Agricultural Policy of Bangladesh Essay Example for Free

Agricultural Policy of Bangladesh Essay Agriculture is the dominant economic activity in Bangladesh and regarded as the lifeline of the Bangladesh economy. Its role is vital in enhancing productivity, profitability and employment in the rural areas for improving the wellbeing of the poor. As the largest private enterprise, agriculture (crops, livestock, fisheries and forestry) contributes about 21% of the GDP, sustains the livelihood of about 52% of the labour force, and remains a major supplier of raw materials for agro-based industries. Agriculture plays an important role in the overall economic development of Bangladesh. Agriculture is also a social sector concerned with issues like food and nutritional security, income generation and poverty reduction. Besides, it is the biggest source of market for a variety of consumer goods, including consumer durables particularly in the rural area. Hence, improvement in agricultural sector performance and acceleration in its growth are critical to reducing rural poverty. 1. 2 Agricuture sector encompasses crops, fisheries, livestock, and forestry sub-sectors. Separate policies on livestock, fisheries and forestry have been formulated by the respective ministries. In this perspective, Ministry of Agriculture has drafted this policy document in order to undertake and guide development activities in the crops sub-sector. As expected, policies aimed at crop production in the areas of reaserch, extension, seeds, fertilisers, minor irrigation, marketing, gender and HRD have prominence in this document. Since crop sector plays a major role in Bangladesh agriculture and gets the utmost importance in various agriculture related programmes of the government, this policy document for the development of crop sector is, therefore, entitled as the National Agriculture Policy. It is estimated that the agricultural land is declining by 1% per year and the land quality is deteriorating owing to degradation of soil fertility (e. g. nutrient imbalance), soil erosion and soil salinity. In addition, water resources are also shrinking. In order to produce more food for an increasing population, and raw materials for agro-industries, there is a need for increasing agricultural growth through higher productivity, including increased yield, agricultural intensification and diversification, and value addition. The overarching goal of the Government of Bangladesh (GoB) matches with Millennium Development Goals (MDG) of achieving 50% reduction in the proportion of population living below the poverty by 2015. In addition to maintaining a sound macro-economic framework, the Poverty Reduction Strategy Paper (PRSP), entitled Unlocking the Potential National Strategy for Accelerated Poverty Reduction (GoB, 2005), highlights the need for higher growth in rural areas, development of agriculture and rural non-farm economic activities as one of the four priority areas to accelerating pro-poor economic growth. In order to achieve the GDP growth rate of 7% per year, agriculture must grow by at least 4-4. 5% per year (PRSP, 2005). This is presumably possible through an increase in agricultural productivity (for crops, horticulture, livestock, fisheries and forestry) based on modern agricultural technology and a supply chain linking farmers with consumers in the domestic as well as overseas markets. Small farms dominate the agrarian structure of Bangladesh. Therefore, performance of the sector greatly affects economic progress and people s livelihood. To reduce rural poverty 2 and improve rural livelihoods, it is necessary to recognize and to develop existing agricultural production system into a more dynamic and viable commercial sector. Agriculture has the potential to reduce food deficit as well as shortage of industrial raw materials, and also to generate employment opportunities with reasonable income, which will in turn help improve the standard of living of the rural people. The growth potential of most of the crops and other agricultural commodities are substantially higher than present level of production. 1. 7 Sustainable intensification and diversification of agriculture through technological change requires an efficient and productive agricultural technology system comprising agricultural research and extension. This needs to be supported by appropriate value addition and market linkages. Enhancing productivity, resource use efficiency, using cutting age science, experimental facilities and above all productivity and maintaining a reservoir of first-rate human resources to sustain knowledge-intensive agriculture has become critically important. The Bangladesh agriculture demands considerable scientific and technological input. Today s complex national and economic environment requires increase in the effectiveness of the public expenditure in research and extension system. Major challenges for the Bangladesh agriculture are to raising productivity and profitability, reducing instability, increasing resource-use efficiency, ensuring equity, improving quality; and meeting demands for diversification commercialization of agriculture. 1. 9 The existing National Agricultural Policy was adopted in April, 1999. With the passage of time some issues and concerns have emerged in agriculture, in some cases with new dimension. For instance, dwindling agricultural resources, declining biodiversity, climate change, increasing frequency intensity of natural disasters, increasing input prices, soaring food prices etc. require transformation of agriculture in such a way that would address challenges to meet demands. This necessitates the revision and updating the earlier document to make it relevant to the present agro-economic context. Strengths, Weaknesses, Opportunities and Threats (SWOT) of Agriculture Sector For developing of a pragmatic and effective and efficient national agricultural policy, it is a pre-requisite to gauge the Strengths, Weaknesses, Opportunities and Threats that are associated with the issues of policy interventions.

The effect of background noise on free recall

The effect of background noise on free recall The effect of background noise upon free recall of visually presented words was investigated. A total of 60 participants were recruited for this psychological study. The experimental groups were the speech condition (N=20) and the whale sound condition (N=20) whereas the silent condition (N=20) accounted for the control condition. Participants were randomly assigned to each group. The speech, whale sound and silence accounted for the three levels of independent variable whereas the subjective free recall accounted for the dependent variable. This study formed two hypotheses. Hypothesis one proposed that more words will be recalled in the control condition than in the experimental conditions and hypothesis 2 proposed that fewer words will be recalled in the speech condition than both the whale sound and silent condition. The present investigation employed a between groups design. One way ANOVA showed that participants in the control condition (M = 12.85 SD = 2.97) significantly recall ed more words than the whale sound experimental (M= 9.05 SD =2.13) and the speech conditions (M= 9.65 SD= 3.49) (p= Key words: working memory, free recall, silence, whale sound, speech Investigation into background noise and participants free recall performance Background noise has been established to be among the most notable forms of interference in the in offices and educational settings causing stress and discomfort for workers and learners and affecting performance (Hugh Jones 2001). Background noise from aircraft, road traffic, and trains have all been shown to impair learning (Enmarker, Boman, Hygge 2006; Hygge, 2003; Wible, Nicol, Kraus, 2004 in McNeil). The working memory model proposed by Salame and Baddeley (1990) constitutes of the visuo-spatial system and phonological system, however, the memory system that is concerned with verbal visual and auditory presentation is the phonological store. The phonological store, together with the process of articulatory rehearsal constitutes what is unknown as the phonological loop (Gisselgard, Petersson, Baddeley Ingvar, 2003). Prominent psychologists have investigated the phenomenon of background noise and its interference with the working memory processes and recall impairment. For example, Salame Baddeley (1982 in Gisselgard, Petersson, Baddeley Ingvar, 2003) argued of the irrelevant speech effect which refers to a reduction in the immediate recall of lists of presented items when irrelevant auditory material is presented together with the items to be memorized (Gisselgard et al, 2003). Salame and Baddeley argued that irrelevant sound effect interferes with the temporary storage of verbal material within a phonological input store of limited capacity (Gisselgard, 2003). Jones (2004) also argues that auditory verbal stimuli have direct access to phonological system whereas visual verbal has indirect access whereas the visual verbal stimuli endeavour a process of sub vocalization before passing through the articulatory suppression system. (Jones, Macken Nicholls (2004: the phonological store of working memory). Other psychologists argue that the irrelevant speech will interfere with the representations of list items if and only they are being held within the phonological store. However, during the rehearsal process (articulatory suppression), the irrelevant sound effect may be abolished (Gisselgard, Petersson, Baddeley Ingvar, 2003), therefore not impairing word recall. Beaman Jones (1998) acknowledge that one of the earliest explanations produced for the irrelevant sound effect was the acoustic primary memory masking hypothesis (Colle Welsh, 1976) which postulates that irrelevant auditory stimuli have the action of masking phonologically recoded visual stimuli in an acoustic primary memory store. According to this approach, the items lose their distinctiveness by being masked, making their retrieval difficult (Beaman Jones, 1998). Banbury, Macken, Trenblay Jones (2001), on the contrary, argue that as the memory task and irrelevant speech are presented in different sensory modalities, the effect cannot be attributed to some kind of interference (or masking) at sensory level as suggested by Colle and Welsh( 1976). Instead they argue that this disruption must be attributable to: A confluence of processing from the ear and the eye at some level beyond the sensory organs; this can be explained as a breakdown in attentional selectivity. Despite the intent of the person to concentrate on the memory task, the irrelevant sound intrudes therefore impairing recall. (Banbury, Macken, Trenblay Jones, 2001) Banbury, Macken, Trenblay Jones (2001) suggest that interference results from the similarity of events represented in memory, a phenomenon known as phonological similarity. One subtype proposes that the disruption is based on a conflict of content between what is seen and what is heard. This may be through similarity (phonological similarity) in the identity of the irrelevant sound to the items being rehearsed (Salame Baddely 1982 in Banbury, Macken, Trenblay Jones 2001) through shared temporal cues or through degree of overlap of modality-independent features in the irrelevant speech with the items in the visually presented to-be-recalled list (Neath, 2000 in Banbury, Macken, Trenblay Jones 2001). The phonological similarity is particularly relevant in this study as a back ground speech by Martin Luther King, in English will be employed and administered in the background. It is worthy of acknowledgement that irrelevant sound hypothesis has been predominately investigated for serial recall (Lecompte, 1994 Beaman Jones, 1998). The irrelevant speech effect has been found to effect and disrupt the learning of list of words in a sequential order and Salame and Baddeley (1990) did establish that background noise was disruptive. However, free recall has also found to be affected by the irrelevant sound (Beaman Jones 1998). In light of this, the present study will investigate the irrelevant sound hypothesis through assessing free recall of subjects. Moreover, Studies (Beaman Jones, 1998 have shown that the irrelevant sound effect does equally effect serial or free recall, without distinction. For example, in testing the free recall and the irrelevant speech effect, Lecompte (1994) study found that a) irrelevant speech inhibited free recall more than white noise. In addition Lecompte (1994) had found an effect on irrelevant sound on free recall in four cond itions (Lecompte, 1994). This is also supported and acknowledged by Beaman Jones (1998). The present study will be employing whale sound as one of the independent variables although animal sound with relation to memory recall impairment have been investigated by Neath Surprenant (2000) (the nature of remembering) In other studies, the irrelevant speech effect was not found in free recall (Salame Baddeley, 1990 in Lecompte, 1994). Although there is substantial research which has found that noise disrupts learning, there is however some other investigations which established that background noise had a facilitative effect on learning as oppose to a detrimental effect dependent upon the level and frequency of the noise and subjective ratings of levels for interference (Hughes Jones, 2001). It is noteworthy that although Salame and Baddeley (1989) used Japanese speech in the background which accounted for the irrelevant speech the present study will use English Martin Luther King speech. Use of English narrative as an independent variable has also been investigated. For example, Jones, Miles and Page (1990 in Jones, Madden Miles, 1992) performed an investigation in which forward, reversed (English narrative) and Welsh (narrative) irrelevant speech were contrasted. Each produced a large and almost identical effect on the recall of consonant strings. In another study (in Jones, Madden Miles, 1992) irrelevant Italian and English produced a similar degree of impairment (Morris, Jones Quayle., 1989 in ibid) the psychologists argue that the phonological similarity effect isnt the cause of poorer recall as Salame and Baddeley (1989 in Jones, Madden Miles, 1992) have argued. The aforementioned mentioned study by Jones et al (1990) demonstrates that background speech which is similar to the language of the listener will be equally disruptive when compared to other languages such as Welsh. Oswald et al (2000 in Hughes Jones, 2001: the intrusiveness of sound) tested participants comprehension of sentences of meaningful speech, meaningless speech and in quiet. They found that performance was worse in both speech conditions relative to quiet, but most noticeably, meaningful speech was more disruptive than meaningless speech. This study therefore supports Salame and Baddeley (1990) similar phonological effect hypothesis with relation to interference and disruption, which will also form one of the hypothesis for the present study. Amidst the scope of studies already performed in the domains of irrelevant sound effect and its effect upon the phonological working memory, this present study too, aims to investigate whether or not the background speech and whale sound will impair recall for words presented visually. Method Participants A total of 60 participants were recruited for this psychological research. Each of the eight investigators for this study recruited eight participants. The control or silent condition comprised of 20 participants, the whale sound condition comprised on 20 participants and the Martin Luther King speech condition comprised of 20 participants. All these participants were randomly assigned to each of the eight investigators. All of the participants were over 18 and no other demographic variable such as specific age group or gender was considered in this present study. The participants were either related or associated with the investigators. Design variables A between subjects experiment design was employed. Participants were randomly allocated to each group. This study used one independent variable with three levels of background noise which were silent, speech, and whale sound. The silent condition was the control condition whereas the speech and whale sound were the experimental conditions. The dependent variable is the number of words correctly recalled by the groups. The noise level of the speech and whale sound was 66 -70 decibels. The present study employed the free recall methodology. Hypotheses Recall of words will be higher for the silent (control) condition than the whale sound and speech sound (experimental) conditions. This accounts for hypothesis 1. The recall of words will be lower in the speech sound condition compared to both the whale and silent conditions to investigate the phonological similarity effect and its effect of interference with information processing and recall. This therefore accounts for hypothesis 2. Stimuli and materials Martin Luther King speech (experimental condition 1); Whale sound (experimental condition2); Silence (Control condition); 20 words were selected from the Toronto Word Pool with neutral but similar levels of concreteness and imaginability. The lower level of imaginability and concreteness ranged from 1 to 3 and high ranged from 5 to 9 but the words selected were at level 4.font was Ariel size 12. The format of the words was a visual presentation of in a list form. Procedure Participants were briefed and informed consent was obtained prior to commencement of experimentation. In the silent (control) condition the participants were presented with the words. Participants learned the words for 3 minutes. Participants were then given a further 3 minutes to recall the words followed by debrief. In experimental (1) whale sound and experimental (2) speech conditions participants were presented with words and were allowed 3 minutes to learn the words accompanied with either background whale sound or speech. A further 3 minutes were given for the written free recall of words followed by debrief. In the brief the participants were informed of the whale and speech background noise, neither any approach to learn the words was mentioned. Other background interferences and auditory disruptions, other than the intended noise were kept to a minimum. Results The effect of background sound (silent, speech, whale sound) on recall of words was examined using one-way subjects ANOVA. It was expected that participants in the silent condition would recall more words than the participants in the speech and whale sound condition. The mean scores revealed that more words were recalled in the silent condition (12.85 SD = 2.97). There was almost equal number of words recalled in the whale sound (M= 9.05 SD=2.13) and the speech condition (M=9.65 SD=3.49). There was significant difference between the recall scores of the control and experimental conditions F (2, 57) = 9.748, p0.05). Participants in the speech condition recalled significantly less than the silent condition (Mean difference = -3.2 p=0.05). Therefore this experiment supports the hypothes1 and therefore the null hypothesis will be rejected. Lower recall in the speech condition compared to the silent but similar levels of recall compared to the whale sound condition partially supports hypo thesis 2. Condition Recall N Mean Standard Deviation Silent 20 12.85 2.97 Whale 20 9.05 2.13 Speech 20 9.65 3.49 Total 60 10.51 3.33 Table 1 shows the mean score for each group together with their standard deviations. The silent condition recalled the most number of words and the whale and speech conditions scoring the similar number of words. Sound Sound Mean Difference Sig. Alpha 0.05 Silent Whale 3.80 0.00 speech 3.20 0.00 whale Silent -3.8 0.00 Speech -.60 0.79 speech Silent -.32 0.03 whale .6 0.79 Table 2 Multiple comparisons showing the scores of each group, inclusive of mean difference and their significance. There is a significantly larger difference between Silent compared to whale and speech conditions. There is a significant difference between whale and silent condition but not with speech condition. There is a significant difference between speech and silent but not with the whale condition. This test supports hypothesis 1 expected the recall for words in the control condition to be higher than the experimental thus supporting the experimental hypothesis and rejecting the null hypothesis. However, there is not a significant difference between the speech and whale noise condition therefore as fewer words were recalled in the speech condition compared to the silent condition and assessing that there is not a significance recall difference when compared to the whale noise condition only partially supports hypothesis 2. Recall Sum of Squares Df Mean Square F Sig. ÃŽÂ ·p2 Between Groups 166.933 2 83.46 9.74 0.000 0.25 Within Groups 488.050 57 8.56 Total 654.983 59 Table 3 is showing the between and within groups mean scores and shows that the differences between the groups is significant (p= Discussion This present study attempted to investigate the effect of background sound on recall for words. The investigation manifested that overall the recall for the control (silent) condition was higher than the experimental (whale sound and speech) conditions. Therefore is supportive of the hypothesis 1 of this study and of the irrelevant sound hypothesis, and therefore rejecting the null hypothesis. The minor partial eta square effect is also noteworthy showing that the independent variables did not greatly affect the participants recall of words. In relation to the phonological similarity effect due to the administration of English words and English speech, it was found that articulatory suppression in the speech condition did not abolish the phonological similarity effect as well as the irrelevant speech effect which are known to impair the processing and retrieval of visually presented words. This is evident through lower production of words in the Speech condition. Therefore this study has supported the phonological similarity effect and its impairing effects upon processing visually similar verbal information. This investigation has shown that the practice of rehearsal or articulatory suppression did not abolish the both the phonological similarity effect and the irrelevant sound effect. The abolishment the phonological similarity hypothesis through articulatory suppression is well documented by Gisselgard, Petersson, Baddeley Ingvar (2003). The findings of these results can therefore be extended to the wider world where people are reading verbal information and listening to verbal auditory concurrently, albeit individual differences can also be taken into consideration. It was acknowledged that hypothesis 2 was partially supported because even though significantly fewer words were recalled in the speech condition than the silent condition but the difference is not statistically significant when compared to the whale sound condition. This finding is therefore also interesting as animal whale noise had equal level of disruption than human verbal speech. Despite the interesting findings, this study however, does have some limitations. This present study didnt take into consideration other individual variables such as age, gender. Considering these variables could yield further complimentary or contradictory results which could be subjected to empirical analysis. In a study performed by Ellermeier Zimmer (1997) individual difference was found with relation to susceptibility to the irrelevant speech effect. One study demonstrated that males and females perform differently in the presence of music when undertaking different tasks and exercises (Miller Schyb, 1989). In future studies, demographic variables and specific sample can be considered to ensure more reliable and valid results. Moreover, this present study did not take vocal or instrumental music as an independent measure and variable, although these variables may also be critical. Therefore, in future studies the inclusion of music condition and how background music facilitate s and impairs learning can also be considered. Hillard and Tolin (1975), for example, showed that if the background music was well-known to the subject, they performed better on the given task than when unknown music was present. The domains of familiarity and unfamiliarity of music can therefore, also be explored. Moreover, in another study, the psychoacoustics found that music that contained speech had significant detrimental effects on the participants ability to perform tasks (Martin, Wogalter Forlano, 1988). Extensive studies can be performed in light of all of the aforementioned variables.

Planning International Pricing Decisions

Planning International Pricing Decisions Outline and discuss the main factors a marketing firm would have to take into account when planning international pricing decisions. (50% of the available marks for this question) Introduction Many organizations emphasize that price is the most independent, variable yet convenient element of marketing mix. Pricing plays a main role in the international marketing and implementing effective marketing strategies. Price is one of major part of marketing mix. This is mainly based on the fact that pricing changes appear rapid and immediate in the market. Too many managers find pricing decisions very challenging and often difficult to make. This is in conjunction due to the fact that most of the modern organizations believe and know the importance of the strategic role of pricing in international marketing. For many small companies operating in local markets, pricing decision are based on the relatively straight forward for allocating the total estimated cost of producing, managing and marketing a product or service between the fore cast total volume of sales, and adding an appropriate profit margin. Such as fluctuation in exchange rate, acceleration inflation in certain countries and the use of alternative payment methods such as leasing, exchange and counter-trade. For these reason, it is important to know at the outset that development and implementation of pricing strategies in international market should follow the following stages. Analyse the factors which influence international pricing, such as the cost structures, the value the product, the market structure, competitor pricing levels and a variety of environmental constraints. Confirming what impact the corporate strategies should have on pricing policy. Evaluating the various strategic pricing option and selection the most appropriate approach. Implementing the strategy through the use of a variety of tactics and procedure to set the prices at small business unit level. Managing prices and financing international transaction. The factors effecting international pricing include following Corporate and marketing objectives Insurance Firm and product poisoning Product range, life cycle, substitute, product differentiation Marketing product development Available resources Inventory Shipping cost Pricing objectives The pricing decisions in general can analyse and viewed by two ways pricing as an achievement of marketing objectives or pricing as a fixed element in a business decision. If the previous view is followed, the company uses price to achieve a specific objective. Pricing decision should be consistent with the marketing objectives of the firm in a particular market as well as the overall policy of the company. Price escalation Price escalation is defined as changes in the price of specific goods or services in a given economy over a period of time. Excess profits do exist in some international markets, but generally unequal differences in price between the exporting country and importing country. Shipping from one country to another country the cost arises specifically, the term relates to situations where ultimate price are raised by shipping costs, insurance, packing, tax. The majority of this cost arise as a direct result of moving goods across borders from one to another country and join to escalate the final price to a level significant higher than local market. Competition The nature of market structure in particular is an important determinant of price. It refers to the number of competing firms, their size and relative position. In the case of an oligopoly structure, the entering firm would have little freedom to choose a price depending on the income levels, a certain market can takes only a certain level of pricing . A company can also use competitor`s prices as a landmark for poisoning its product as compare to competitors for example, if it wants to poison its product as being of higher quality than its competitors. When a company entering in to a market and using competitive prices, a company needs to check on the cost structure of its competitor`s. Price is just one of the element of marketing mix and has thus to be matched with other element of it. Pricing controls Companies doing business in foreign countries encounter a number of different types of government price setting. To control prices, government may establish margin, set prices and floor or ceiling, restrict price changes, compete in the market great subsidies or act as purchasing of monophony or selling monopoly. A company entering of entering a foreign market with a penetration strategy with a lower price Target Customer Marketers have to calculate and understand a particular portion or target customer group in the market that they are entering. Knowledge of demand elasticity the price is vital, as is knowledge of how customer will react in the case of price change. But with differentiated product, market share of a company can even be improved through higher prices. Brand names and image of high quality are two of the factors that characterise differentiated product that can be sold at the quality prices. References Chris Philips, Isobel Dooley and Robin Lowe, International marketing strategy, Pg 420,421 Ghauri and Cateora, International marketing 2nd Edition, Pg 442 452 Discuss the causes of and solutions for parallel imports and their effect on price. (50% of the available marks for this question) Introduction Parallel import is a non- imitation product imported from another country without the permission of the intellectual property owner. Parallel imports are often referred to as grey product, parallel imports develop when importers buy products from distribution in one country and sell them in another distribution which are not part of the manufacturer`s regular distribution system. Parallel imports are legitimately produced goods imported legally into a country without the authorization of a trademark, copyright, or patent holder. This practice is lucrative when wide margins exist between prices for the same product in different countries. For example the price of a Volkswagen car is in Germany showroom is 107.4 and in Spain that car price is 102.6 the same in France 103.9 and in UK 130.9. A variety of conditions can create the profitable opportunity for parallel imports in the market. Causes of Parallel imports There are several causes of parallel imports including: Fluctuation in currencies value Restricted import quotas High tariff Price differentials Restricted supply The possibility of parallel imports occurs when the price differences are greater than the cost of transportation between two markets. In Europe, because of different taxes and competitive price structures, price for the same product vary between countries. The variation in the value of international currencies between countries frequently leads to condition that make parallel imports profitable. Restriction brought about by import quotas and high tariff can lead to parallel imports and make illegal imports attractive. Example India has a three-tier duty structure on computer spare parts ranging from 40 to 70 percent on imports. As a result estimates are that as much as 30 percent of India domestic computer hardware sales are accounted for by grey market. Purposefully restricting the supply of a product in a market is another practice that causes abnormally high prices and thus makes a parallel market profitable. Such was the causes with Mercedes-Benz cars whose supply was limited in the United States. The grey market that involved in Mercedes cars was partially supplied by Americans returning to the United States with cars they could sell for double the price they had paid in Germany Possible Solution of parallel imports is as follow Reduce the price differentials between market Materially alter the product Educate the dealer Terminate the dealer agreement Buy back the grey market goods This is not strange for companies to find them self competing in one country with their own product imported from another country at lower prices. Most probably such prices differentials will cease to exist once all restrictions to trade are eliminated in the Europe union and a full fiscal union is achieved. To prevent parallel markets from developing such marketing and pricing strategies are used, companies must maintain strong control systems. These control systems are difficult to maintain and there remains the doubt that some companies are less anxious with controlling grey markets than they claim. Price Changes due to parallel imports The parallel imports have a negative effect on the original product. Sometimes grey market upset prices level and result from ineffective management and lack of control, observed evidence shows that the treats of parallel imports do decrease retail prices. In itself, these price effects are not enough to justify a free organization concerning of parallel trade.. The possibility of parallel imports occurs whenever price differences are greater than the cost of transportation among two markets, and the price of product are higher in domestic than neighbour countries. Example Japanese merchants have long maintained very high prices for consumer. As a result, prices for Japanese product sold in other country as lower price than they are in Japan. For example, Japanese can buy canon cameras from New York catalogue retailer and have them shipped to Japan for a price below that of the camera purchased in Japan. In addition to the higher prices for product at home, the rising value of currency makes these price differential even wide References Marketing across Cultures 5th Edition Jean-Claude Usunier and Julia Anne Lee Pg 297 198 International marketing strategy by Chris Philips, Isobel Dooley and Robin Lowe chapter 11 page 436,437) Question 4. Distinguish and explain the differences between tariff and non-tariff barriers to trade. What strategic options are open to marketing firms when attempting to deal with the problems of non-tariff barriers in economically developed and industrialised countries? Choose at least one industrialised country to illustrate the points made. . Introduction Tariffs have always played an important role in generating revenue for the country. In most of the under developed countries, tariffs plays an important role in developing the economic policies of the country. For political reasons, tariffs are applied on imports, but sometimes they are also applied on exports. It is generally the easiest form of revenue generations. When a shipment comes on the border of the country, the custom officers analyze the products and charge tax on it on the basis of the formula. Since the goods cannot enter in the country without the written authorization of the tax authorities, thus it is very easy to collect the duty. Nowadays the free trade organizations discourage the tariffs applied on the goods. World trade organization (WTO) has played an important role in persuading the countries in reducing the tariffs imposed. But nowadays countries are more focused on the non-tariff trade barriers. These barriers are imposed on countries which do not comply with the guidelines laid down by the world trade organization. Tariff barriers to trade Tariffs are the restrictions imposed by the country on the imports and exports of goods and services. Tariffs have always been used as an instrument to increase the revenue generation and also to protect the local industry from the foreign competition. There are different types of tariffs which can be imposed by a country but the most common one are as follows. Ad valorem: it is set on the basis of the percentage of the value of the products being imported in to the country. But sometimes it isnt that useful because if the international price of the commodity decreases, than the tariff applied on it also reduces. Specific tariff: it is the specific amount of money that imposed on a product. Thus if the price of the product decreases than it does not affect the tariff. Revenue tariff: this kind of tariff is imposed specifically to generate revenue for the country. E.g. if a country does not grow coffee, than the government can impose a duty on the import of coffee beans to generate revenue. Prohibitive tariff: this kind of tariff is imposed to restrict the import of a specific product. Usually the tax imposed is so high that it is almost impossible for the companies to import or export the product. Protective tariff: this kind of tariff is imposed to specifically protect the local industries from the foreign influence. All the governments use this option to facilitate the local industries from the foreign competition. Environmental tariff: this kind of tariff is imposed on the imports and exports to the countries which have substandard environmental controls. These kind of tariffs are also known as eco-tariffs or green-tariff Retaliatory tariff: this kind of tariff is based upon revenge. E.g. if United States impose a tariff on Chinese imports than the China will also impose a tariff on the imports from USA. Sometimes countries use this option to influence the tariffs imposed by other countries. Non-tariff trade barriers: Non-tariff trade barriers are the types of barriers which are imposed by a country to restrict the imports but they are not like the usual tariff barriers. Some common examples of the Non-tariff barriers are anti-dumping measures and countervailing duties. The use of non-tariff barriers have significantly increased over the past few years because of the work done by World Trade Organization (WTO) to reduce the tariff barriers imposed by different countries. Some Non-trade barriers are permitted in limited circumstances, especially when it is required to protect health, safety, sanitation or natural resources. But generally it is criticized because it violates the free trade rules set by the Worlds Trade Organization (WTO), the European Union (EU) and North American Free Trade Agreement (NAFTA). Examples of Non-tariff Barriers: The most common examples of non-tariff barriers are as follows. General/product specific quotas. Products standards Ban on imports Packaging conditions Labelling conditions Rules of origin Additional trade certificates like Certificate of origin, Certificate of Authencity. Dealing with the Non-tariff barriers: We are living in a very competitive environment. All the companies in the world are working hard to have a competitive edge over each other. Tariff and Non-tariff barriers play an important role in achieving the overall goal of the company in the foreign and domestic market. If a company wants to enter into a foreign market, it has to develop a strategy to enter into the market and makes profit. Governments use the Non-tariff barriers to facilitate the local industry from the foreign competition and also impose duty on their products to generate revenue. China has been one of the fastest growing economies in the world. For the last three decade, chinas economy has grown at approximately 10 percent per year. The main reason of chinas success is that it has dramatically penetrated into the foreign market while protecting its local industry. Most of the western countries and independent think-tanks blame china for manipulating with its currency and use cheap labor to boom it exports. China has very strict barriers on imports. A company has to go through very strict procedure to invest into the local market. (http://www.iie.com/publications/papers/lardy0507.pdf). China has imposed a lot of Non-trade barriers on the imports from the foreign countries. This has played an important role in developing the local industries. The Chinese government has helped the local industry to improve its efficiency by giving them financial and tax relief. The imports from China have drastically affected the American manufacturing industries. Although the imports from China has significantly increased in US but US exports isnt catching up at the same ratio. This has caused a huge trade deficit between the US and Chinese trade. Now USA has imposed anti dumping tariff on Chinese products. Recently the US international trade commission has ruled that the Chinese imports are hurting the American firms by selling the oil well pipes at a very low rate. Thus the Chinese steel pipe producers will face anti dumping tariffs of up to 99.14 %. This type of tariff barrier is called protectionist barrier. This kind of move can damage the relationship between the countries. (http://www.e-to-china.com/tariff_changes/data_tariff_changes/2010/0505/78017.html). The request for protection imports have significantly increased during the 2009. Many countries are targeting Chinese producers/exporters and trying to limit the imports from China to help their local industries to grow. (http://www.e-to-china.com/tariff_changes/data_tariff_changes/2010/0505/78017.html) Conclusion: To conclude we can say that non-tariff barriers play an important role in the revenue generation of the country. Most of the countries use tariff and Non-tariff barriers to protect their local industries and also to generate revenue. The most common type of Non-tariff trade barrier is protectionist barrier. Governments use this option to protect their local industries from the foreign competition. Tariff has been used by countries to generate revenue but sometimes it can also be used for political gain. Some countries can use these tariffs to unfairly restrict the imports from certain countries for personal reasons. Thus World Trade Organization played an important role in persuading the member nations to reduce the tariffs. This move has not only encouraged the trade between the countries but also helped in increasing the friendly relationship. Reference: http://www.bea.org.mk/Upload/Content/Documents/Report%202007%20NON-TARIFF%20BARRIERS.pdf http://en.wikipedia.org/wiki/Tariff http://www.e-to-china.com/tariff_changes/data_tariff_changes/2010/0505/78017.html http://www.fas.org/sgp/crs/row/RL31403.pdf http://www.card.iastate.edu/publications/DBS/PDFFiles/06wp438.pdf Question 5. Q5: under what circumstances might an international marketing firm consider using joint ventures to exploit business opportunities within a big emerging market (BEM)? Choose a particular product or service industry and a specific BEM as a vehicle for discussion. Introduction International operations have become one of the most integral part of a businesses and all the organizations adopt different strategies to penetrate into the foreign market. The success of an organization depends upon how well it has understood the market situation and modified its strategy accordingly. All the foreign markets have a unique risk and opportunities. Thus the companys main goal is to minimize the risk and explore the opportunities to attain the overall goals and objectives of the company. Thus the most commonly used strategy to enter into a foreign market is Joint Venture. A joint venture is an arrangement where two or more firms join forces for manufacturing, financial and marketing purposes and each has a share in both the equity and the management of the business There are many ways to approach a business opportunity in the market but Joint venture is considered to be the most appropriate and less risky. However one needs to analyze the advantages and disadvantages of joint venturing before entering into the relationship. When a company enters into a market, they make a series of contractual relationship with the local business by either licensing or distribution agreement. The main benefit is the parent company has limited integration with the local companies. They only pay them a limited amount of money but do not share profit. However if the company wants a more dynamic relationship, than it can form equity joint venture, so that both can work together to increase the profitability of the company, and also share the profit and loss together. Advantages and Disadvantages of Joint Venture There are many advantages and disadvantages of having a joint venture. On one hand, it enables a company to outsource it operations to other companies to reduce its overall cost, but its also very risky. The main risk is the ability and willingness of the other company to follow the guidelines and procedure laid down by the company. Capital requirement Advantage One of the most important advantages of having a joint venture is that the financial resources can be shared. E.g. A Company may be interesting in opening a business that requires a significant amount of money. Although it might have the required labor and technical resource but it doesnt have the financial capacity to fund the project. This kind of project is a good candidate for a joint venture. To start this project, the company can look for other companies which can share the financial cost to start the project. Disadvantage The most obvious disadvantage of having a joint venture is that the companies have to share their profits generated from the operations. A lot of issues can arise from this aspect because both the companies are not only sharing financial resources but they also share some technical know-how and intellectual property rights. These types of resources are difficult to value thus it can create some misunderstandings between the companies. Reduction of business risk Advantage A joint venture allows the investor to diversify its risk. The most important way of reducing the risks faced by the investor in the market is to diversify its portfolio by investing in different markets. Another advantage of joint venture is that when a company collaborates with a local firm than it can benefit from its local knowledge. The main risk that a company can face in the foreign market is the little knowledge of local needs. Economies of scale Advantage One of the most significant advantages of joint venture is achieving economies of scale for both companies. E.g. if the manufacturer gives the contract of sales and distribution to its local partner, it can focus mainly on bringing the product to its local partner. With proper planning, joint ventures can effectively reduce the cost associated with the product from the production to the end user. Control over Functional activities Advantage In joint ventures, the companies can also have a more dynamic relationship with each other by giving direct access to each others processes. E.g. a company can reduce its manufacturing cost by giving the production contract to the local company, but instead it can also seek a way to have some control on the manufacturing and production process of the local partner. Thus the foreign company can benefit from the local companies knowledge about the market and they can also share their business practices to strengthen their relationship. Sharing technology and management skills Advantage In joint venture, both the companies can share their expertise to improve the overall efficiency of the business. The main advantage of having a joint venture is that the foreign company can learn from the experience of its local partner about the local market. And the local partner can also take benefit from the foreign company to improve its technical and managerial skills. Both companies can share important information regarding their businesses to strengthen their relationship. Disadvantage Although sharing technology between the businesses can be a good idea, but sometimes the practices learnt from joint ventures can be used beyond Joint venture in other business. This is the main factor that discourages the companies to form joint ventures. Joint venture in Big emerging market International operations are one of the most important part of business strategies of the company. As the world has become a global village, the companies are faced with an intense competition and thus companies are continuously in search of exploring new market opportunities. Joint ventures have become an integral part of the businesses. Most of the big brands in the industry had joint ventures in past with other companies which helped them to increase the profitability. China is one of the largest economies in the world. Its products are exported all over the world. It has enjoyed approximately 10 percent growth rate for the 3 decades. It is one of the biggest exporters to United States. Chinas market is considered to be the best emerging market in the world and most of the big names have already entered into the market. These companies have effectively used the local companies and utilized their knowledge to increase the profitability of the companies. General Motors, Toyota, Motorola, IBM etc have affectively used joint venturing to reduce their production cost and increase the profitability of the companies. Chinese has significantly gained a huge market share in the telecom industry. Mobile phone giants like Apple, Motorola, Siemens, and Sony Ericson all operate in China. They assemble their products in China to enjoy cheap labour and manufacturing cost. Conclusion To conclude we can say that joint venture is one of the most important tools used by the companies to improve the productivity and profitability. It helps the foreign companies to enter in to a foreign market with the help of the local knowledge. Thus both the companies can use utilize each others resources to increase the productivity. In this way, the local companies can learn from the international business practices and managerial skills of the foreign company and the foreign companies benefit from the local knowledge of the local company. Although there might be some complications involved in joint venturing but if both companies work together, they can easily overcome any challenge.

Drones: Unmanned Aerial Vehicles Essay -- UAVs Technology Essays

Like much of today’s technology, Unmanned Aerial Vehicles attribute their creation to the military. The idea of using unmanned aircraft has long been a dream for the military -- scouting planes without any casualties to report should something go wrong, air strikes with only time and money to lose, and the ability to wage war without losing a single life. Well the third one may perhaps not be realistic – as Afghanistan has shown, lack of ground troops leaves certain entities unchecked.1 However, it may be argued that â€Å"they represent a significant step toward the eventual automation of the battlefield—one in which teleoperated or robotic systems replace many soldiers.†2 Either way, these machines do create a less expensive and more dispensable alternative to conventional air battles. This creates obvious moral issues, as the country with such technology is no longer as tentative to engage in armed combat. UAVs can do many things that conventional aircraft cannot. As Steven Ashley puts it, â€Å"’Traditional’ aircraft—fast photo/ reconnaissance fighters, high-flying U-2s, and sensor-laden patrol planes—nor the classified orbital spy satellites can do the job of the simple, prop-driven unmanned aerial vehicles.†3 These advantages, coupled with their low expense, place them in great demand. As Ronald R. Fogelman (U.S. Air Force Chief of Staff) states, â€Å"We are now impressed by the convergence of technological advances in computers, flight controls, lightweight materials, advanced electric motors, and communications packages that will make modern UAVs extremely effective.†4 UAVs are not only to be used for such questionable moral circumstances as war; these vehicles can provide a plethora of services in the commercial market. H... ...chanical Engineering 125 (2003): 11. 52 Steven Ashley, â€Å"Robot Spy Planes Peer Over the Horizon,† Mechanical Engineering 118 (1996): 91. 53 Brian P. Tice, â€Å"Unmanned Aerial Vehicles,† Airpower Journal 5 (1991): 48. Works Cited Max Boot, â€Å"The New American Way of War,† Foreign Affairs 82 (2003): 41. Brian P. Tice, â€Å"Unmanned Aerial Vehicles,† Airpower Journal 5 (1991): 41. Christopher M. Centner, â€Å"Consigning Air Bases to the Dustbin of History,† Airpower Journal 12 (1998): 100. John Degaspari, â€Å"Flying Blind,† Mechanical Engineering 125 (2003): 10. Steven Ashley, â€Å"Robot Spy Planes Peer Over the Horizon,† Mechanical Engineering 118 (1996): 84. Tom Clarke, â€Å"Flying Free,† Nature 417 (2002): 582. http://www.fas.org/irp/program/collect/uav.htm = info http://uav.wff.nasa.gov/ = info http://www.twofaces.net/newpage/1337hum1r/ = background

As I Lay Dying :: Essays Papers

As I Lay Dying In William Faulkner’s As I Lay Dying, references to â€Å"the right† by numerous characters serve to propel the reader on a quest for truth. Cora and Tull make allusions to what is right as defined by religion, while Cash evokes a more innate sense of right and wrong. Anse has a sense of right that is deceptive to both himself and others, yet it also conveys his view of the world which Faulkner shows to be just as accurate as anyone else’s. Faulkner’s blending of these versions of right make a unified idea of what is right, even if that idea is at once a confusing and complicated one. Cora and Vernon Tull believe completely in the absolute power of God and that His will is ultimately what will be done. Cora is Vernon’s source of strength and faith, and even when he waivers in what he believes to be right, he ultimately sides with his wife. Cora is constantly exclaiming both in speech and in song that â€Å"I trust in my God and my reward.† (70) This belief is a great comfort to Cora. Even when she makes cakes for a wealthy woman in town and the woman changes her mind, Cora only thinks â€Å"Riches is nothing in the face of the Lord, for He can see into the heart.† (7) Cora also believed it right for people to suffer; seeing it as their â€Å"mortal lot† (159). However, this deep faith is also blinding to Cora. Cora is blind to the fact that Addie has an understanding of sin and salvation and â€Å"right† beyond the mere words that she uses. Cora mistakes Addie’s lack of faith for vanity and pride, and gets down on her knees in hopes of rescuing her from the clutches of damnation (160). Addie’s response to this is that â€Å"people to whom sin is just a matter of words, to them salvation is just words too.† (168) Vernon Tull at times questions whether his wife is altogether right, but then catches himself and pulls himself back. Cora may have seen it as people’s mortal lot to suffer, but Vernon questioned this, especially in the case of Vardaman’s pain. Vernon says, â€Å"It aint right. I be durn if it is.

Change Management Essay

1.1 Introduction Barack Obama started his election campaign with a plan to renew America’s promise with the words â€Å"Change we can believe in†. His Presidential campaign was marked by changes. He wanted to change a nation and its way of acting. Throughout the campaign, Obama’s changes were aimed towards bringing a rapid end to the war in Iraq, decreasing energy dependence, and providing universal health care. In his victory speech Obama said â€Å"change has come to America†. Up to now, not all his plans and ideas have proven successful and only the future will reveal their full potential. The U.S. election was a change of the governmental position which was decided by the nation. In an admittedly smaller world, every person in his or her life as well as every manager of an organisation is faced with changes or the requirement to make changes every day. Let’s concentrate on the business world and have a look at what changes mean? Change is an alteration of a company’s strategy, organization or culture as a result of changes in its environment, structure, technology or people. A manager’s job would be very straightforward and simple (not to say boring) if changes were not occurring in these areas. Good managers have a competence to manage change in the company’s environment. These changes can be alterations in structure (design of jobs, span of control, authority relationships or coordinating mechanisms), in technology (equipment, work processes or work methods) as well as in people (behaviours, perceptions, expectations or attitudes). 1.2 Reasons for Change A complex structure like an organization is driven by external and internal factors in regard to the need for change. There are a number of external forces that create the explicit need for change: Market situation or market place Technology Government laws and regulations Economics The global marketplace has created a huge need for change because of internationalization and the more dynamic situation. Some of this could not have occurred without the various and dramatic changes in technology. An example of the changing marketplace is the deregulation of the telecommunications industry in the domestic market. By deregulation, the competitive pressure was put on telephone companies such as the German Telecom which has minimised monopolistic emplacement. Regarding this point, advances in technology have had a big impact on the market. Also, the affordability of equipment and software allows greater competition in the IT-sector. Government laws and regulations can have a large impact on an organization such as with deregulation. Organizations have to change because it is now prescribed. The new tobacco taxes and the legislation requiring tobacco manufacturers to disclose the harmful effects of tobacco smoking have created huge pressures on some large organizations. These organisations now have to change to ensure their economic viability. Finally, these economic ups and downs have a dramatic effect on organizations as well on domestic markets as the worldwide economic influence continues on organizations. This phenomenon could be seen during the last financial crisis. The effects were recognized in the USA first; then they hit Europe, Japan and finally the rest of the world. As a consequence, several automobile manufacturers have announced production cutbacks and reduced employment. Parallel to the external reasons there are different internal forces for change: Corporate strategy Workforce Technology and equipment Employee attitudes It is not unusual for an organization to change its strategy. It can lead e.g. to a large number of changes if the organization decides to adopt a new distribution methodology or a new logistic strategy. Also a merger will change an organisation’s way of acting. (For example, a company decides to  enter the e-commerce business). The introduction of new equipment or new technology is another internal force for change which affects an organization. The implementation of new technology needs new processes or structures. Through this, employees will have to be trained for new work processes or new jobs. The composition of an organization’s workforce never stays static because it changes in terms of gender, age or education. New employees join the organization and other people leave. With these changes, managers may need to redesign work and work groups in order to ensure the job requirements match the skills of the people. Lastly, employee attitudes such as the level of job satisfaction can lead to either negative or positive forces for change. If employees are dissatisfied, then there can be an increased level of employee absenteeism which can lead to changing practices or management of staff. 1.3 Origins of Change Management Again, a distinction between change management as a result of changing technologies and change management based on different management styles has to be made (in practice however, one factor is certainly influencing the other). Change management has his origins in the 1950’s. In those days modern forms of management were introduced (e.g. teamwork, autonomous groups) and the â€Å"war† between followers of top-down (change) approaches and bottom-up (change) approaches began. Top-down organizations are characterizes by the relatively low influence of subsystems. With the exception of the top management, employees are placed in a given process pattern. The organisation’s units are co-ordinated within a system of regulations and the organisation’s development is steered from top down. Bottom-up organizations are characterized by the relatively high influence of subsystems. The organisation’s development is carried by involved employees. A structural partial autonomy is conceded to the single subsystems. The organisation units are relatively independent in their execution of problems and could be basically capable of surviving on their own. Regulations are found primarily in the form of general behavioural instructions and the basis of â€Å"Common Senseâ€Å". The organisation’s development is therefore developing itself bottom-up. The best known concepts of  top-down management are business process re-engineering and business reengineering. The concept of business process re-engineering is aimed at changes concerning quality, service, cost and processing time. The core idea is process orientation. The concept of business process re-engineering takes into consideration strategy creation as well as process creation without describing, however, methods and instruments in detail. The documentation of the actual and the planned processes remain at a relatively coarse level and the main weight lies with few identified core processes. Business re-engineering is aimed at the radical redesign of enterprise strategies or essential enterprise processes. Its purpose is the improvement around scales in significant and measurable achievement dimensions in the areas of costs, quality, service and time. The implementation of this concept requires a â€Å"strong manager† who not only initiates the changes but also encourages the employees to make the necessary changes. Business re-engineering, therefore, is based on order and control, while the comprehensive knowledge of the organisation’s development and the participative system’s creation is maintained. The best known concepts of bottom-up management are kaizen and lean management. Kaizen (Japanese for â€Å"improvement† or â€Å"change for the better†) focuses upon continuous improvement of processes in manufacturing, engineering, development, marketing etc. (main business processes), supporting business processes and management. Kaizen as a management approach is based on the idea that no actual status (of a process or an organisation) is good enough to be kept. Kaizen refers to a continuous improvement of all functions and involves all employees from the executive board to the assembly line workers. It also applies to processes, such as purchasing and logistics and always involves the entire organization. Kaizen was first implemented in several Japanese businesses after the Second World War, influenced in part by American business and quality management teachers who visited the country. It has since spread throughout the world Lean Management explains how to link the advantages of batch-producing organizations (speed, low unit cost) with the benefits of a customer-oriented organisation (high flexibility, customizing, quality). â€Å"Lean† must be understood as â€Å"Lean Enterpriseâ€Å", an enterprise with  customer-oriented organisation which values customers, suppliers and employees. Principles of lean management are a gradual approach, group orientation, own responsibility, constant feedback in lower management levels and a long-term orientation. Other ideas of lean management are an enterprise-wide improvement of the quality, acceleration of the development, harmonious integration of the enterprise into the society as well as outsourcing and concentration on specific strengths of the organisation. The focus lies on the soft factors. Also in relation to a process-oriented thinking and strategy creation, lean management uses the Kaizen approach. Nevertheless, the concentration on a few, significant core processes is strongly stressed here. Comparing the bottom-up and top-down approaches, the advantage of a bottom-up orientation lies with the possibility of adapting the rhythm of the development and the capacity of the organisation for development. Small changes can be achieved at short notice or immediately, while lasting changes run smoothly and could guarantee a constant improvement of the problem solution capacity of the enterprise. On the other hand, permanent change processes and the constant restlessness linked with such change processes can also affect negatively the organisation, as possibly no clear direction is recognizable any longer. Few enterprises are ready for a radical change in their orientation as demanded in a top-down approach. No organisation is able to reorganize itself and the whole value-added chain ad hoc. Frequently the longevity of the soft factor â€Å"enterprise culture† is underestimated. Changes in the enterprise culture need time and, hence, are an object of evolutionary and participative approach and not a revolutionary and authoritarian process. The advantages of the top-down approach are the straight-forward attempt of comprehensive, department-covering thinking and action and the focus on the central processes. Nowadays, within modern change management approaches, top-down and bottom-up approaches are mixed. As shown in fig. 1, analysis and the strategy development is mainly done top-down whereas continuous process improvement is driven from the bottom-up. Constant dialogue between the involved parties guarantees a constant improvement and focusing on the core requirements. Figure 1: Modern Change Management – Bottom-Up meets Top-Down So change management is the: correct understanding of the organizations that want or need to be changed correct understanding of the people who are willing or forced to change the effectively realization of change understanding the dynamics of change Changes should be facilitated by the organizational structure because this enhances adaptation and flexibility. A simple organizational structure will reach a simple dynamic environment or, on the other hand, a simple dynamic environment needs a simple structure only. For a complex dynamic environment an adhocracy will be needed. Adhocracy means more democracy and less bureaucracy. One of the most important points is the people, because they form the organization. The culture of organization includes their way of working, attitudes and norms. These facts are at the core of every change and they are difficult to handle. Personal modifications regarding attitudes or skills in leadership or communication are hard to identify but ineffectiveness can be indicated by problems and conflicts in the management of human resources. 2. Concepts of Change Management A number of models are available to facilitate one’s understanding of transitioning of individuals through the phases of change management and strengthening organizational development initiatives in both government and corporate sectors. 2.1 Lewin ´s Change Theory Kurt Lewin theorized a three-stage model of change that has come to be known as the unfreezing-changerefreeze model which requires prior learning to be rejected and replaced. Edgar Schein provided further detail for a more comprehensive model of change, calling this approach â€Å"cognitive redefinition.† Lewin ´s model will be discussed later in this book in more detail.. 2.2 Chin & Benne ´s â€Å"Effecting Changes in Human System† Chin and Benne (1969) and Havelock (1971) each articulated different approaches but shared some  overlapping concepts. Some of the models had a primary focus on innovation and organization, while others focus on the individual: Empirical-rational approach The basic assumption underlying the empirical-rational model is that individuals are rational and will follow their rational self-interest. Thus, if a â€Å"good† change is suggested, people of good intention will adopt the change. This approach â€Å"posits that change is created by the dissemination of innovative techniques†. A primary strategy of this model is the dissemination of knowledge gained from research. One example of agencies and systems used for the development and diffusion of such research results are agricultural extension systems and the county agents who disseminate the results of agricultural research. In education, these activities are the domain of educational research and development centers,,regional educational laboratories, state departments of education, colleges and universities, national diffusion networks, intermediate service agencies, and staff development personnel within school districts. The rational view generally ignores the fact that school systems are already crowded with existing passive recipients, who may not have the necessary time or expertise to adopt or apply the new knowledge or program. Power-coercive approach The power-coercive approach relies on influencing individuals and systems to change through legislation and external leverage where the power of various types is the dominant factor. Power-coercive strategies emphasize political, economic, and moral sanctions, with the focus on using power of some kind to â€Å"force† individuals to adopt the change. One strategy is non-violent protest and demonstrations. A second strategy is the use of political institutions to achieve change – for example, changing educational policies through state-level legislation. Judicial decisions also impact educational policy. A third power-coercive strategy is recomposing or manipulating the power elite – electing people to public office, for instance, to support an intended change. History is replete with mandates, and other power- coercive strategies, which resulted in little change. Normative-re-educative approach In the normative-re-educative approach, the individual is seen as being actively in search of satisfying needs and interests. The individual does not passively accept what comes, but takes action to advance his/her goals. Further, changes are not just rational responses to new information but occur at the more personal level of values and habits. Additionally, the  individual is guided by social and institutional norms. The overarching principle of this model is that the individual must take part in his/her own change if it is to occur. This model includes direct intervention by change agents, who focus on the client system and who work collaboratively with the clients to identify and solve their problems. The normative-re-educative approach employs the help of change agents to assist clients in the change process by identifying needs; suggesting solutions, examining alternatives, and planning actions; transforming intention into adoption; stabilizing the change. The use of an agent to support clients and facilitate change was present in the early models. The concept of the change agent evolved further and has been reported in studies of educational and other organizational change. 2.3 Bullock and Batten’s Phases of Planned Change R.J. Bullock and D. Batten derived their ideas from project management and they recommend using exploration, planning, action, and integration for planned change. Exploration occurs when managers confirm the need for change and secure resources required to achieve it. These resources may be physical or they may be mental, such as a managers’ expertise. The next step, planning, occurs when key decisionmakers and experts create a change plan that they then review and approve. Next, action occurs with enactment of the plan. There should be opportunities for feedback during the action phase. Finally, integration begins when all actions in the change plan have taken place. Integration occurs when the changes have been aligned with the organization and there is some degree of formalization, such as through policies and procedures in the organization. Bullock and Batten analyzed over 30 models of change management and arrived at their own 4-phase model of programmed change management which can be applied to almost any circumstance. The model is useful in that it distinguishes between the ‘phases’ of change which the organization passes through as it implements change, and the ‘processes’ of change, i.e. the methods applied to get the organization to the desired state. The model progresses as follows: Exploration phase – The organization has to make decision on the need for change: Explore and decide on the need for change Identify what  changes are required Identify resources required Planning phase – Understanding the problem: Diagnosis of the problem Clarify goals and objectives Identify specific activities required to undertake change Agree changes with stakeholders Identify supports required to enable change to occur Action phase – Changes identified are agreed and implemented: Support for change is explicit Changes are monitored and evaluated Results are communicated and acted upon Adjustments and refinements are made where necessary Integration phase – Stabilising and embedding change: Changes supported and reinforced Results and outcomes from change communicated throughout the organization Continuous development of employees through training, education Ongoing monitoring and evaluation 2.4 Beckhard and Harris change formula The change formula is a mathematical representation of the change process. The basic notion is that, for change to occur, the costs of change must be outweighed by dissatisfaction with the status quo, the desirability of the proposed change, and the practicality of the change. There will be resistance to change if people are not dissatisfied with the current state of the organization, or if the changes are not seen as an improvement, if the change cannot be done in a feasible way, or the cost is far too high. This formula can also be conceptualized as (D Ãâ€" V Ãâ€" F) > R. D = Dissatisfaction V = Vision F = First Steps R = Resistance to Change The multiplicative nature of this formula indicates that if any variable is zero or near zero, resistance to change will not be overcome. In other words, the variables of D, V, and F do not compensate for one another, and when one is very low, the cost of change is likely to be too high. 2.5 7-S Model Consultants at McKinsey & Company developed the 7S model in the late 1970s to help managers address the difficulties of organizational change. The model  shows that organizational immune systems and the many interconnected variables involved make change complex, and that an effective change effort must address many of these issues simultaneously. The 7-S Model is a framework for analyzing organizations and their effectiveness. It looks at the seven key elements that make the organizations successful, or not: strategy; structure; systems; style; skills; staff; and shared values. The 7-S model is a tool for managerial analysis and action that provides a structure with which to consider a company as a whole, so that the organization’s problems may be diagnosed and a strategy may be developed and implemented. The 7-S diagram illustrates the multiplicity interconnectedness of elements that define an organization’s ability to change. This theory helped to change managers’ thinking about how companies could be improved. It says that it is not just a matter of devising a new strategy and following it through. Nor is it a matter of setting up new systems and letting them generate improvements. To be effective, your organization must have a high degree of fit or internal alignment among all the seven Ss. Each S must be consistent with and reinforce the other Ss. All Ss are interrelated, so a change in one has a ripple effect on all the others. It is impossible to make progress on one without making progress on all. Thus, to improve your organization, you have to master systems thinking and pay attention to all of the seven elements at the same time. There is no starting point or implied hierarchy – different factors may drive the business in any one organization. The 7-S Model is a valuable tool to initiate change processes and to give them direction. A helpful application is to determine the current state of each element and to compare this with the ideal state. Based on this it is possible to develop action plans to achieve the intended state. 3. The Change Process 3.1 Initiating a Top-Down Change Accelerated by global competition, the pressure to change business strategy is a worldwide phenomenon. Industrial activities are shifting from manufacturing to service, globalization of markets, political realignments, technical advances in management information systems, corporate alliances  and downsizing of organizations are changing the structures of corporations and projects. In parallel, organizations are faced with global competition. This competition is becoming more and more obvious in automobile manufacturing, consumer electronics, computers and communications and household manufacturing. Increasingly, the global heavyweight players of the world economy are large corporations involved in international or multinational projects. There is a global market and competition for most products and services. In order to effectively compete in it, organizations must use creativity and transform their cultures, structures and operations. The emergence of these global organizations c reates pressure on domestic organizations and projects to restructure and internationalize their outlook and operations. Because of these powerful forces for globalization, organizations must explore project opportunities all over the world. Technology is changing at a rate greater than at any time in history. One of the most dramatic technological changes affecting the work environment is the rapid expansion of information system technology. This technological revolution is having a profound impact on project structures, power relationships and the management of complex project interfaces. Artificial intelligence, computerintegrated manufacturing and virtual reality are creating new project opportunities in terms of their development and applications. Technology eliminates the problems of physical distance. Audio/Video conferences create the personal and direct interaction that is needed to work as a team. Engineering and manufacturing industries are assisted by robotics and computer-based design and manufacturing techniques like CAD. Fast-changing consumer preferences caused by rapid and frequent technological changes and innovations have shortened the life cycle of several goods and services. The effects of rapid product obsolescence can be dramatic for organizations which cannot adapt and quickly handle this situation. In the pharmaceutical and electronics industries, some products become obsolete in as little six months. Projects aimed at developing products and services in such industries must adapt to this rate of change in a cost-effective manner to be successful. Fig. 1 about a modern change management process showed that change management starts with a (re-)definition of the current enterprise strategy. Deciding upon the right business strategy stands therefore at the beginning of every change process.  The process of finding the right strategy is illustrated in fig. 2. Figure 2: Finding the right Strategy Countless approaches for strategy definitions are available (e.g. Porter 5-Forces-Model, 7S) and are not topic of this book. Fig. 2 only shows a general approach for the strategic approach during the change process. One step in this approach might differ from a general strategy rehearsal. During a change project, it is necessary to involve an external expert for a strategy audit! A strategy-audit is an important cornerstone for a common image about the general and strategic position of the enterprise. Beside the management or departmental management in particular, the persons who are involved in marketing and sales and therefore have a direct customer contact and should be involved at this stage. The second step in the â€Å"top-down† part has been process analysis. The process analysis reflects the modelling of the existing processes. Participative reconstruction of the processes and the visualisation of the expectations, strengths and weaknesses for the initialization of a lasting change is required. A review process (iterative vote process with the employees questioned) is mandatory. The following stage of process (re-)design cannot be separated with regard to the method and the modelling tools from the process analysis. It is only to be distinguished as an â€Å"incremental† process optimisation and a â€Å"radical† reorganisation of the enterprise processes. The target of the top-down process analysis is firstly the elimination of all non value-increasing activities and secondly the optimisation of all remaining activities. 3.2 Initiating a Bottom-Up Change Managing organizational change from the bottom-up will be more successful if some simple principles are applied. Change management entails thoughtful planning and sensitive implementation and, above all, consultation and involvement of the people affected by those changes. If change is forced, problems will arise. Change must be realistic, achievable and measurable. These aspects are especially relevant to managing personal change. Before starting organizational change, the question of strategic change has to be answered: What do we want to achieve with this change, why, and how will we  know that the change has been achieved? Who is affected by this change, and how will they react to it? How much of this change can we achieve ourselves, and what parts of the change do we need help with? These aspects relate strongly to the management of personal as well as organizational change. Change needs to be understood and managed in a way that people can cope effectively with it. Change can be unsettling, so the manager logically needs to be a settling influence. Whenever an organization imposes new things on people there will be difficulties. Participation, involvement and open, early, full communication are the important factors. Workshops are very useful processes to develop collective understanding, approaches, policies, methods, systems, ideas, etc. Staff surveys are a helpful way to repair damage and mistrust among staff – provided you allow people to complete them anonymously, and provided you publish and act on the findings. Management training, empathy and facilitative capability are priority areas – managers are crucial to the change process – they must enable and facilitate, not merely convey and implement policy from above, which does not work – Change must involve the people change must not be imposed upon the people. One has to be wary of expressions like ‘mindset change’, and ‘changing people’s mindsets’ or ‘changing attitudes’, because this language often indicates a tendency towards imposed or enforced change and it implies strongly that the organization believes that its people currently have the ‘wrong’ mindset, which is never, ever, the case. If people are not approaching their tasks or the organization effectively, then the organization has the wrong mindset, not the people. Change such as new structures, policies, targets, acquisitions, disposals, re-locations, etc., all create new systems and environments, which need to be explained to people as early as possible, so that people’s involvement in validating and refining the changes themselves can be obtained. The following change management principles should be adopted]: At all times involve and agree support from people within the system (system = environment, processes, culture, relationships, behaviours, etc., whether personal or organizational). Understand where you/the organization is at the moment. Understand where you want to be, when, why, and what the measures will be for getting there. Plan development towards No.3 above in appropriate, achievable measurable stages. Communicate, involve, enable and facilitate  involvement from people, as early, openly and as fully as is possible.

Relationship Between Teacher And Students

Similarly harmonizing to Moloi et Al. ( as cited in Mtika & A ; Gates, 2010 ) , group work is one of the schemes that can be utile in student-centered attacks. It does non merely assist pupils to discourse and portion thoughts with each other, but it besides helps to better pupils ‘ apprehension of some constructs and develop their communicating accomplishments. In the student-centered schoolroom, the instructor has to believe of pupils ‘ demands and the schoolroom is considered as a topographic point where pupils work together, in groups and as persons by promoting them to take portion in the acquisition procedure all the clip ( Jones, 2007 ) . In the student-centered schoolroom, the instructor should cognize about their pupils ‘ background. Teachers should see what they may cognize or make non cognize about their pupils because it helps to make the schoolroom conditions that are antiphonal to the larning demands of the pupils ( Hodson, 2002 ) . Furthermore, in soc ietal constructivist classrooms the relationship between instructor and pupils are much more dynamically involved, so that the instructor ‘s function is much more demanding to let and actively promote acknowledgment, rating, and Reconstruction ( Gunstone and Northfield every bit cited in Hand et al. , 1997 ) . A A A A A The size for effectual student-centered schoolrooms can be organized into big group ( category with 25-30 pupils ) , average size ( 5-8 pupils ) , little group ( 3-5 pupils ) , pair group ( 2 pupils ) and a instructor and a pupil ( merely in particular status ) ( MoEYS, 2002a ) . Furthermore, schoolroom agreements, particularly classroom infinite and resources like chairs and tabular arraies for big group activities are besides of import because appropriate resources helps to back up the effectivity and efficiency of direction to the pupils.2. 4 Definition of the Student-Centered Approaches to LearningA A A A A A The footings â€Å" student-centered attacks † A and â€Å" learner-centered attacks † A to larning are the same and whilst some articles used the term student-centered attacks and other articles used the term learner-centered attacks, the two footings were used interchangeably. Both footings focus on the demands of pupils who as scholars are actively involved in the acquisition procedure ( Utecht, 2003 ) . The term â€Å" student-centered attacks † is used in this survey because this term is officially applied in Kampuchean course of study and ministry educational literature. Furthermore, the student-centered attacks are broader for illustration, a pupil can be defined as scholar, but a scholar may non be defined as pupil. For illustration, a adult male wants to cognize about the educational jurisprudence in Cambodia, so the adult male can travel to library or seek in the MoEYS web site to read and larn about the jurisprudence. The adult male therefore is non a pupil, but he is a scholar. A A A A A A The student-centered attacks to larning are defined as learning methodological analysiss associated with an attack to larning where pupils are the chief characters in the acquisition procedure, and actively larn in a socially synergistic manner ( Brush & A ; Saye, 2000 ) . The student-centered attacks are designed to help pupils to larn best from meaningful life experiences, societal interactions, and scientific experimentation ( Pedersen & A ; Liu, 2003 ) . A A A A A A The student-centered attacks to larning focal point on single pupil ‘s demands and growing, because these attacks are intended to develop the potency of every single pupil and promote their personal growing and involvements ( Morris, 1996 ) . The student-centered attacks are besides considered effectual options to the traditional teacher-centered attacks. Similarly harmonizing to Courtney ( 2008 ) , it looks really different from the traditional didactic instruction methods that are widely applied in Cambodia. These traditional instruction methods depend on the direct direction of the instructor and verbal and written repeat with small accent on understanding but strong accent on memory and callback. Kember ( as cited in O'Neill & A ; McMahon, 2005 ) and Hirumi ( 2002 ) stated the student-centered attacks are in contrast to the traditional teacher-centered attacks. In the teacher-centered attacks, instructors are at the centre of the acquisition and learning procedu re and supply direction to pupils ; the pupils are the empty vass into which the instructor pours their cognition. This position contrasts aggressively to that of constructivist theory where we see that pupils are cardinal to the acquisition procedure, they are non viewed as empty vass but instead actively take part in doing cognition by believing and work outing jobs for themselves, and developing their self-pride that is indispensable for larning and decision-making throughout life ( American Psychological Association, 1993 ; Hirumi, 2002 ; MoEYS, 2005 ) . A A A A A A The nucleus rule of the student-centered acquisition attacks is that pupils have different abilities, demands, and involvements for how they learn, and they construct cognition and significance and learn in different ways ( Brady, 2006 ; Murdoch & A ; Wilson, 2008 ; Hirumi, 2002 ) . The American Psychological Association ( 1993 ) stated that pupils have assorted capablenesss and involvements for acquisition. â€Å" Persons are born with and develop alone capablenesss and endowments and have acquired through acquisition and societal socialization different penchants for how they like to larn and the gait at which they learn † ( American Psychological Association, 1993, p. 9 ) . Harmonizing to Meyer & A ; Jones ( as cited in Hirumi, 2002 ) , in the category pupils talk, listen, write, read, and reflect on content, thoughts, issues, and concerns in order to build their ain significance. â€Å" In student-centered environments, scholars are given direct entree to the knowledge-base and work separately and in little groups to work out reliable jobs ( Hirumi, 2002, p. 506 ) . Similarly, harmonizing to Jones ( 2007 ) , a student-centered category is a topographic point where pupils ‘ demands are considered, as a group and as persons, and pupils are encouraged to take part in the acquisition procedure all the clip. At different times, pupils may work entirely, in braces, or in groups. A A A A A A As a theory of epistemology, constructivism proposes that pupils bring their existing experiences and beliefs, every bit good as universe positions and their cultural histories, into the acquisition procedure when they internally build cognition by interacting with the environment ( Yilmaz, 2008 ) . Constructivism is considered as a procedure that pupils actively construct their cognition upon cognition that they already have ( Motschnig-Pitrik & A ; Holzinger, 2002 ) . Social constructivist, Vygotsky believed that â€Å" acquisition is a societal procedure in which scholars developed understanding through interaction with the environment around them † ( Brush & A ; Saye, 2000, p. 5 ) . Harmonizing to Jonassen ; Duffy & A ; Jonassen ( as cited in Brush & A ; Saye, 2000 ) , the demand for more student-centered acquisition activities have been promoted by the protagonists of the constructivist epistemology of acquisition. A A A A A A In short, the cardinal features of the student-centered attacks to larning stress students'A anterior cognition and experience, developing Bloom Taxonomy believing accomplishments, particularly critical thought and job resolution, researching single acquisition demands and involvements, advancing active pupil engagement, and developing motive for life-long acquisition ( American Psychological Association, 1993 ; Brush & A ; Saye, 2000 ; Hirumi, 2002 ; Mtika & A ; Gates, 2010 ) . However, there is no individual scheme that helps pupils to hold effectual larning all the clip and there is no learning scheme that is better than others in every circumstance. Each learning scheme has its strength and failing, so instructors need to do determinations and chose instruction schemes that help their pupils to accomplish the acquisition results ( Killen, 2003 ) . Similarly harmonizing to Hab & A ; Em ( 2003 ) , to take and efficaciously use a instruction scheme the instructor has to judge many times because choosing an appropriate instruction scheme is based on the determination whether we provide knowledge to pupils through direct direction ( teacher-centered attacks ) or indirect facilitation ( student-centered attacks ) .2. 5 Student-Centered Learning as Adopted by the Kampuchean Ministry of EducationA A A A A A 2.5.1 Vision of acquisition and instructionA A A A A A Learning has many manners such as acquisition by seeing, listening, composing, reading, watching telecasting, self-experiment, pattern, believing, playing games, analyze circuits and so on. These manners of larning supply cognition to the scholars. However different larning can hold different consequence. Learners may bring forth different larning results with a different acquisition manner to another pupil ( MoEYS, 2002b ) . For illustration, those who learn by listening will bury all or retrieve a small after several yearss. Those who merely stand and see people swimming can non swim, but if th ey learn to swim themselves, they can swim efficaciously. Peoples hence can make something when they involve themselves. Harmonizing to Confucianism, it is believed that â€Å" If you tell me, I will bury. If you show me, I may retrieve. But if you involve me, I can make and understand † ( MoEYS, 2008 ) . A A A A A A The Kampuchean authorities ‘s vision of the intents for acquisition and instruction functions has bit by bit changed between societies and from one a period of clip to another ( MoEYS, 2002a ) . Previous learning methods considered effectual and appropriate was when instructors were considered to be the cognition suppliers. Teachers provided cognition and told pupils, and pupils listened to instructors and followed instructors without developing their ain thoughts or understanding. In this context instructors had the power because they had the cognition that pupils needed to be able to come on through the instruction system. This vision was later officially abandoned because the acquisition results were considered unsuitable to both the demands of the state for skilled minds and they compared ill to the wider international educational context. A A A A A A In the undermentioned period, another new learning method was integrated called ‘question and reply ‘ method. The instructor raised inquiries and the pupils answered. This method was adopted in the belief that it would convey better consequences for pupils. The inquiry and reply method was subsequently changed and reformed to what was known as the ‘active method ‘because this method required much relationship between instructor and pupils. For the last vision, it was believed that creative activity merely relationship between instructor and pupils was non plenty. To hold better consequence for pupils, relationship between pupils and pupils must be created in the instruction and acquisition procedure. Teachers have to fix pupils to work in groups, so pupils can interchange their thoughts, work hand in glove, and assist each other in larning. This last vision is a really of import portion of student-centered attacks ( Hab & A ; Em, 2003 ; Inspector, 2002 ; Ung, 2008 ) . These attacks to larning and learning shifted the power repositing of the instructor from one who held all the cognition to a more equal one where instructors spouse with, sometimes lead, their pupils into new understanding and cognition.A A A A A A 2.5.2 Principle and theoryA A A A A A Theories that are applied and relevant to learning and larning in the current Kampuchean school system are: Learning is making new cognition Learning is interchanging experience ( Inspector, 2002 ) A A A A A A The theories of larning above are besides clearly identifiable as constructs of constructivism. Although constructivism is non a theory of acquisition, the rules have been applied by many pedagogues in instruction and acquisition, particularly, but non merely, in scientific discipline instruction ( Han et al. , 1997 ; Yilmaz, 2008 ) . Constructivism emphasizes that cognition and significance are constructed by the human head ; in consequence scholars create links between their bing cognition and new experience and do new cognition constructions and significance ( Yilmaz, 2008 ) . A A A A A A The function of instructors and pupils are changed by the acceptance of the student-centered attacks to larning. Students are given greater duty for their acquisition and the instructors ‘ functions change where they become more coordinators or facilitators of the acquisition experiences. Students are encouraged to research the cognition by themselves and with other scholars and the instructors help the acquisition procedure by demoing pupils waies of cognition. In this new function in the schoolroom, the instructors become portion of the acquisition procedure and acts as a usher and a resource for the pupils ( Utecht, 2003 ) . Furthermore, the importance of school is to supply multiple chances to pupils to make cognition and understanding by themselves through research, existent experience and work outing jobs.