opportunity for me to learn, share, input and grow. Looking forward to working with you. Yours faithfully,

Culture of Kazakhstan

Culture is a process for identity of living creatures and heathenish evolution raises the identity of society, benefit goes to its individuals. Culture is the dobriny of human performance associated with self-expression of a person, a manifestation of his subjectivity. Thats why every culture has excess features, as related to both the creative person, and every twenty-four hour period practice, communication, reflection, generalization, and his daily bearing (Religious StudiesTextbook / Ed. MM Shakhanovich. St. Petersburg. Peter, 2006). On our planet, at that place atomic number 18 so galore(postnominal) different countries with their own traditions, customs and culture, The relationship between these cultures and good deal quite an strained, so there are national characteristics, specific to apiece nation. Actu completelyy, its not a secret that, traditions that are normal for Europeans, is totally insufferable for Asian people. After the failure of etiquette, tradition a nd cultural heritage of the country, bear lead to various conflicts. The uniquences of individual nation, lies precisely in its cultural characteristics that are unique to him. ( both culture 2011) Kazakh ethnic group, held a long finis of formation, in which participated many tribes and nations, has an important place in the archives of Eurasia, and wizard of the oldest ethnic groups. It is the successor to the cultural heritage of all nations who took part in its formation, so that the Kazakh people whiz of the richest nations in cultural terms. Kazakh culture until the ordinal century was a nomadic. (Every culture 2011) According to the Kazakh traditions, guests are interact to the Kazakh national cuisine for dastarkhan (dinner table) in yurt.Yurt, adapted to nomadic life and a very effective tool in the process of nomadic meets all the requirements of the nomadic lifestyle can be easily disassembled and quickly installed a new location. Kazakhs have a lot of different t raditional events, the like Nauryz, or Spring Festival, Shildehana and so on. Nauryz falls on the vernal equinox. On this day, every woman cook a special dish, Nauryz kozhe, which consists of seven types of products Siberian millet, wheat, rice, barley, millet, meat, and kurt.People go from village to village, eat this food, sing the song Nauryz, hug, pride from each one other a Happy New Year and wish a good offspring in the new year and prosperity at home. Shildehana celebrated on the birth of son, wealthy people inviting people and organized contests of singers, trick riding on horseback. Also Kazakhstan like all countries where the disruption of Islam, it was customary to religious spend Eid. In this celebration, the sheep and lambs are sacrificed in the label of God..The meat is given to the poor, and partly used for the family. An obligatory ritual of the holiday is a common prayer in the mosque prior to sacrifice. In this day of celebration in every home preparing a meal, all congratulate each other. At that time, the more(prenominal) you learn about French traditions and culture, the more you will be interested in. France has a long and varied history to draw upon, and countless legends and customs have been passed from generation to generation. In addition, each region of France is quite unique. Easy-french 2011) They expect guests and foreigners to behave in the akin manner that they do. The French are all about preserving their culture and organism individualized. France is culturally vivid and varied phenomenon. Various times, manifest in the architecture of France, calling each other, also appear the picturesque outline of the locks, bridges, towers (Everyculture 2011). When the French come off the art, they are happy to deal with such(prenominal) sports as football, rugby, basketball, cycling. Bycicle race tour in France popular all over the world.Traditional games such as bowls, are also very popular. France is a secular state. The m ain religion is Roman Catholicism, but it doesnt play a hint role in public life and experiencing a relative decline. Islam is the game most common religion, followed by Protestantism and Judaism (Yakovlev, EG Aesthetics A. Tutorial. M. Gardariki, 2003). So, people can notice, there are a lot of differences and similarities between European and Asian countries. In general, the costing in both countries absolutely different.For instance, in France, when people greet each other, they shake hands or embrace with a buss on both cheeks . Kissing is notwithstanding done when two people are close friends or relatives. For the most part, the embrace is done only the first time in a day in which one sees someone and is not repeated again until one says good-bye ( Every culture 2011). Likwise in Kazakhstan, if you know the person very well, you should greet with a kiss on one cheek once and shake hands. Notably, in both countries, almost the same greeting.

Benefit of school vs traditional college Essay

Technology and specifically ICT has permeated virtually all sectors of life including education. Traditional development is being replaced at an unprecedented rate. These days most professionals prefer to take courses online rather than cling school physically. The reasons behind this trend range from convenience, slap-uper options, multitasking, and reduced follow among others. Often, this kind of schooling has been criticized because skeptics argue that the socialization aspect of schooling is turf pop off from schooling experience. Additionally, this technique has cost many flock their jobs and room of livelihood.For instance, the cooks, secretaries, security personnel and such like. Whats more, this engineering science is still tender to many people and naturally, resistance to adopt it is commonplace. However, I feel that patronage the negatives associated with e-schooling, the benefits far out ways the costs and hence, my stance on the causa remains that school should be reinforced. To begin with, my alliance benefits greatly from e-schooling in the sense that, it enable re-schooling among adults who felt ashamed to go back to a traditional college to complete a degree.This is especially the case for people who had dropped out of high school or college. Nowadays, it is possible for them to catch degrees and diplomas while at home. This way they are able to multitask, say, baby sitting and learning In addition, collaboration between teachers and students has never been easier than with e-schooling. A wide range of digital resources, online libraries online tests, emails, videoconference and more are used to facilitate communication among stakeholders in the schooling system. Feedback on wholeness-on-one basis makes school just as rough-and-ready if not more to traditional college.Schooling to a marginal terminus is cheaper than the traditional college. This has increased plan of attack to education for the economically challenged people in my community. Notably, the best colleges and universities are located in major cities, say, New York LA and so on meaning that the rural areas are sidelined from access to these colleges. The expediency of e-schooling is that these people now have a chance to circumvent degrees and diplomas from these honored colleges without relocating from their home area. The costs of education have also been halved owing to technology of schooling. (Holmes & Gardner, 2006)Personally, schooling has had both direct and indirect impacts in my life. Prior to the foundation garment of e-schooling, I used to find that the schooling duration was too long. I wanted to get my degree as fast as possible. With the doorway of e-schooling, I am able to accelerate my program such that I get a full credit course in one semester. Most people in my community are using equivalent approach and it has worked well. More over, I have more control and independence over my learning skills. The experience of taking a course online can be life changing. I have learnt to be more responsible of my time. stand summer I was able to take up an AP course that was not available in our site and my friend has explored a learning probability that was not schooling in our site. Generally, I believe that schooling has enriched not only my life but also the lives of the people in my community. (www. ucet. ac. uk/ ) In the community where I come from, people are athletic and get snarled so much with games and sport to an extent that it becomes very fractious to manage an 8-hour school program and sports. E-schooling has curbed this problem by giving the students tractability and independence to decide how they want to structure learning hours.For some they access learning material in morning hours while others prefer to do that late in the night. At the end of the day, whichever style used, people earn degrees. Alternatively, enrolment to e learning is fast and hassle free. Most people can attest to the pressure experienced during enrolment days in college. With online schooling, this problem has been erased. I would like to share the experience of my cousin who got involved in an accident. Subsequently, her two legs were amputated making it a challenge to move almost in clutches.The option of e-schooling has benefited my homebound cousin and in few weeks, she graduates with a diploma from a distant college. Other disabled people from my community have also benefited from schooling. (http//aasd. k12. wi. us/eSchool/whyecourses. htm. ) Other benefits arising from schooling is students with unique cases or reasons for being away from school benefit from e-learning e. g. teenage mother s, terminally sick students participating in foreign exchange programs, resist, and self support students who juggle between work responsibilities and learning Briefly, schooling is a great advancement in the education sector.The outstanding features attributed to schooling are the flexibleness and af fordability of the schooling concept. Reflecting on the benefits that I have witness at a personal level and within my community, I believe traditional colleges depart be phased out as more and more people coddle e-schooling for its benefits. A word of caution though, policies and regulations need to be clearly peck to ensure that schooling achieves fundamental purpose of schooling. Additionally, students and educators need to e charge on how to maximize use of digital resources and online technologies in order to drag benefits of schooling.

How Does Shakespeare’s ‘Romeo and Juliet’ Link to Different Poems?

In any the different texts that were studied, the themes of cacoethes & troth are ap heighten. In Shakespeares Play Romeo and Juliet, we get the characterisation that perhaps the nurse has more affection for Juliet compared to her actual parents. It was the nurse that brocaded and breastfed her. Her parents strikem to be quite remote and distanced and are more evoke in controlling her. However, we see their genuine affection for her when they are grief-stricken after they discover Juliets death. In Catrin, like the Capulets, we can see the mother, Gillian Clarke attempting to control her missy.But this is not a significant confrontation just a petty dispute in which the mother recognises that conflict will of all time be a part of mother/daughter relationships. This can be seen in What has Happened to Lulu, where the confrontation between mother and daughter has escalated to the point where the daughter felt she must leave. Similarly, in the metrical composition, A frosty N ight, Alice is angry as her mothers love is controlling and smothering. The texts suggest that relationships are not always healthy between parents and daughters.The structure of Romeo and Juliet takes the form of a tralatitious floor with the developing problem of Juliets arranged marriage stretch a climax with her death then a resolution of the feuding families reconciling. In Catrin, the classical structure is abandoned and replaced with a more complex narrative beginning with a flashback. It is the only at the end where we understand their conflict. In A Frosty Night and What has happened to Lulu? We see a more customsal structure with the story unfolding in a chronological way.However, what is interesting ab knocked out(p) the twentieth century texts is that none of them are mulish at the end unlike Romeo and Juliet. Shakespeares play is quite equal A Frosty Night as the conflict is revealed through with(predicate) converse while in Catrin and What Has Happened to Lulu the narrative is conveyed through the first person. The fond and historical contexts of the texts are marked differently. Romeo and Juliet was written in the late sixteenth century while the other poems were written in the modern day and, therefore, reflects the attitudes and values of their times.In Romeo and Juliet, unlike today, children werent expected to question the authority of their parents. Moreover, it was the tradition for parents to arrange their childrens marriage and sometimes leads to heavy conflict. This is evident in Shakespeares play and ultimately leads to the death of two children. In all the poems, the conflict in a parent-child relationship isnt as serious as in Romeo and Juliet. While Alice and Lulu felt restricted and encumber by their mothers they could at least have acted more assertive with their parents and withal leave home as Lulus disappearance was.In Catrin, the conflict is of a trivial nature which would make occurrence in well-nigh families. D espite their apparent differences, what is remarkable is that parent/child conflict has persisted through time and therefore it is possible to understand the confrontation between Juliet and her parents even though it was written over four cytosine years ago. In all the texts, powerful emotive language is illustrated. In Romeo and Juliet, we see Old Capulet verbally attacks Juliet in an aggressive and threatening manner, diminish thee, Young BaggageDisobedient Wretch he screams. While in Catrin, Clarke uses the powerful metaphor tight red rope of love which we both fought over. In A Frosty Night, Robert Graves ends the poem and the mother/daughter conversation with Alice shouting, Mother let me go. Also, in What Has Happened to Lulu the younger sibling reveals I heard someone cry, in anger or in pain. Perhaps it is not impress that emotive language is employed after all the poems are borne out of love.

Difference Between Korea and America

Recently Weston-McEwen postgraduate School has added a new foreign-exchange student. Her name is Soyeong leeward and she is 16 years of age with a birth date of April seventh who came from Yongin, Korea which is an urban atomic number 18a and has a similar climate to Athena, Oregon. This decision was do because her take teacher and p arnts recommended Soyeong to expand her knowledge by experiencing the American culture.The main reason for the decision was her ambition to learn the dustup while universe here in which she studied for years in Korea she said, I struggled with the language at first, but now that Im here it is a lot easier. Soyeong has made many friends while attending Weston-McEwen High School, and stated, The students are very kind. One of Soyeongs scariest or weirdest memories here was having a intake where American people she met here spoke Korean.The Froese family chose Soyeong to be her hosts while shes in America. There are many differences between the Un ited States and Korea. well-nigh of the biggest differences include students in Korea attending school from eight in the sunup to ten-oclock at night, having almost no transportation except travel a lot of busses and taxis, teenagers not being able to drive until they are 20 years old, not being able to own a separate house (unless one is really wealthy) and living in a vocalisationments ascribable to population.Soyeong said that the schooling is very different and is taken more seriously. They also have to wear school uniforms and are not allowed to dye their fuzz or wear thread-up. Being away from Korea may sound better(p) to Americans, but Soyeong misses the food, family, and friends as she stated, The food here is saltier and greasy. Obviously this is a huge change for Soyeong, but she likes it here too. Most public schools in the United States allow students to wear make-up and dye their hair.Koreans attend school seven more hours than Weston-McEwen High School and that is Soyeongs favorite part about being here is having time to actually do activities. Soyeongs main goal is to learn the full English language and make her understanding of the country better. Soyeong Lee will be attending Weston-McEwen High School until December of 2013 and plans on coming back as an big to attend a private school in Los Angeles. We all wish your experience is great

“Nick’s main attitude to east coast society is fascination.” How far, and in what ways do you agree with this statement?

In The Great Gatsby the liveings of the main book of factss atomic number 18 often difficult to work out, and this ambiguity continues with the character of snick. barely, I consider that the feeling of captivation could be fulfiln in two distinguish fitting rooms positive and negative. It could mean that break off is enthr exclusivelyed and entranced tout ensemble by what he sees, or hypnotised in that he is stupid(p) by how fake or shallow the people stick out be on the eastside slideway.Throughout the falsehood, scratchs thoughts and feelings change frequently, depending on the situation he is in and the people that he is with, and this is why it is difficult to try and wee-wee what his main feeling is as it varies so very such(prenominal). I will none at the main points in the book where the East Coast nine is clearly shown, and try to establish cuts main place and how Fitzgerald presents his thoughts and feelings to us. One of the capital places wher e Fitzgerald displays the hunting lodge to us is when prick meets Tom and Daisy.When describing Daisys voice, Nick enunciates vocalizes such as low, excite, and calls it an exhilarating ripple. I picture that this precedent of verbal description, which occurs frequently whenever Nick talks or so Daisy, show his captivation in a positive way with the East Coast world. The words thrilling and exhilarating imply that Nick is almost hypnotized by her as they atomic number 18 so emotive, something which I turn over holds true for the society as a whole it appears as if Nick is put in something of a trance by the captivate of it.I cogitate Fitzgerald chose Nick to contain this reaction to Daisy because it goes some way to showing his feelings towards the East Coast. This is because Fitzgerald leads the contributor to believe that Daisy is supposed to represent the people and the society on the east bank as a whole by making her pretty, somewhat fleeceable and somew hat false, Fitzgerald is able to show Nicks feelings active the situation as a whole through one character. I believe that this aspect of the impudent shows in the main the fascination on Nicks part.Although the indorser gets the supposition that Nick is mesmerized by this world, Fitzgerald sheds us doubt this due to the way that he has pen some of Nicks annals. For example, when describing Daisy and her mannerisms, Nick narrates That was a way she had. This quote implies that Nick palpableises that Daisy is not how she presents herself to be, and almost knows that shes fmelodic phrasely manipulative in the way she acts. There are numerous examples of this throughout Nick explains that Daisy has an absurd, charming little laugh, and the word absurd again implies that he finds it too charming to be real.I believe that Fitzgerald wanted Nicks feelings to be ambiguous these comments contribute to the postage stamp that if the reader takes away the surface attraction, Nick is actually fascinated by the faithlessness of the society round him rather than fascinated in wonder. In this way, I would say that Nicks main feeling here would besides be fascination but not in the same way as the fascination with Daisy and her appearance as I believe that to be more than of a surface fascination.Whilst I believe these negative comments to be a betoken of Nicks absorption in this world, it is easy to understand why some readers could take them as signs of out and out contempt. Contributing to this view would be the way that Fitzgerald makes Nick sound irritating and sometimes sarcastic towards Daisy. An example of this is when he says Thats why I came over tonight in response to Daisys move about the story of the butlers nose. The sarcasm is clearly evident in that reply, and it has an air of mockery to it also as the reader realises that Daisy is perhaps not the brightest of people.Fitzgerald has ensured that the reader knows that Nick has realised this also, and because of this, it would be easy to feel that he is mocking Daisy as he knows she wont understand the sarcasm in his response. This would take in the impression that Nick holds Daisy and the lifestyle in general in contempt and would consequently go against the avouchment that Nick is mainly fascinated by this world. However, I believe that many of Nicks sarcastic comments are actually him trying to be funny, as I dont believe that he would be capable of cosmos nasty to Daisy as he is so mesmerised by her.I also believe that this fits with Nicks perception of the whole society, due to the fact that I think Fitzgerald meant Daisy to represent the East Coast as a whole. another(prenominal) main situation in the novel where we see what Nick thinks about the society is up to and during Gatsbys parties. In a homogeneous fashion to his description of Daisy, at the beginning of Chapter 3 Nick provides us with a precise long description of everything about the parties.The description is very detailed, for example the spiced baked hams, crowded against salads of harlequin designs and pastry pigs and turkeys bewitched to a dark metallic. The detail in the description means that Fitzgerald has created the impression that Nick is tasting describing what he sees, and again that he is drawn in by the looseness and beauty of what he can see. This adds to this impression that Nicks main attitude. In growth to this, Fitzgerald uses lots words that make things sound magical in the description, for example bewitched, gold and floating.These words create the feeling in the readers minds that Nick is enchanted by what he is seeing as if he is placed in some diverseness of trance by the glamour of it all. Again, I believe that this can be consorted to how he feels about Daisy Nick is put in almost a trance by her looks and her voice, and its almost as if only the odd negative thought is able to slip through that. Again, Fitzgerald makes Nicks true feelings difficult to ascertain, as he puts in words into the description that are very ambiguous in their meaning.They make the reader unsure of Nicks truth in his words, as the way they are taken entirely depends on the individual readers point of view. An example of this is the phrase A bar with a real heart rail was right up. Here, the word real is what makes the reader unsure, as it could just be taken in the same way as everything else Nick is describing everything in sight with detail and relish. However, it could also be taken as mocking, because real sounds as if Nick could be making fun of those people who anxiety about and are truly fascinated by the authenticity of the brass rail.The first point of view, that this is genuine wonder from Nick, would contribute to the first interlingual rendition of fascination, as it would demonstrate a real interest in the frenzy of the society that they would be able to afford and expect something like that. However I believe that the sec ond point of view, the mockery, would also contribute to an attitude of fascination but the second interpretation of the word the meaning that involves Nick being fascinated by the shallowness and materialism of the people and the society in general.This is because the society in the East is a lot more concerned with possessions and appearances than Nick would have been used to in the Midwest, where family would have been much more important. In conclusion, in creating such intense description, I believe Fitzgerald makes the reader feel that Nicks main feeling here is fascination, but leaves us undecided as to what think. Another aspect of the parties that creates a similar predicament is how Fitzgerald creates dialogue and communion during the parties.When Nick is talking to the two girls, the way that the recitation during the dialogue between speech is put makes Nick sound potentially mocking the repetition, for example It was for Lucille, too sounds very mocking and as if Nick feels that the conversation he is surrounded by is very artificial and that zilch there is very individual. This would clearly be a reflection on society there as a whole and would go against the statement in the backing.Another possibility is that Fitzgerald wants the reader to feel that Nick feels shining to the people around him, and so is repeating names and sayings in gear up to create humour to be mocking in a more light-hearted way. This interpretation would not particularly support the view that Nick is fascinated by society either. However, another interpretation would be that Fitzgerald wants us to feel that Nick is so caught up in the conversation that he is exactly writing down everything because he feels it is all really interesting, or that he is too engrossed to filter what is being said.This third view of the narration by Fitzgerald would obviously support the statement that Nick is fascinated by the society. This is the view that I would take, due to the fact that other aspects placed in the novel at this point by Fitzgerald support it for example A thrill passed over all of us and We all turned and looked around for Gatsby. These sentences show that Fitzgerald wants us to see that Nick feels included in this conversation and is intrigued by it, and so adds to the view that Nicks main attitude is fascination.A similar effect is achieved by the way in which Fitzgerald structures the narration here when Nick is describing what he sees, he writes lists of the things. Fitzgerald has structured these not in a fluent, literary way but by putting a heavy repetition of the word and in-between each new addition to the list. This makes Nick seem almost overwhelmed by what he sees as if he is too mesmerised by it all to try and structure anything coherently.It also gives the reader the impression that the objects are never-ending, and makes us feel that Nick believes all the enthralling things he sees will go on forever. It creates the fee ling of wonder that I would intimacy strongly with fascination, and as a result I believe it supports the title statement. It could be pure fascination at the glamour and appearance of all these things, but it could also be fascination at just how much there is Nick could be in wonder at the too extravagant natures of the parties.Again, I believe Fitzgerald has constructed this ambiguity intentionally to show how Nick has conflicting emotions about the society he is now involved in. A separate place in the novel where we see Nick immersed in the East coast world is during his visit to fresh York, which we are soon told about. I believe Fitzgerald placed this description of New York in the novel to show Nicks reactions to the East Coast outside of East and West Egg.I think the description on New York adds to the idea that Nick is mainly fascinated by the society, because Fitzgerald uses such mysterious and magical words in the description for example enchanted, twilight and hau nting. These words create the feeling for the reader that Nick believes he is in some sort of magical world, and displays his obvious liking for the city. I think that Fitzgerald intended this to link with Nicks overall feelings about East and West Egg, as I believe that if he wished us to believe that Nick was repulsed by the nature of the range he would not be so complimentary about New York.The description creates an appealing vision of the city, not one that is meant to deter the reader. As a result, I believe that this description adds to the impression that Nicks main view is fascination. The way that Fitzgerald presents Nick also affects what we think his opinion is about East Coast society, because his constitution affects how we take his reactions. Fitzgerald has presented Nick as a character who always looks for glamour in situations, and prefers to see the better side of things.This can be seen in the New York description, when he imagines that he is involved in the liv es of the glamorous people around him. As a result of this personality we are given for Nick by Fitzgerald, personally I am more inclined to go with the interpretations that he is simply fascinated by what he sees of the culture in the East. In addition to this, we are told that Nick is very reserved with judgements, and this personality trait makes me think that Nick would because not be mocking and sarcastic so early on in the book i. . during the bits I have written about which also makes me believe that most of his fascination is genuine. Overall, I would agree fairly strongly with the statement that Nick is mainly fascinated by East Coast society however I think the type of fascination that he feels varies depending on the situation. I believe that he is fascinated in monetary value of the glamour of that world and also, at times, fascinated by how materialistic and shallow it appears to be.

Loving Our Family Essay

As a Catholic, I wish to preserve the value that were instilled in me-those that define a person. It is said that everything starts from our family. They argon the one that min as all the influence that change and lead us where are we now. Our mothers served as our first teachers. Our fathers seemed to be our first ball of our first basketball match. Our brothers and sisters portrayed the role of our first best buddies. Indeed, they are what who made us. We owe them what we are to daytime especially our parents.So first thing, I demand to instill in the minds of the next generation, the values of a Filipino family. I thank the Lord for giving me a family that is bounded with love and harmony. I wish every child would honor their mothers and fathers as what Jesus had commanded us. I wish we as a children, would not just look into our parents as mere providers of our needs and pleasures. They are more than a provider of the material entity. They give immaterial things, immortal lo ve and endless sacrifice.How great is our boob if we dont even at least to make a coffee for them to every morning or offer a repast whenever they are already exhausted or tired with the entire day of work. We only have one chance of having a family, once they are gone, they are gone forever. So let us preserve the beastliness of our family or the close family ties we had learned in our countrys culture. let the next generation enjoy the unconditional love of God through our family.

Power and Politics in Organization

study drag- proscribed and Politics in Organizations cosmos and reclusive Sector Comparisons Joseph LaPalombara Wolfers Professor of Political Science and commission School of Management Yale University A chapter for the Process of Organizational Learning slit of the Handbook of Organizational Learning, ed. Meinolf Dierkes, A. Berthoin Antal, J. Child & I. Nonaka. Oxford Oxford University Press, forthcoming. DRAFT Please do non cite with bring unwrap authors permission. force and Politics in Organizations Public and Private Sector ComparisonsJoseph LaPalombara Yale University Political Organizations and Their Mi finesseu Organizational tuition derives or so of its k straightwayledge from research on organizations in the tete-a-tete empyrean, fractureicularly from the manoeuvre away of the blotto. Its rich interdisciplinary timbre is reflected in the range of social sciences that nominate contri anded to the ranges robust development. The contri saveion from polity- devising science, however, has been minimal ( campaigns argon suggested in the chapter on semi g overnmental science by LaPalombara in this volume).The mutual trouble of political scientists to profits untold than than than organizationatic anxiety to organisational acquire and of organisational education specialists to ex turn tail their inquiries into the earthly caution/political ambit is fatal in at to the lowest degree three senses. First, a general possibleness of organisational discipline is un identically to emerge unless and until what is claimed to be kn let right al around this phenomenon is shown to be the case (or non) in the favorite/political sphere as well.Second, sufficient evidence in political science til now if non ga at that set with organizational agreeing as the inter interpolate vestigializeshows that organizations in the earthly concern/political sector do take issue in remark open ways from those in the clandesti ne sphere. And third, catchations of major billet and its elaborate argon so omnipresent in unrestricted/political-sector organizations, then they argon so cardinal to an netherstanding of these bodies, that wizard delight ins wherefore practically(prenominal) meager perplexity has been gainful to this innovation in the literature on organizational theory and organizational tuition.The present chapter is intended to show that the integration of political science into the field of organizational learning give be purifyd and that knowledge roughly organizational learning itself leave behind be racyened if increased attention is foc utilise on cardinal general questions What characteristics of organizations in the overt/political sector distinguish them from organizations in the surreptitious sector? And what atomic number 18 some of the implications of these losss for the general field of organizational learning?The Normative Dimension The answer to th e offshoot question must(prenominal) be that one and perhaps the most large distinguishing characteristic of public/political-sector bodies is that they argon normative at their core. For organizations in the private sector, utility and efficiency atomic number 18 univers anyy current as unproblematic set. Theories around them argon natur wholey based on the assumption that these bodies be nonionised and be run through according to rational principles that reflect these values and non otherwise statuss.This assumption, however, clay so central to judicial writing virtually circumspection that, as shown below, it in reality serves to impede almost any serious attention to source and politics in private-sector, for-profit entities. To be sure, any portrayal of private-sector, for-profit entities as monolithic organizes exclusively and rationally oriented to the market and the question equal to(p) target line is much too stark and oersimplified.Even when this f law is recognized or conceded, however, organizations in the public/political sector atomic number 18 kinda a polar, so the logic and reason that whitethorn apply to a private-sector body nookie non intimately be extrapolated to them. These differences atomic number 18 to a fault reflected in the ways in which public-sector organizations consort to the learning process. The situation that they typically scat precise heavy and classifiable normative baggage is completely one of umteen dimensions a broad which differences whitethorn be assessed.Normative con facial expressionrations be endemic to public/political-sector organizations, first because they ar in a flash or indirectly refer in what Easton (1953) once called the authoritative storage allocation of values(p. 129). This phrase is a pathetichand way of describing a g oernances vast organizational apparatus that engages in a coarse range of activities over people. These activities typically include up to nowts over which hitherto the meekest of persons touched allowing argue and fight with separately other, some epochs violently. These contrasts, or differences in p propagations (i. e. hat politics should do or non do), apply non bonny to the ends of government but in like manner to the symbolizes chosen to accept these ends to fruition. In Lasswells (1936) brutally unvarnished observation, politics is around Who Gets What, When, How. Where organizations argon constrained or hemmed in by normative considerations, appeals to logic and rationality do non travel furthest or r severally many a(prenominal) a(prenominal) receptive ears. Even when political issues face to be gettled and consensus is reached, say, on the desirability of a given insurance, normatively drive questions will arise over the mode or method of policy proceeding.Because these policies rent things that happen (or do not happen) to human beings, considerations of expediency and efficiency will frequently take a backseat to normative ideas about goal achievement. In Etheridges (1981) intelligence operations, much(prenominal) normative outlets as well elevation the issue of what should government learn and what should government not learn (p. 86). To put it bluntly, learning things about goal-setting or policy death penalty that whitethorn be rational and cost-effective but that be palpably unfeasible politically is not wholly a counteract of resources but as well as a one-way ticket to political bankruptcy.This and other aspects of public/political-sector organizations to be handleed below mark for a good do it of messinessin organizational boundaries in the peculiar(prenominal)ation of organizational missions and potency in the functional, territorial, and graded division of labor that relates to political and policy exploit and so on. This messiness cautions against a too-easy extrapolation to the public sphere of agency theory or concepts much(pre nominal)(prenominal) as of import doer relationships. These theoretical frame wrenchs whitethorn work quite well for the private sector, where one dislodges much cle atomic number 18r statements of urpose or of kernel and ends and where the boundaries demarcating organizations, their authority, and their responsibility atomic number 18 much much than unambiguously define than in the public political sphere. To cite the most obvious specimen (see Mayntz and Scharpf 1975, for sheath), in the public sphere it is not easy to separate, say, the legislature (as principal) and the bureaucracy (as agent) for the simple reason that in many fate the bureaucrats not notwithstanding administer policies but to a fault de facto counter residuum policies.In fact, the framework of public policy-making and its administration is typically a seamless adulteration of official and unofficial bodies interacting together in ways that fudge it next to impossible to distinguish principals f rom agents. This aspect is in part what I mean by messiness. Other Dimensions of Differentiation. It will help clear up the above explanation if one considers some of the redundant dimensions that differentiate organizations in the public/political sphere from those in the private sector. The distinctions inducen argon not a matter of black or white but or else one of degree.In every instance, however, differentiation is at least a caution against sentiment that differences between the private and public/political spheres atomic number 18 superfluous, mis racetracking, irrelevant, or nonexistent. The dimensions are the organizations (a) points or goals, (b) accountability, (c) autonomy, (d) orientation to work on, and (e) purlieu. Purposes and Goals Political organizations are typically multipurpose. The public policies they are expected to draw in or administer will a good deal be quite vague, diffuse, contradictory, and even in betrothal with each other (Levin and Sa nger 1994 648).What governments do is so vast and touches on so many different aspects of organized society that it would be astonishing if these policies did not pay such(prenominal)(prenominal) characteristics. Even where single agencies of government are concerned, their purposes, goals, specific marching sound outsto say nothing of their procedures and actual portwill seldom be coherent or logically consistent. Not all are the mandates of government normally quite vague and diffuse (Leeuw, Rist, and Sonnichsen 1994 195 Palumbo 1975 326), they whitethorn not be known to many of the people who contract up the organizations designated to carry them through.It is not unusual for such organizations to have no goals at all (Abrahamsson 1977), or to have goals that appear to be quite irrational (Panebianco 1988 20419 26274). For this reason rational-actor postures, in which it is assumed that preferences are exogenous to the organizations themselves, rightly draw criticism when applied to public/political organizations (Pfeffer 1997). Accountability In the private sector, a timeworn cliche is that those who manage publicly held upstandings are accountable to their shareholders.As Berle and Means (1933) farseeing ago established, this claim is largely a myth. If the prove decades have transplantd this situation at all, it is tho in the influence now exercised over the unshakable by some of the rather large institutional investors as well as by some tenor analysts. Occasionally, even the mass media whitethorn influence what a corporation does. The in corporal conjunctions relatively recent references to circumspections accountability to stakeholders does not set the publicly held loyal equivalent to public/political organizations.In resemblance with those who are in public office or who manage political and other political organizations, incarnate managers live in splendid freedom. remunerative attention to stakeholders is, like many other a spects of corporate policy, a matter of managements choice. In the public/political sphere, accountability to a simple spectrum of privates and organizations is an ines receptive fact of organizational life. People in the public/political sphere who fail or refuse to understand this fact spend very little time there.Public-sector officials, especially those who occupy governmental office, whether ap period of timeive or elective, wisely pay attention to and worry about many constituencies, all of which are much or less spry and able to apply sanctions if their admites or advice are not followed. The vaunted autonomy of the administrator branch is much more limited than one supposes (Levin and Sanger 1994 17). In all democratic systems, what the executive does is subject to oversight by legislatures and to challenge in the courts. And the latter two institutions are themselves subject to checks by comfort others.All of them are under continual scrutiny by extracurricularrs p repared to intervene. In addition, many activities that are considered legitimate, and even praiseworthy, in the private sphere would subject public office-holders to arrest, prosecution, and possible imprisonment were they to practice them (Gortner, Mahler, and Nicholson 1987 604). Consider, for example, the publics quite different reactions to lecture like broker and influence peddleror the variety of meanings ascribed to a endpoint like corruption.As noted by Child and Heavens (in this volume), the universal condition of governmental and other public-sector organizations is that they are subject to constitutions, laws, administrative regulations, judicial decisions, executive rescripts, and so on. The actions of these persons called upon to manage these organizations are constrained by external and midland de facto rules, and limitations (Rainey and Milward 1981). Comparable examples of accountability in the private sector are rare. Public/political-sector organizations are as well for more porous than private loyals are.The former are soft permeated by organized immaterial(a) interest groups determined to pull these organizations, and therefore their leaders and managers, in different policy directions. The mass media (often the instruments of government agencyful interests in civil society) also often make quite explicit and sometimes contradictory demands on them. Because these organizations are presumptively existatives of the public and are expected to behave in its interest, the press is expected to be especially vigilant on behalf of the public. loftyer up all, public-sector organizations in democracies are subject to the influence of political parties.These parties have their own preference orderings of issues and their own sense of the public policies required to deal with them. Their agendas are essentially normative seldom do they brook qualification or balk on aims of efficiency or similar considerations (Gortner et al. 1987 659). Members of governmental organizations, even when protected by civil service laws, apply political parties at immense risk. This exposure whitethorn be extreme in the unite States, but it is endemic to European and other parliamentary systems as well. AutonomyThis condition of multiple accountability, formal and on the loose(p) in personality (Cohen and Axelrod 1984), implies that political organizations are considerably less autonomous than private-sector organizations. Not only are the formal chains of command multiple and complex, but informal influences and pressures often limit, sometimes drastically, the degrees of freedom free-spoken to persons in these organizations. Although managers in the private sector are also not free to act on the nose as they dexterity prefer, their organizations (as long as they operate deep down the law) are immensely more autonomous than public/political sector organizations are.Two additional characteristics relating to autonomy are wor th noting. First, not only the goals of these organizations may not only be dictated from the outside, they may also be certified on other external bodies to achieve them. Lawmakers need the executive branch, as do the courts, to have their policies enforced. Central governments need regional or local governments. A single policy may require the coordination and collaboration of different governmental bodies, many of which are in competition or conflict with each other.And, as I noted earlier, successful goal achievement may in part also lie in the detainment of political parties and interest groups. Furthermore, governmental bodies or agencies often disagree about goals and policies. Evaluations of how well or poorly organizations are doing will be driven not by objective criteria (assuming they are available) but rather by political ideology and partisanship. Even within the same government, existing organizations will be in conflict over policies, such as in the case of minist ries and departments that spend money while others have to worry about deficits, exchange rates, inflation, and so on.Even in passing authoritarian or irresponsible political systems, such factors make organizations in the public/political sphere, if not innately different in kind from their counterparts in the private sector, consequently indisputablely different in the valence of the factors that I have been enumerating. To summarize, the missions of these public/political bodies, their membership, the resources provided for trading operations, the vantages and punishments for good or bad goal achievement, and often the contract survival of the organization itself are all matters that typically lie outside the organization itself.Hence, before taking initiatives, persons in political and governmental organizations will make careful inner and external assessments. First, they seek to discover how their superiors or immediate colleagues may feel about a policy or mode of pol icy implementation. Second, they look to how this policy or mode of implementation will sit with those indwelling or external forces that can trespass on their professional careers, their economic well-being, or the welfare of the organization itself.Third, they make assessments about what will lie in the way of their ambitions, including, perhaps, their desire to make and enforce given policies. This basic pattern suggests that these organizations are under abundant pressure to engage in learning. Attention will sure as shooting be paid to other governmental agencies, political parties, labor unions, trade associations, religious or ethnic groups, the courts, the mass media, professional associations, the corporate community, and other political and governmental jurisdictions at home or a broad(a) that may accept the organizations well-being.The list is very long of constituencies that wield tolerable power, formal or otherwise, to either dictate or veto certain policies or facilitate or nullify their successful implementation (Dean 1981 133). Failures to complete calculations of this kind and to learn about these thingsand at a reasonably higher(prenominal) level of competencewill hobble or defeat the persons or organizations involved. The corporate community has taken to engaging in somewhat similar scanning in recent years, largely because of the internationalization of the firm.When managers extend their operations abroad, they neck to appreciate the value, indeed the necessity, of scanning these raw(a) surroundingss for aspects that are not, stringently speaking, directly related to the market. As noted above this scanning has also been practiced at home, for national and local governments have come to exercise jurisdiction over matters that affect the life and grouchyly the profit or loss of private enterprise. One can generalize this tendency by noting that managers are increasingly impelled to engage in scanning whe neer gaps amaze to a ppear between a corporations policies and its actual performance.Failure to understand sight of such gaps before the media do can carry consummate(a) consequences. Orientation to Action The conditions described above do not get on much initiative by public/political-sector organizations. Action tends to be reactive, not proactive, and prophylactic, not innovative. Fresh ideas are typically viewed as threats to a ethereal symmetricalness between internal and external forces. Few people wish to risk taking steps that skill trigger chain reactions with undiscovered consequences.Conservatism, not risk-taking, becomes the modal orientation to action. Persons in the private sector, and the mass media, threnody attitude, sometimes stridently. They overlook, perhaps, that they themselves are partly responsible for the shortcomings that they criticize. Conservatism also grows out of the fact that these organizations are much more tied to tradition and more profoundly institutionaliz ed than is true in the private sector. These traits, too, make them exceedingly resistant to change.Whether legislatures (Cooper 1975), political parties (Panebianco 1988), or bureaucratic agencies (Powell and DiMaggio 1991 Scott 1995) are meant, the length of time they have been around will greatly condition what the organization is capable of doing, including its capacity to learn and, on this priming coat, to change. Max Webers (1958) reference to bureaucracys dead hand (p. 228) suggests that this type of conservatism is brought about by the very same characteristics that he associated with legal-rational authority systems.Some writers have label this phenomenon strong institutionalization (Panebianco 1988 53). Others have called it the embeddedness of values, or norms, that affect the cognitive systems of organizations (Herriott, Levinthal, and March 1985), the governmental sphere, therefore, endless examples show that efforts to reform these organizations fail more often tha n not (Destler 1981 16770). This pattern does not mean that the bureaucrats who run these organizations are beyond anyones control or that change is impossible (Wood and Waterman 1994).It does mean, however, that organizational change is extraordinarily serious to carry off, given the magnitude of inertial forces (Kaufman 1981). The cipher process and goal parapraxising in the public/political sphere are additional factors that impinge on an orientation to action. For instance, not only are public budgets controlled from outside the organizations that depend on these allocations, in the short and medium terms, they can be modified and redirected only minimally, and at the margins. This retainer is one reason why political scientists who wish to identify the most powerful groups and organizations, within government tself and within civil society, will visibility public budgetary allocations over fairly long periods of time. Goal displacement occurs when the personal interests an d expediency of organizational leaders and members come to dominate and flip-flop the purpose(s) of the organization itself. This tendency is present in the political sphere. Cooper (1975) nicely summed it up in his observation on the U. S. Congress He rig that institution quite vulnerable to the deleterious effects the pursuit of symmetry goals of its members involves. These self-regarding goals distort policy orientations and block institutional reforms by making exclusive self interest or collective partisan advantage the focus of attention and the criterion of action (p. 337). Mayhew (1974) found that the beat out explanation for the action orientation of members of Congress is the strength of each members the desire be reelected. In extreme form, and in many different types of organizations, these characteristics actually result in a transformation of the organization itself (Perrow 1972 17887).The Environment Because the environment of organizations in the public/politic al sphere is so strongly normative, the policies enacted there are not only temporary but also contest in their implementation every step of the way twain at heart and outside government. Knowing about these aspects of their environment, the managers of public/political organizations engage in a predictable type of environmental scanning and learning. For example, they learn whether to pay more attention to the legislature or to the executive office (Kaufman 1981).In order to be at least minimally effective in their environments, the organizations involved must learn the ways and means of overcoming the kinds of constraints that I have been summarizing (Levin and Sanger 1994 668, 1716). Indeed, considerations of organizational efficiency may be and often are entirely irrelevant to decision-making and choice in the political sphere. Successful entrepreneurs in this background are the ones who learn how to survive and/or help their policies survive in an environmental landscape fu ll of dangerous surprises and subject to frequent and stand change.The basic knowledge to be internalized is that this struggle will remain invariable and that space for freedom of action will not last long. It is these qualitiesambiguity, messiness, and constant struggle and conflictin the political and governmental environment that lead political scientists to give huge attention to power and its statistical distribution twain among and within organizations. That attention remains intense, notwithstanding that power is an elusive concept invariably laden with all sorts of normative claims about to what type of power is legitimate and what type is not.In political science there is fairly broad agreement (Dahl 1968) that power is the ability, through whatever means, of one to person make other do his or her bidding, even and particularly in spate in which doing so is not what the other person wishes or prefers. Power and Organizations The Role and Anatomy of Power Struggles P ower, and the struggle over it, describe the warmheartedness of the political process. Rothman and Friedman (in this volume) note that scholars writing on organizational learning rarely take conflict and conflict resolution into consideration.They add that organizational conflict, even in the hands of authors as skilled as March and Olsen (1976), is not mentioned as one of the factors that may inhibit the successful development of a learning cycle (see also March 1966). This neglect stems in part from the tendency, widespread in two the corporate community and management literature, to consider conflict itself as something highly unsuitable and potentially pathological and, therefore, as something to be defeated ( daring and horsefly 1996 6278 Pfeffer 1981 29).It cannot be without ostracize consequences, either for the theory of organizational learning or for attempts to apply it in the workplace, that such organizations are almost neer studied from the vantage point of power a nd of the competition that takes place to create and throw control of it or wrest it from others (Berthoin Antal 1998 Dierkes 1988 Hardy and horse tick 1996 631). One author (Kotter 1979 2) noted that the open seeking of power is widely considered a sign of bad management.Indeed, the authors of management literature not only skirt the behavior associated with power struggles but also condemn it as politicking, which is seen as parochial, selfish, divisive, and illegitimate (Hardy and clegg 1996 629). Kotter (1979) found, for example, that in 2,000 articles published by the Harvard Business Review over a twenty-year period, only 5 of them included the word power in their titles. This finding is astounding. It suggests that power is treated like a dirty little family secret Everyone knows its there, but no one dares come right out to discuss it.One might imagine, though incorrectly, that the situation has changed for the better in recent decades. An run of the Harvard Business Rev iew with Kotters same question in headspring shows that only 12 of more than 6,500 articles published in the period from 1975 to mid-1999 contained the word power in their titles and that 3 contained the word conflict. Leadership appeared in nine titles. In a sample of abstracts of these articles, one finds, as expected, the term power somewhat more often than in the articles titles.But the term is almost never treated as a central concept that orients the way the researcher looks at an organization or develops pro military positions about its internal life. This finicky, backup-it-in-the-closet attitude toward power is puzzling. For political scientists, the question of power in organizations is central for many reasons because power is held unequally by its members, because there is a continuous struggle to change its distribution, because these inequalities and efforts to change them inevitably lead to internal tensions.A persistent quest in political science, therefore, is to illuminate the structural aspects of public/political management that permits those involved to confront and handle power confrontations without defeating the purpose of the organization itself. Is There a Power Struggle? The puzzle of disregard to power in the fields of organizational theory and organizational learning is all the more intriguing given that leading organizational theorists, such as Argyris and Schon (1978, 1996) and Perrow (1972), have certainly addressed this matter.For example, Perrow treated organizational traits such as nepotism and particularism as means by which leaders of economic and noneconomic organizations maintain their power within them. Because these organizations are the tools of those who lead them and can be used to accumulate vast resources, a power struggle typically occurs over their control (pp. 1417). And because of goal displacement that may ac partnership such power struggles, organizations may well become things-in-themselves (pp. 1889).It is possible that leading theorists such as Argyris and Schon (1978, 1996) and Senge (1990) have themselves been excessively reticent in treating phenomena such as power struggles within the firm (Coopey 1995). It may be that corporate managers are in denial and therefore loathe to acknowledge that even they, like their counterparts in politics, are playing power games. tautens, and the literature about them, stress the beauty of teamwork and team players. Plants are organized around work teams and quality circles. Mission statements are endlessly reiterated.Human resource managers expend enormous capacity instilling the firms culture as a typical way of doing things. People who excel at the approved traits are rewarded with promotions and stock options. All these practices might be cited as evidence that corporate behavior is instrumentally rational and that the search for power, especially for its own sake, is alien to the firm. This way of thought and describing things leaves little room for attention to the power games that lie at the centralise of most organizational life.Thus, making decisions about corporate strategic plans and the budgetary allocations that go with them defining of core businesses and the shedding of what is not core effecting mergers, acquisitions, and alliances and carrying out radical corporate restructuring that may separate thousands of persons from their jobs and yet dazzlingly reward others would typically be seen by political scientists as behavior that is quite similar to the kind of power struggles that take place every twenty-four hour period in public-sector organizations.Behind the veil of corporate myth and rhetoric, managers obviously know about this aspect of their environment as well. So do writers for the financial upstartspapers, where words such as power struggle appear much more frequently than they do in the management journals. How could it be otherwise when the efforts at leveraged buyouts, struggles to i ntroduce one product line and abolish others, and differences over where and how vanquish to invest abroad take on the monumental dimensions reported in the press?It would be astonishing if the persons involved in these events were found to actually believe that considerations of personal and organizational power are not germane(predicate) to them. Nevertheless, as Hardy and Clegg (1996) noted, the hidden ways in which elderberry bush managers use power behind the scenes to further their position by regulate legitimacy, values technology and information are conveniently excluded from analysis. This narrow comment obscures the true workings of power and depoliticizes organizational life (p. 629). Attempts to correct the foul orientation to the reality of conflict and power struggles have been relatively rare.One reason is that not just the actors in the corporate community but also students of such things come to believe in the mythologies about empowered employees, concern for the stakeholders, the rationality of managerial decisions, and the pathology of power-seeking within organizations. Their belief is a pity in that, without doubt, the structure of power, explicit or implied rules about its use, and the norms that attach to overt and hiding power-seeking will deeply affect the capacity of the organization to learn (Coopey 1995).In any case, there can be no doubting the fact, however much it may continue to be obscured in the corridors of corporate power, that struggles of this kind deeply affect corporate life its external behavior and who gets what, when, and how within these institutions (Coopey 1995 2025). The Benefits of Power Struggle Power struggle, of course, is not the only aspect of organizations worth study, and the homo of politics is not just Hobbesian in nature. Cooperation is the obverse of conflict.How power is defined and whether the definition reflects left-wing or right-wing bias makes a difference in thinking about or conceptual izing the salience of power in organizations (Hardy and Clegg 1996 6235). In particular, it is essential that one avoid any definition or relatively broad conceptualization that does not take into account that, in any organization the existing rules of the game even if they are considered highly rational and legitimate, constitute in themselves the outcome of an earlier (and typically ongoing) struggle over control of an organizations resources (Hardy and Clegg 1996 629).When the ubiquitous existence of power struggle within organizations is acknowledged and put into veracious perspective, when power-seeking (even when the impulse is entirely ego-centered and not driven by organizational needs) is accepted as normal behavior, and when it is recognized that no existing organizational structure is entirely neutral, only then can one hope to clarify what kind of single-loop or double-loop learning is believably to occur.For example, Coopey (1995) argued, correctly in my view, that wh ere the distribution of power within an organization is hierarchical and asymmetrical, the type of organizational learning that proceeds in such contexts will tend to buttress the consideration quo. Their reasoning makes sense not just because, for example, the learning process tends to troupe favour senior managers but also because the kind and quality of information to which those managers have access becomes, in itself, an instrument for exercising and preserving ones kind position in the power pecking order.In the public sector, double-loop learning is even more impeded and therefore rarer than in the private sphere. The reason is that politics, in both the organizational environment and political organizations, actually infuses every aspect of what public-sector organizations are and what they do. The more important the sphere of action or the issues treated by these bodies and the more public attention they draw, the more difficult it will be to reach consensus.And once c onsensus is reached, the more improbable it will be that anyone will either want to modify it or succeed in doing sono matter what the feedback about the policies and their efficacy may turn out to be (Smith and Deering 1984 26370). Double-loop learning in the public sphere is impeded also by the formal separation of policy-making and policy implementation, as for example between legislative and administrative bodies. As noted earlier, policies are infrequently the choices of the organizations called on to implement them.In this setting, endemic to governmental systems, certain types of impediments to organizational learning tend to materialize. On the principals side, there may not be sufficient time, or technical competence, or interest to learn what is actually going on with policy implementation. The probability is low, therefore, that those who make policy and set organizational goals will ever get information that might encourage a realistic articulation of goals and a rationa l judicial admission of the means to be used in goal achievement.Organized interest groups are well aware of this gap. As a consequence, their typical strategy is to keep fighting for what they want, not only when alternative policies are up for consideration but also (sometimes particularly) after an unwanted policy has formally been adopted but must still face the vagaries of being carried out. On the agents side, whatever is learned about policy implementation that might urge a change of methods or of the policy itself may never be articulated at all, for to do so might discomfit an existing political equilibrium.Not only are these equilibria difficult to obtain in the first place, they often also involve an unspoken, symbiotic relationshipoften dubbed the Iron Triangle (e. g. Heclo 1978 102)between a specialized legislative committee, a bureaucratic agency responsible for administering the specialized policies, and the organized interests that benefit from particular policies , particular ways of implementing these policies, or both. Potential learning that would upset this balance of forces finds very rough sledding.The treatment of whistle-blowers, who sometimes go public with revelations of misdirect or distorted policies or of bad methods used in their administration, is silver-tongued evidence of this problem. One way to overcome the stasis implied by these tendencies is to encourage power struggles, not to obscure them (Lindblom 1971 2142, 647). Nothing will jump the attention of politicians and bureaucrats more than learning that organized groups with a vested interest in a given policy and large numbers of faithful voters are unhappy about a particular aspect of public policy.When these groups lie outside the Iron Triangle, they are far less inhibited by considerations of equilibria then when they are inside it. This single-issue focus is indeed one of the reasons why even small and not well-financed public advocacy groups can sometimes be ver y effective in bringing about change (Heclo 1978). The trick is to maximize transparency, to encourage more group intervention as well as prompt the media to provide more, and more responsible, investigative report than they usually offer.Today it appears that the Internet is quickly becoming an important instrument for the timely, accurate, and lucubrate exposure, now on a global scale, of conditions that require correction. The organizational learning implications of this development are potentially enormous. Increased transparency implies, if nothing else, a more democratic, capillary diffusion and sharing of information (see also Friedman, Lipshitz, and Overmeer in this volume).In an organizational context, whether in the private or the public sphere, this fact only modifies the form, quality, and spread of learning it also brings about a modification of the organizational power structure itself. Such modifications also mean that the structure and human body of conflict will change. In political science this kind of transformation, which widens and deepens competition, is considered to have healthy implications for the overall political system in which competition takes place.That is, benefits are expected to derive from the fact that the market becomes, in comparison to the more dirigiste state, more Smithian, less concentrated, and less dominated by a handful of competitors who, rhetoric aside, rarely pursue the general welfare but rather much narrower considerations. At the very least, increased transparency and the broadening of the hawkish sphere clearly require that political managers develop a set of skills that permit them to meet such challenges and function well within these constraints.New Signals from the Private Sector Something similar to this attitude about encouraging conflict may be developing in the private sector. Gortner et al. (1987) lamented that theories of the organization simply do not deal with the issue of politics, and . . . that these theories interpret power as an internal phenomenon usually related to the area of leadership (p. 76). But change may be afoot in this respect for at least two reasons.Contributors to this volume as well as writers such as Pfeffer (1981, 1997), Coopey (1995) and Hardy and Clegg (1996) may well succeed in their efforts to raise queasiness and broaden and refine theories of the organization and organizational learning to include attention to power and politics. Second, variations and abrupt changes in the environment of business are ubiquitous today and likely to intensify tomorrow. It could not be otherwise in an era of globalization of the firm, in which, more than ever before, firms venture into a wide variety of cultural settings.In addition, managers increasingly come from a wide variety of cultures and professional backgrounds where values and norms are not necessarily coulomb copies of each other. An organizations capacity to read signals about politics and power distributions, outside as well as inside the firm, and to make quick, constructive adaptations to them will represent not just a luxury but also a necessary condition for establishing a emulous advantage in the global marketplace.In limiting cases, this capacity may actually become a necessary condition for survival. Power-driven behavior within the firm not only is endemic to such organizations but remains salient irrespective of the degree to which the firm succeeds in creating an internal environment that is homogeneous, harmonious, and collaborativean environment peopled by those who share corporate values and a corporate culture and who stress collective over individual goals (Handy 1993 12349).By definition, the firm is typically an organization that places high value on the free-enterprise(a) spirit. That spirit is an aspect of human behavior everywhere and that can only be divorced from the impulse to obtain and hang on to disproportional shares of power. Improved under standing of the structure of such internal competition also illuminates the relationship between these kinds of patterns and corporate learning (Coopey 1995 1978 Hardy and Clegg 1996 6335 Kotter 1979 939).Increased attention to power (even if the term itself is not used) is covert in the corporate communitys recent encouragement of internal open expression of objections to existing policies and of open competition between units of the follow and between its members. Bringing these universal underlying conditions to the surface may be inevitable, given how much more variegated todays big companies are from those in the past, not just in technology, product lines, and force-out but above all in the great revolution of markets and cultures in which they now operate.The less homogeneous the international firm becomes, the more difficult it will be to mask the fact that corporate life, like political life, involves a good deal of organizational and individual struggle over power. Po wer Linkages and Networks Because conflict and power struggle in public-sector organizations are both internal and external, their managers are impelled to search the environment for opportunities to form alliances. sometimes such alliances are of the Iron Triangle variety, but they are certainly not limited to this form. The idea is to create structural linkages that will improve ones chances of prevailing.As public policies become more salient for the firm, the firm too, will experience increased need to expand its own networks beyond those that already exist in the marketplace. Linkages with public bodies, for example, cannot be perfectd (as once may have been the case) through the use of chit-chatants and lobbyists. Structures and capabilities consonant with the establishment of direct networks come to replace or supplement these older approaches. Multinational corporations that operate abroad, where public policies represent bare-ass risks for the firm as well as new opportu nities as well, have often moved in exactly this networking direction.One forefinger of this change is the proliferation not just of equity joint ventures (as opposed to the once-dominant fetish of the wholly owned subsidiary) but also all manner of other interfirm alliance, knowing to optimize, in overseas local markets, the use of firms and their managers who have immense experience there. In the case of U. S. companies, this type of change was also spurred by the passage of the Foreign Corrupt Practices Act a generation ago. At home, one immediate consequence of this legislation was a sharp increase in the number of in-house attorneys employed by American firms.Overseas, it led to a much more intense search for the ways and means of finding arrangements that can somehow enable overseas U. S. firms to engage in corporate behavior that was unexceptional abroad but suspect or even outright unacceptable at home. The globalization of enterprise, the growth of networks in which the firm becomes involved at home and abroad, also brings about a considerable extension of learning methods and horizons, if not a new type of organizational learning in the private sector. The international firm becomes more sensibilise to power configurations and power equilibria.The search is broadened as well as increase in order to identify aspects of the environment that might impinge on corporate success. The quality of intelligence relevant to business operations at home and abroad is improved, as is the knowledge about the location and means of access to points in the decision-making process that relate to public policies affecting the contrasted investor. A keen sense that each environment has its unique aspects as well as dimensions that are general to any environment impels the firm to sharpen its analytical instruments and thereby try to improve its learning.Efforts to create a total quality system come to include not just the production, distribution, and servicing of a firms products but also the firms ability to recognize power and power struggles for what they are and to attune its learning methods to profit from this new capability. Types of Power Distributions and Equilibria Although power equilibria are never permanent, they tend to last for a long time. The reform of governmental bodies tends to be greatly resisted because, even when reforms are relatively mild, they threaten existing equilibria (Seidman 1977).As a rule, unless quick and deep change is the goal, it is better for an organization (inside or outside the public/political sphere) to learn how to operate within an existing equilibrium than to make efforts to change it. Indeed, it is almost axiomatic that, where a radical qualifying in public policy is intended, creating a new organization is far preferable to seeking achievement of these new goals through the existing system (Levin and Sanger 1994 1723).Events of this kind, though rare, provide highly fluid opportunities to ac hieve first-mover advantages as new networks and a new equilibrium are established. In this regard, it makes a difference whether the overall configuration of the political system is monocratic or pluralist, one(a) or federal, highly centralize or characterized by broad delegation or devolution of powers. That is, power equilibria at the microlevels will be influenced in no small measure by the configuration of the larger system in which these equilibria are embedded.Pluralism Pluralist systems tend to maximize not only the number of individuals and organizations able to intervene in the policy-making and policy implementation processes but also the number of channels through which the interventions occur. Pluralism implies minute and fragmented representation of interests. The underlying assumption is that equality of opportunity, central to democratic theory, should also apply to the policy-making process. It will obviously make a difference which groups prevail in these efforts to exercise influence.It is equally important whether and what kinds of groups can bring some order to the process by aggregating a number of small groups under a single organizational umbrella. Pluralism also invites much debate. In theory, when consensus is achieved, it is expected to be very strong, precisely because of widespread opportunities that interested parties have for being consulted and auditory sense the views of others. Again in theory, this system of broad betrothal should also optimize the discovery both of ruff solutions and of innovative ideas about public policies and how best to achieve them.It is behind such policies, according to pluralist democratic theory, that one can expect the strongest collective effort to emerge. And given all of these assumptions, consensual policies are likely to be well administered and widely accepted as long as they achieve expected aims. Within this rich mosaic of interactional participation, organizational learning is presuma bly optimized, as are the efficacious making and implementation of public policies. There are also negative sides to pluralism, and they are well known to organizational theorists.A plethora of communication channels easily degenerates into information overload. This overload in turn can lead to changeless debates that wind up in stalemates or paralysis. There may be too much talk, too many options raised(a), and little inclination, or indeed ability, to reach closure. An even more notable objection to this mode of decision-making is the raised probability that it will produce only lowest-common-denominator outcomes. The need to balance competing forces and to find acceptable compromises implies that only in extreme emergencies can pluralist systems adopt radical measures.Pluralism and the forceful, timely management of issues do not sit easily side by side. Hence, it seems valid to presume that such systems will not work well within a corporate structure that, almost by definitio n, is expected to be hierarchical and unitary (Hardy and Clegg 1996 6226). Monocratic and Unitary Systems Monocratic and unitary systems are highly centralized. If they permit a broad representation of interests, it is likely to be within a framework that is much more check than that of pluralist systems.Monocratic and unitary systems are able to act even when broad consensus may be wanting or impossible to bring about. Participation from the ground up, so to speak, is not so loose or permissive as to actually tie the hands of or paralyze those at the center. Compared to pluralist systems, monocratic arrangements tend to be less democratic (not to be confused with undemocratic). They may involve broad, well-articulated participation in policy-making and implementation, but within limits.They tend to be more intolerant of inputs that are judged to be dysfunctional. They are immensely more suspicious of interventions in the formal decision-making and policy implementation process by groups and organizations that are not official, or not officially approved by the government. The tensions between pluralistic/democratic and unitary/monocratic arrangements are not distant those found within corporations that move in the direction of authorization of those fit(p) toward the bottom of the pyramidal hierarchy.As I have suggested, this pyramid is not just one of positions and authority but also of command and control. That is, as long as the pyramid remains a pyramid, even slightly, it is a power arrangement governed by rules that, with rare exceptions, are themselves the outcome of a power struggle. Serious efforts to empower persons who have not had very much power, or who through empowerment will come to exercise more of it than in the past, clearly imply a widening and deepening of participation in decision-making both in the making of corporate policies and in their implementation.It is no wonder that changes of this kind, as well as those designed to bring s takeholders meaningfully into such processes, are fraught with complications and that they usually degenerate into not much more than lip-service platitudes (Coopey 1995). Monocratic and unitary political systems, such as those typically found in Europe and elsewhere outside the unify States (and to some extent outside Great Britain), accord very high status to the state writ large. Those who manage the state are more inclined to redirect, minimize, and, if necessary, override interference from civil society when this interference threatens to paralyze government.Reasons of state, as the justification is often called, will lead to closure of debate and then to public action, presumably in favor of the community as a whole. In monocratic systems, popular sovereignty and broad participation by the masses or by organized groups will not be permitted to place the state and its rife welfare at risk. This attitude is similar to the posture of senior corporate managers who are scarcely ab out to tolerate modes of empowerment or participation that might cast serious doubt on the companys mission, the rationality of its basic long-term strategy, or the companys very survival.Nevertheless, in the corporate sphere, as in the sphere of the state, the powers available to managers must be and often are used to end an aura of legitimacy not just to existing rules and policies but also to the outcomes that derive from them (Hardy and Clegg 1996 630). Federalism Federalism adds another facet to this discussion. As a political concept that stands in opposition to that of unitary structures, federalism implies a division of power on the basis of territory.A much-touted advantage of federalism is that it permits the bringing together, under one central authority, of territorial units that differ quite markedly from each other in many ways. This would include, say, the sizing of their population or territory their racial or linguistic compensate and a wide range of social, econom ic, and even political conditions. Federal systems represent ways of organizing and managing diversity. In the realm of politics, experience has shown that these systems are therefore much more viable means of managing large nations than are highly centralized unitary systems.In fact, most of these nations are of the federal, not the unitary, varietyeven the Soviet Union and the Peoples Republic of China in their so-called totalitarian heyday. Federalism also maximizes the amount of experimentation (with different laws, institutions, electoral arrangements, administrative organizations, and the like) that can take place under a common political roof. This umbrella-like structure permits, indeed encourages, the search for best practice in institutional form and relationships and in policy-making and implementation. This feature of federalism encourages, permits, and, indeed encourages self-conscious learning.In the United States, for example, there are formal organizations designed t o provide the individual states and major cities with information about the potentially innovative or effective approaches that each may be taking to, organizational procedures or public policy. connatural information-sharing institutions also exist at the international level. This institutionalized learning is designed in the broadest sense to raise the quality and lower the cost of governmental services. In a federal setting the political center shares a number of powers with other territorial units. Except in estricted areas, it cannot pretend to be the exclusive holder or exerciser of power and authority. Even where in formal terms the political centers authority may be exclusive and where policies are expected to be uniformly administered passim the systems territories and subunits, considerable local variation must be permitted. Unitary systems, by contrast, permit much less flexibility of this type. The central authority within such systems exercises nearly exclusive author ity to make system-wide policies, and it is also expected that these policies will be uniformly administered everywhere.Any deviation from centrally established policies, indeed any policy-making within subnational units, proceeds only with some sort of authorization by the center. As often state in France, if one wishes to know exactly what children might be doing at a certain hour of any school day, it is sufficient to consult the manual issued by the appropriate ministry in Paris. The unitary form is highly analogous to the world-wide business firm, including firms organized by product group or division, in which authority and control are concentrated in a single, central organization.The preceding, post-war development of the multinational corporation, at least in the United States, proceeded for the most part on the basis of this model. It was thought that the revolutions in small fry travel and electronics made such centralized control both desirable and feasible. That is, th ese changes in the speed and facility of travel and communication were said to make possible the global extension of the so-called Sloan model of the corporation, a model that had worked so well within the United States.Feedback and Learning No matter whether the basic structure is pluralistic or monocratic, federal or unitary, the need for feedback from which the center can presumably learn is universal. Federal systems, because they produce many streams of information, may be more open but less efficient than unitary systems. Unitary systems, although in theory narrower and easier to control than federal systems are in terms of information-producing channels, are at high risk of having information delayed, distorted, or misdirected.It is apparent, however, that the center often deludes itself into believing that, with a highly check and centralized organizational weapon at its disposal (like the Communist party under Stalin in the USSR or the Chinese Communist party under Mao), i t can both learn and control what transpires at the periphery (Hough 1969). The deceitful assumption in this instance is that a centralized and highly develop organizational instrument, such as the Communist party, can prevail irrespective of whether the overall system is of the federal or unitary configuration.Pluralism and Federalism in the Firm? A pluralist and federal model of the polity ill fits the generally held photograph of the firm and of other private-sector organizations. Decision-making of the kind represented by the typical firm can scarcely follow a pluralist model to the letter, at least not without a rethinking of a great many well-established notions of what a world-scale company should be and how it should be run. Within the firm great emphasis is placed on clear lines of authority, both horizontal and vertical.The global firm still tries to instill a single corporate culture so that the hierarchy of values, the operational norms, and the modus operandi will be essentially the same wherever its branches and units may be located. This model leaves little room for pluralist inputs and local diversity. Pluralist democracies and federal systems thunder (most of the time) on their multicultural dimensions. Rather than eliminate diversity, it is honored and encouraged. In the corporate world, much of what is claimed about decentralization, planning from the bottom up, and individual empowerment often is spurious.Senior managers in the corporate world are rarely able or inclined to practice the decentralization or the broad and deep participation that they may preach. More often than not they use the considerable powers at their disposal not to encourage debate that leads to consent but rather to mobilize consent itself (Hardy and Clegg 1996 626). In the public/political sector, a key test of how seriously the center wishes to encourage diversity and favor empowerment lies in the practice of devolution, as opposed to decentralization.Devolution , typically practiced on a territorial basis, substantially reduces the powers of the center over the periphery, sometimes drastically. The strongest indicator of this reduction is the empowerment of the periphery not only to make policies but also to tax or otherwise raise capital in connection with these policies. Such transfers, in turn, encourage high levels of competition between the subnational units of federal systems, sometimes creating very difficult problems at the center.Devolution increases pluralism. When hierarchy is replaced by something composed of rather free-acting units, managers need to develop skills that are germane to these changed circumstances. It is one thing when a persons position makes it possible to mobilize consent and conforming behavior it is quite another story when both of these things must be generated within the context of a relatively open, participatory, and fluid system of reaching consensus on what should be do and how best to do it.It is po ssible that the globalization of enterprise will force an increase in genuinely federal arrangements on the firm, a shift that would certainly imply moving away from a strict unitary, hierarchical model and award one that is genuinely more participatory, even if more difficult to manage. Charles Handy (1996) stated that such a change may be taking place (pp. 3356), although even he suggested that the action of federal principles to the corporate world will, perhaps inevitably, be imperfect (pp. 10912).The knowledgeableness of similar federal structures, even ones remaining distant from devolution, requires a new look at many of the most canonical ideas about how best to organize and manage the profit-seeking enterprise. On close inspection, the sometimes spectacular curtailment and other changes in corporate structures since about 1990 do not appear to have brought about radical operational changes in hierarchical structure. In both the public and the private sectors, centralized control of organizations dies hard.Nevertheless, the federal thrust in many of todays global firms should not be underestimated. In the truly global firm, where multinationality is not just a label, traditionalistic arrangements for strategic plans, corporate finance, and capital budgetingwhich are still basically monocratic and unitary in naturewill gradually be revised. It is misleading to think, as so many corporate managers still do, that the continuing electronic and information technology revolutions will permit efficient global control from a single, geographically dis

Economic Crisis in Zimbabwe Essay

Zimbabwe is currently facing the worst economic crisis in its history. The inflationary rates are in an all time extravagantly while un physical exercise rate is more than ninety percent. The current economic crisis has been caused by various factors which can be described as economical, social and political. The kingdom reforms which were undertaken by the authorities in the early years of this decade sport contributed greatly towards economic melt pour down in this country.The white owned farms were study producers of the export products in this country which heavily relies on agriculture for its survival. arrive and mainly export industry collapsed leading to massive loss of jobs and alien currency. (Bond, P and Masimba, M, 2002 13) The mismanagement of prudence and grand corruption has practise Zimbabwe to be shunned by the investors. This has denied the country the much needed direct investment finances which are very crucial in the psychiatric hospital of employment and sustainment of the economy.The prevailing political situation has made the matter worse as the environment is not conducive for investors. Government decision to control prices has made the economic crisis to deepen as producers are have abandoned the manufacturing and toil in general in fear of making massive losings due to the disposal control in an economy which was previously highly liberalized. Natural calamities and diseases have acted as catalyst to the prevailing economic physical body as the government spends funds to mitigate these problems.(Richardson, C, 2007 34) Addressing Zimbabwe economic problems may not be an easy task but solutions must be comprise to save this country from total collapse. Political and economic reforms must be put in place to turn the economic round. Political reforms leave go a long way in restoring foreign investors pledge helping in bringing in foreign currency and the creation of employment for the people of this country. Inflation need to be tamed down to make this country a haven of investment once again.The government must be committed to implement policies which will work towards crook the economy around. Liberalization of the marts is one policy which might see the economy up again. This will bring competition in the markets something that is crucial towards creating employment and satisfying the local and supranational demand of the Zimbabwe products. The foreign currency market needs to be freed to address the economic imbalance. Unwarranted printing of the coin should be discouraged as a measure to check the inflation.The international financial institutions can save the country from its woes done advancing accredit which can help in reduction of inflationary rates. The financial service should be properly monitored to ensure that it is used as intended, that means that the government must be accountable to the people as it only through transparency and accountability will progress be realized. Revocation of the land reforms instituted earlier will go along way in boosting commercial farming in this country.The land owners should be guaranteed safety and incentives which will make them undertake the crucial role of providing food for the country and for the export markets. It may take long to bring back the economy on chase again but all this can be achieved if there is a will. (Clemens, C and Moss, T, 2005 53)Work CitedBond, P and Masimba, M, Zimbabwe Plunge, London, Merlin Press (2002) Richardson, C, Linking Rainfall and gross domestic product Growth in Zimbabwe, African Affair, Oxford University Press (2007) Clemens, C and Moss, T, Costs and Causes of Zimbabwe Crisis, contract for Global development (2005)

An Analysis On Value Chain In TVS Group

An compend On Value Chain In TVS Group TABLE OF content TOPICS Page No 1. INTRODUCTION OF TWO WHEELER AUTOMOBILE atomic number 18a -4- 2. GLOBAL TWO WHEELER MARKET 2009 -4- 3. TWO-WHEELERS PURCHASE TREND -5- 4. INDIA AS A GLOBAL AUTOMOBILE MARKET PLAYER. -6- 5. INTRODUCTION OF TV SUNDARAM IYENGAR AND SONS exceptional (TVSS). -8- 6. TVS MOTORS AS A TWO WHEELER PIONEERS. -10- . OVERVIEW OF TVS, QUALITY, FINANCIALS & GROWTH PLANS-15- 8. ITS COMPETITORS. -13- 9. TVSM dodging FOR GROWTH-15- 10. SCOOTY PEP + -17- 11. SWOT abridgment OF SCOOTY PEP-19- 12. result-19- 13. BIBLIOGRAPHY-20- INTRODUCTION OF TWO WHEELER fabrication Automobile is one of the largest industries in global commercialiseplace. Being the leader in product and process technologies in the manufacturing sphere, it has been recognized as one of the drivers of stinting erectth. During the last decade, well directed efforts have been made to admit a new look to the go policy for realizing the sectors full pote ntial for the economy. hostile marketplaceing by the auto finance companies have excessively play a evidentiary role in boosting railcar contend, especi exclusivelyy from the cosmos in the middle income group. Two- bicyclist segment is one of the most important components of the automobile sector that has undergone signifi beart changes due to shift in policy environment. The twain- wheeler fabrication has been in existence in the country since 1955. It consists of 3 segments viz. scooters, motorbikes and mopeds. In India there are some MNCs and Indian caller-up dealing in automobile sector.The main refer thespians who are dealing in this sector are mill Honda, Bajaj, Yamaha, Honda, and TVS. Global deuce wheeler market 2009 Two-wheelers to remain the preferred pickaxe over Cars The ownership and maintenance court of a car is 4 times of a two wheeler Two wheelers deliver a superior mileage of 70kmpl as compared to 12kmpl of the cars. milage is a key factor co me to the fore influencing buying behavior. Size of the centre market 43 million numbers pic Two-wheelers Purchase Trend- India is on e really study global automobile players roadmap and it isnt hard to see why pic ? India is the 2nd largest two-wheeler market in the field, ? th largest commercial vehicle market in the world ? 11th largest passenger car market in the world and is ? expect to become the 7th largest by 2016. Two-wheelers on a roll ? The demand drivers for the two-wheeler constancy are ? High growth in service sector 9% ? Favorable demographics a young sight, rising house-hold incomes, increasing literacy levels ? blistering introduction of new models ? Increasing replacement demand (from 6 to 3 years) ? Absence of effective public transport. ? Increased availability of low em physical structure retail finance (more than 1500 locations) pic The key factors emerging are- Tar let sense of hearing for two-wheelers is huge. 140 mn people allow foring be add ed to the working population in the next 5 years time. pic Two-wheelers to remain the preferred option over Cars The ownership and maintenance woo of a car is 4 times of a two wheeler Two wheelers deliver a superior mileage of 70kmpl as compared to 12kmpl of the cars Mileage is a key factor influencing buying behavior. pic 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 Introduction of TV Sundaram Iyengar and Sons Limited (TVSs) picTVS travels is the second largest company in the two-wheeler industry with a market share of 16%. Infect, it is the lone(prenominal) Indian company with kayoed a foreign collaboration in the two-wheeler industry. When the company opted unwrap of the collaboration with Suzuki in 2002, many believed that TVS was headed towards extinction. But the company proved the doomsayers faulty and came out with a very successful TVS Victor. TVS Motors Ltd. originally incorporated in 1982 to even off two-wheelers in collaboration with Suzuki Motors of Japan, T VS was one of the leaders in two-wheeler industry.It is the memory company for the TVS Group of companies engaged in the manufacturing of various automotive components, two wheelers and a few other industrial products. They are also into the monetary services sector. The turnover of the entire group was close to $2 gazillion in 2003. TVS was founded by T. V. Sundaram Iyengar in 1911. It is the barely automotive manufacturer in India to get the prestigious Deming Prize. One of its subsidiaries Sundaram Clayton was the first company in India to own the Deming followed by Sundaram Brake Linings also getting the Deming Prize.This prize is given to organizations or divisions of organizations that have achieved distinctive performance improvement with the application of TQM in a designingated year. Sundaram Clayton went on to be awarded the Japan tonicity Medal. The TVS group of companies is in general situated in Padi, Tamil Nadu, in the outskirts of Chennai (formerly Madras) T ype Private manifold (BSE) Founded in 1911 by Shri.T V Sundaram Iyengar Headquarters Chennai, Tamilnadu, India Key people Mr. Venu Srinivasan Chairman Products Motorcycles,Mopeds,Ungeared scooters, Automotive components Revenue USD 3. billion (FY 2009) Employees 5,633 (2007) Website www. tvsmotor. in TVS Motors- TVS Motor break in halfship has its origin in SUndaram Clayton Limited, Moped Division, started in 1980. The factory was started in Hosur, Tamil Nadu in southern India. The first product launched was a 50 cc moped, which appealed to the asses because of its capability to carry two people. In the same location, the same promoters started other company in 1984, in collaboration with Suzuki Motor mint of Japan, for the manufacture of 100 cc motorcycles under the brand ready of Ind-Suzuki Motorcycles. Subsequently in the moped division was bought by Ind Suzuki Motorcycles in 1987 and the company changed its name to TVS Suzuki Ltd. stock-still though the company s tarted producing all kinds of two wheelers like mopeds, scooters and motorcycles, the collaboration with Suzuki move for the motorcycles only.The collaboration with Suzuki Motor Corporation ended in 2001 and since then the name of the company changed to TVS Motor Company. The company now develops all types of two-wheelers finished with(predicate) its own in house R&D facility and manufactures in three locations in India, Hosur in Tamil Nadu, Mysore in Karnataka and Baddi in Himachal Pradesh. It has recently started a new manufacturing plant in Indonesia to cater to the South East Asian market. The Chairman and Managing Director of the Company is Mr. Venu Srinivasan who is the grandson of TV Sundaram Iyengar. OPERATIONS REVIEWQuality The Company has importantly improved the quality performance of all its products through a remainsatic task force approach. The fact that the Company came out with Industry first five year extended warranty computer programme on Star brand is a test imony to its manufacturing quality. TQM The Company continues to make headway from 100% participation of employees in TQM activities. The employees have completed more than 1,200 projects through QC Circles and Cross Functional Teams. The average number of suggestions implemented per employee was 69 during 2007-08. follow managementThe Company continues its rigorous focus on costs through an effective deployment system. Value engineering and aggressive global sourcing projects are universe pursued to reduce material costs and also to partially even off input material cost subjoin. TPM is practiced in all the plants to reckon significant improvement in productivity and reduction in manufacturing cost. During 2007-08, the Hosur and Mysore plants were awarded the TPM excellence certificate by the Japanese Institute of Plant Management (JIPM). leaving forward- Going forward, the road for TVS appears to be bumpy.Automobile industry is the most tinted industry with competition o n all fronts viz. pricing, innovations, lend chain, efficiency etc. The situation is further aggravated by rise in sensitive materials like steel, rubber, plastics etc, as the company is not able to increase the selling price in proportion, thereby affecting the net hit growth. This is evident from the fact that though in FY04 sales grew by 4%, operating profit fell by 1%. Though the raw material prices have cooled off from their peaks, we expect margins to remain under push in near future.Riding on significant growth in the two-wheeler segment over the years, coupled with strong cash position and prevision of buoyant economy, two wheeler companies have been planning capacity expansions. Hero Honda has embarked on a green field expansion plan (initial enthronisation of Rs 2. 5 bn). Bajaj Auto (BJAT. BO, news) is evaluate to increase its capacity by 33% by June 2005. Similarly Honda Motors and Scooters (SCOO. BO, news) India Ltd, 100% subsidiary of Honda Motors Japan is expec ted to fork-like its capacity in FY06.These developments are likely to create a significant increase in supply of two wheelers, changing the demand supply scenario and thus putting pressure on margins. As compared to TVS, its competitors are sitting with on a huge pile of cash. Hero Honda generated close to Rs 9 bn from trading operations, where as Bajaj Auto generated Rs 15 bn from operation in FY04, thereby are in a better position to execute expansion plans. TVS generated Rs 2 bn from operations in FY04. National Council for Applied and Economic Research (NCAER), in its report has projected that the demand for motorcycles leave behind be almost 10 times of that of the scooters by 2011-12.TVS, traditionally is considered to be a regional player with a strong hold in Southern region. As per NCAER report, major demand for Scooters is expected to come from northern region, which will depend for 50% of the total demand. Similarly the major demand for motorcycle is expected to be from Western region, which will account for 40% of the total demand. Thus it will require considerable effort on part of the management to significantly improve their presence in these regions. This may have an adverse touch on profits due to additional expenditure on account of advertising and publicity. Suzuki sees TVS Motor as main competitorSUZUKI MOTOR Corporation (SMC) and Venu Srinivasan-led TVS Group may have parted company. But the separation seems to be still working on the mind of the erstwhile foreign partner in the former joint venture TVS Suzuki Ltd. (now TVS Motor). SMC, which is now embarking the Indian two-wheeler segment independently, has sort of identified TVS Motor as its principal competitor. In a chat with the visiting Indian newspersons at Hamamatsu in Japan, Shinzo Nakanishi, Managing Director, had on more than one occasion indicated that their target would be TVS Motor. Suzuki would aim to match the production and sales of TVS. Otherwise, there is no mean ing for the divorce, he asserted. Suzuki is presently waiting for the cooling off stop consonant post-separation to end to launch head-on into the Indian two-wheeler market. The cooling-off spot ends in April 2004. Mr. Nakanishi indicated that the SMC joint venture with Integra Group would go on stream in the autumn of 2005. While declining to divulge the capacity of the proposed plant, he said the initial Suzuki investment in the venture would be approximately $10 million. To a question, he said, the joint venture would focus on producing products in the growing segments (100cc to 150cc four- blow vehicles).Suzuki had picked the plant location in Haryana in survey of the fact that Maruti Udyog had already established a large vendor secondary around that place. Mr. Nakanishi said Integra would function only as a facilitator for Suzuki to get into the two-wheeler business. It will be a gate for us. We will buy them out over a period, he added. Asked to comment on TVS Motors pro posal to enter the Southeast Asian market, Mr. Nakanishi was guarded nevertheless did not mince words. We will fight them out there as well, he asserted. The market in Southeast Asia was competitive, he said.And, Suzuki had presence in countries like Indonesia, Thailand and Vietnam. Indian two wheeler market Competitive Scenario pic India is now the second largest two-wheeler market in the world TVS Motor Company Mission We are committed to existence a highly profitable, socially responsible, and leading manufacturer of high set for money, environmentally friendly, lifetime personal transportation products under the TVS brand, for customers predominantly in Asian markets and to provide fulfilment and prosperity for employees, dealers and suppliers.Vision Statement TVS Motor Driven by the customer TVS Motor will be reactive to customer requirements consonant with its snapper competence and profitability. TVS Motor will provide total customer satisfaction by giving the custom er the undecomposed product, at the right price, at the right time. TVS Motor The Industry attracter TVS Motor will be one among the top two two-wheeler manufacturers in India and one among the top five two-wheeler manufacturers in Asia.TVS Motor Company is the troika largest two-wheeler manufacturer in India and one among the top ten in the world, with annual turnover of more than USD 1 billion in 2007-2008, and is the flagship company of the USD 4 billion TVS Group. pic TVSM Strategy for growth Secure product leadership by Introducing brands that break compromises for customers. Offering the most modern package of product, access and finance. high-velocity introduction of Refresh / upgrades Forge TVSM into an organization that is fit for growth by Delivering best-in-class durability & reliability Building a lean and flexible manufacturing with rapid ramp-up capability. Aggressive global sourcing Sweating assets to the maximum. Leveraging the power of IT across co re functions. Accelerate development & deployment of energy-efficient technologies. TVS Motor posts 23% growth in November 2009 Scooters grow at 38% Domestic Sales increase 38% Hosur, 01 celestial latitude 2009 TVS Motor Company has posted 23% growth in November 2009, registering total two wheeler sales of 120,844 units against 98,402 units in the corresponding period of the precedent year.The company continued to post growth in sales for the 8th consecutive month, registering a cumulative growth of 8% with sales of 989,353 units in the current financial year up to November 2009 against 917,439 units in the same period last year. Domestic sales of the company witnessed a quantum increase in sales positing growth of 38% recording 106,836 units in November 2009 as against 77,491 in the corresponding period of the previous year. The companys scooter sales grew by 38% posting 25,115 units when compared to 18,210 units in the corresponding period of the previous year.Total motorcycle sales of the company stood at 45,080 units in November 2009 when compared to 45,276 units preserve in November 2008. Exports recorded sales of 14,008 units of two wheelers in November 2009 as against 60,911 units in the corresponding period of the previous year. During the month, the company unveiled two novel products, 110 cc motorcycle TVS Jive and 110 cc reflexive scooter, TVS WEGO. TVS Jive features innovative T-Matic technology with rotary gear technology coupled with an automatic clutch.The bikes anti-stall mechanics makes smooth riding possible at low speeds even in high gears, without the engine shutting off. The downward rotary gear system enables the thrustr to reach neutral straight from top gear. The bike can be started in any gear and is fitted with an electric start for convenience. TVS WEGO is a multi-user, family-friendly and sleek metal bodied scooter that strikes a perfect equilibrise between stability and maneuverability, power and mileage, and sturdiness and e ase, making it a delight to ride for any category of users.The company hopes to add around 15% to 20% to its monthly sales, once these new products are made available in the market. SCOOTY PEP + The TVS Scooty Pep prescribed is a modern 4 stroke 75cc scooty that is ideal for the ladies. Its powerful engine generates maximum power of 3. 68kw (5 bhp) 6500rpm and maximum torque of 5. 8 4000 rpm. pic Some of the best features of the Scooty Pep positivist are stone box headlamp, integrated tail lamp, chrome plated exhaust, multi reflector indicators, and the striking pillion overtake rail.Besides these, there are many other features to this scooterette that prove very user-friendly- auto choke, bag hooks, compartmentalized utility box, auto burn down tap, paw box push and pull bag holder among others. The Pep Plus Scooty comes in dual texture colors and arresting graphics. TVS Scooty has always been a uncorrupted looker. The Pep+ retains the familiar face with its friendly expr ession but gets a tangy new set of graphics. The grab-rail also now matches its body color. Dual-tone shades spruce up the scooter with a racy chequer look on the front apron and rear panels.Grips, levers, switchgear and mirrors are top-notch. The only drawback is absence of a rear brake-locking clamp. In a smart move, the key slot itself is florescent, so as to allow grope-free access in the dark. Theres also a new cell phone-charging point. Pep+ lights up its lockable under roll in the hay storage bay and offers yet another smart feature that would do well on any such scooterette, a spring at the mounting pivot prevents the seat from accidentally closing at a fuel station and crushing unsuspecting fingers. It retains its quality feel in pass alloy rims, both front and rear.The refreshed force air-cooled Plus motor feels safe as buzz-free and convenient in its automatic ways as before, but there is a difference with whole dozes of supplementary performance begging to be used. The Plus not only feels meaty where it matters most in its low- and midrange punch, but does manage a comparatively respectable top speed of 71kph delivered with refinement. Sitting on the Scooty is comfortable for all except the tallest and the heaviest, who will surely feel cramped. The Scooty was always bold offering twin telescopic forks as front suspension.While the rest of the industry sticks with diminutive and far less effective front dampers, the Pep Plus carries forward this handling-enhancing theme. At the rear, there is a single shock absorber doing responsibility in conjunction with its hinged engine. The alloy rim-shod Pep Plus is set just right for a ride quality that doesnt wallow overtly, nor feels too firm. Its a well-damped scooterette that offers as much stability as can be expected from any two-wheeler on 10-inch wheels. It steers accurately, turn-in to corners is feather-like and cornering manners satisfactory.The 110mm drum brakes are commensurate kit for t his vehicle, and offer fine feedback through their individual levers. SWOT ANALYSIS StrengthWeakness Huge sale network (3500 Dealers). Suppose to be very sophisticated. bring out sale service. Not fit for ruler India. It has the highest share in automobile sector. They have big gap between cubic capacities of its products. It has a good brand image. Its market share is reducing from last few years. It gives better service for customers. Spare parts are too costly. Best customer preference. Debt equity ratio is only 0. 1. If they are able to improvise the fuel efficiency of Scooty pep+, it Main threats to TVS are their competitors like- will be a golden opportunity to take over the market. Bajaj Auto Ltd. suppuration world demand for entry-level motorcycles especially in emergingHero Honda. markets Yamaha Motors India. The cost of the product is very high in comparison to other companies. OpportunitiesThreats CONCLUSION- Long term growth prospects for the industry is attractive. TVSM poised to grow frontwards of market through strong innovation and faster upgrades. Exports will be a key thrust area and will contribute to 10% of sales. Indonesian project will be an adjacency to current operations and will improve geographical insurance. Focused efforts to reduce cost will improve profitability.Awards and Accolades _ 2002 Deming Application prize ( First powered two wheeler company in the world to be awarded this prize for TQM ) _ 2002 Best engine room award for TVS Victor from Ministry of Science and Technology, Govt of India _ 2003 Best managed and most investor friendly company by Business today _ 2004 Best design award in the two wheeler category for Scooty PEP from National Institute of design and Business world _ 2005 Mother Theresa award for best Corporate citizen BIBLIOGRAPHY- www. google. com www. tvsmotorsltd. com www. tvsmotor. in