Partner Selection for International Joint Ventures (IJV)

Partner Selection for International Joint Ventures (IJV) INTERNATIONAL JOINT VENTURES Partner selection is recognized as being very important to the success of any collaboration. Taking into consideration the lessons from the Collaboration Exercise, the course material and any publicly available information available to you, critically discuss the relevant issues concerned with partner selection for collaboration, specifically in the context of an International Joint Venture company. The questions provided below provide some guidance on the issues you could cover: What are the main characteristics to look for in a good collaborative partner? What would your selection criteria include? Consider also the strategic, political and tactical implications of your choice (30%) What factors are important in determining whether or not you and your partner are a good match, i.e., compatibility of culture? Again, what would your selection criteria include? (30%) What could you and your partner do to create good conditions for a partnership? (40%) Length: All scripts are subject to a maximum word count of 4000 +/- 10%, excluding references, tables of contents and appendices. The final word count should be included at the end of the script. COMPLETION DATE: To be submitted electronically using the appropriate web-form available from http://www2.warwick.ac.uk/fac/sci/wmg/ftmsc/postmodulework/submissions/ and following the guidelines provided in your handbook BEFORE 09:00 on 17/01/11 PLEASE NOTE PMW received after 09:00 will be stamped as having arrived on the next working day. Post Module Work which does not reach WMG by the due date will be considered to be late. Penalties for lateness may be applied at the rate of 3 percentage points per University working day after the due date, up to a maximum of 14 days late. After this period the work may be counted as a non-submission. Complete your assignment from here (heading styles have been set up to assist you in this work) (Delete the instructions in this font before you save and submit your work): MODULE TITLE Table of Contents International Join Venture 2 Environmental characteristics 3 Partner Compatibility Evaluation 5 Creating good condition for partnership 13 Conclusion 16 References 17 Enter a page break here and between each question Partner selection is recognized as being very important to the success of any collaboration. Taking into consideration the lessons from the Collaboration Exercise, the course material and any publicly available information available to you, critically discuss the relevant issues concerned with partner selection for collaboration, specifically in the context of an International Joint Venture company. The questions provided below provide some guidance on the issues you could cover: What are the main characteristics to look for in a good collaborative partner? What would your selection criteria include? Consider also the strategic, political and tactical implications of your choice (30%) What factors are important in determining whether or not you and your partner are a good match, i.e., compatibility of culture? Again, what would your selection criteria include? (30%) What could you and your partner do to create good conditions for a partnership? (40%) International Join Venture International joint venture between two or more companies has benefits of more resources and knowledge share as well as reward and risk share. Reasons that companies create joint venture could be initiated by new product development, opportunity to access wider marketing or expanding the company with at least one company headquartered outside country of operation (host country). The immediate benefits of joint ventures partnerships are access to a wider range of resources with complimentary set of skillsets and expertise, access to extensive market domain and ability to utilise a broader range of technologies. International joint venture partnership is one of the integral factors to grow and develop economics and the most beneficial approach is by engaging with and utilising local business with strong market connections and existing established business networks. Environmental characteristics Government and Politics One of the most important criteria in choosing an international joint venture partner is the environment where joint venture will operate in, as this can have direct effect on the performance of both parties. Host countrys political atmosphere and government policies are key factors to consider when verifying the suitability of the environment; any pressure could directly or indirectly restrict the foreign partners involvement and activities (Blodgett, 1991). According to Ozorhon et al. (2007) host governments unstable policies and regulations, regular changes in laws and restrictions on repatriations and imports, jeopardise the effectiveness of joint venture partnership. In authors opinion host countrys political procedures that disable effective IJV partnership needs to be identified prior to any attempt to start a joint venture. An example of a political issue effecting IJV is political mismatch and disagreements between foreign partners government and the host partners government. This will hugely impact business agreements from taking place even if partners skillsets, organizational policies and objectives match and work very well together. Stable economic situation, government policies and political relationships are crucial to a successful business partnership; the foreign partner needs to find an adequate environment before deciding on finding a matching partner, evaluating economic, political and financial aspects of the environment. Case study This case study will look at current situation of Irans International joint ventures and influence of Western countries political relationship with Iran on business partnership with other countries. The Current UN and European sanctions on Iran over claims that Iran is building nuclear weapons have affected new joint ventures as well as the ones that have been in place for many years. One example is Rhum North sea gas field in Scotland owned by BP (50%) and the Iranian Oil Company (50%), the joint venture started since 1970s. New European sanctions have forced BP to suspend this engagement and stop production in Rhum North Sea (BP, 2010). This demonstrates politics contention between countries, affecting joint ventures and ending related agreements with immediate effect, causing financial loss for both partners. Other countries that are in agreement with the United Nations regulations and countries with good political and economic relation and dependencies with the USA and the West could also consider limiting and ending their joint ventures with Iranian companies. This is to avoid any breaking the United Nation regulation as well as avoidance to jeopardising their relationship and dependency to western countries. A stable host government creates a suitable environment for IJV partners; this has long term positive impact on the courtiers economic and immediate positive effect on the partner companies, allowing the parties to concentrate on the inside organisational progress and improvements. Economic Environment A partners country economic situation can affect the business environment and performance, having stable economic elements provides the foreign partner a constant and secure investment climate (Ozorhon et al. (2007). In authors opinion economic climate could affect IJV partnership viability, economic fluctuation, foreign exchange rates and inflation, with direct impact on the partner selection process. Businesses start joint ventures in other countries considering economic perspectives that fit their needs. The host countrys currency compared to foreign countrys currency, gives an opportunity to investors from foreign countries to benefit from cheap investments (Low cost of capitals) and increased wealth position. Currency appreciation makes higher material and manufacturing cost in foreign country hence foreign partner moves the production to host country to benefit from lower costs and gain more opportunity to compete and be a leader in the related market. Market Power The market power is focused on how businesses can get stronger and develop their market domain through international partnership (Child Faulkner, 1998). In authors opinion, successful companies with high position in the existing local market could take advantages of other countries market, enter international sale and extend their marketplace by starting partnership with other successful company in different countries. Also companies with advanced technologies and skillsets could start a joint venture partnership with small companies in other developing country to benefit from the raw market and extend their domain. Dominant market network, using partnership advantageous creates an International joint venture with mutual benefits to partners, increases growth opportunities and market power for both parties. Business market power is an essential deciding factor in selecting a partner. It is also critical to review the business and economic history of the environment, current climate and future predictions. The regional and national business performance, quality of life and people expenditure on similar product and services help to indicate the partners economic environment suitability. Development and management of international joint ventures in different environments creates their own challenges, above all cultural differences between two partners from different nations adds additional complexity. Other related issues and challenges are language barriers and consequence communication issues, management relationship conflicts, unclear objectives, different objectives, incompatible expertise / facilities, lack of partner support and involvement. Partner Compatibility Evaluation Before making any decision on selecting a joint venture partner, extensive research and detailed study are required to be carried out to identify the partners business prospects, objectives and the environmental and organisational characteristics. SWOT (strengths, weaknesses, opportunities and threats) analysis is very beneficial and could be utilised to identify the potential partners weaknesses and strength and how they match the companys requirements. This would help to establish if two businesses complement each other (Barnes, 2010). During the International join venture module and the team exercises, author gathered a list of important criteria that are crucial in the partner selection process: Past reputation and positive track record of collaboration, good brand, culture (national and corporate culture), Organisation size, mutual benefit potentials, compatibility of CEOs and the senior management team, ability to work together in operation levels, government laws and regulations, strategic clarity and compatibility, management style, subject matter knowledge and skills, experience in the related market and assets (Barnes, 2010). In this assignment author is going to analyse and explore Cultural differences between partners and Compatible management style. Culture Why culture is an important factor? There should be a cultural fit between companies, for example it is difficult to match a bureaucratic culture to non-bureaucratic culture, as resources are not used to obey rigid rules (e.g. managers stamp or signature to process tasks). International joint venture partnership cannot avoid cultural differences; there will always be a case of hybrid structures. According to Swierczek (1994) majority of joint ventures partnership failures are caused by cultural related issues and mismatches. A study of 110 joint ventures between America and Asia shows 50% of failure is mostly affected by non-complementary cultures and incompatibilities. Partners culture influences commonly known assumptions, unrecorded rules and regulations and common understandings. It is important to evaluate the potential impact of the partnerships effects on the general skills, quality, resources and the company systems and organisational structure. Due to the cultural differences and the need of cooperation, there would be a need to compromise; however the effect of this needs to be analysed and the impact carefully evaluated (Swierczek, 1994). One important factor that determines the success rate of an international joint venture partnership is culture compatibility; without this partners cannot work together and conflict can occur. Compatible cultures can create same understanding and harmony between the partners. To understand cultures and the factors that could impact the possibility of their compatibility, author has evaluated different angles and viewpoints of culture. According to Hofstede (1984) core aspects of culture are: High power distance: Communication with higher positioned members and senior managers has formal process with hierarchy organisational system. Low power distance: Members feel equal, included in decision-makings and communication with senior members and environment is more relaxed and informal. Individualism: Contributor is focused on self-success, own benefits and objectives. Collectivism: Contributor has more interest in team success and group interest High uncertainty avoidance: Keeping away from risk and getting out of conflicts Low uncertainty avoidance: Comfortable with approaching risks and dealing with disagreement Femininity: In Feminine cultures values and approaches are modest, emotional and considerate. Masculinity: This culture is oriented by Competiveness, assertiveness and achievements In authors opinion it is evident that cultures with different values can face conflicts and disagreements, different nations can have different understandings and interpretations and culture as a foundation affects the conflict management style. In multicultural joint ventures, partners communication style will differ and could clash with each other; this could be very frustrating and create unsuccessful results. Different culture means different languages, different outlook, beliefs and problem solving approaches. According to Swierczek (1994) Asian culture generally avoids conflicts and when it occurs they seek help from senior members to suggest solutions but in European cultures there is less respect for hierarchy and when confrontation occurs, the negatives would be pointed out directly. In authors personal experience from Asian and European cultures, people with different cultures have dissimilar attitudes in business, partly because of the educational and discipline methods, that differs in cultural backgrounds. Partnership between two firms could be successful if cultural differences are realised and analysed in early stages. This would be by identifying the potential problems and conflicts with proposed solutions enabling partners to benefit from constructive aspects of multicultural approach. According to Swierczek (1994) building a correct and effective organisational culture and considering the involved cultures could reduce the possible conflicts. To make conflict management more effective two methods are introduced: 1. Compromise style To prevent any win-lose outcome, participants would negotiate and agree to give up their benefits partly so their partner would gain mutual benefits as well. Also when same objectives cannot be reached or more than one agreement is on the table, compromising needs to take place. 2. Collaborative style All the participants need to get involved and identify roots of conflicts and assess the possible outcomes and damages then introduce solutions agreed by everyone (Swierczek, 1994) According to Al-Khalifa and Peterson (1999) in many failed international joint venture (IJV) cases, manufacturing process doesnt last very long and this is caused by the lack of understanding of the local cultural, political and economic environment. Cultures need to fit between the organisations, a lot of international joint ventures collapse because of cultural misunderstanding and differences; it is useful to research the local market first before entering the collaboration. An example of cultural difference is looked at by Lynn (2002) between Japanese and American companies, where Americans had the impression that Japanese are efficient and hardworking but were disappointed when saw different results after starting the international joint venture in America. In Japaneses view deadlines werent as important as it was for Americans, Japanese were more concentrated on what they want to achieve regardless of time but Americans aimed to finish the work by the deadline however possible. This was a big problem for Americans when they used one of Japanese suppliers and received the order six months late. In authors opinion the definition of hardworking and efficiency in different cultures differs where Japanese seem to be aiming for the best result and improving the quality and less concerned about the deadlines. This could be very frustrating to opposite partner with different attitude. It is important that companies find a partner that are compatible and have the same perspective and understanding. Culture awareness and a full initial analysis phase, to gather the required information, helps partners to evaluate the possibility of working together successfully and provide the bases so that parties design a framework and set a realistic plan that would work for both cultures. Partner complementary skill According to Zahra and Elhagrasey, (1994) majority of International joint venture failures are caused by selecting a wrong partner. Partner selection by their brand popularity or reputation is not enough and further research is needed to determine if the partners are compatible If Partners skills and strength matches or compliments the business requirements, the partnership objectives could be successfully met; these requirements could be market, skills or resource access related. The range of skills that each partner can contribute to a partnership varies. A purpose of a partnership would be to fulfill the business requirements where the necessary skillsets such as technical skills, market knowledge skills, production skills, management skills or resource access skills are not at a sufficient level. This could also be due to the associated costs or time limitations challenges with producing these skills locally / internally. When two partners skill sets complement each other, partnership can work well together, however if two partners have similar or identical skill, disagreements and competition could occur. Organisations can often learn from the skills and experiences offered by the partner in an international joint venture to enhance their offerings and abilities. This could reduce the needs of future partnerships. Management Style It is challenging to manage International joint venture (IJV) companies that have been created by two or more parent companies. These companies have different structures, goals, management style and organisational cultures. People management conflicts become evident when partners discuss how the organisation will be managed and who will be in charge. According to Matthews (1999) the problems with international joint venture that require control and structured management are: Different background and cultures Business geographical locations Inevitable IJV short lifetime Joint business political issues The opportunities where management style could have a critical impact include: Combination of technical and business skills Access to IJV parents staff Organizational learning According to Matthews (1999), developing ethnocentric mindset in organisations tends to concentrate on parent companys management methods, be narrow-minded and inflexible. Traditional IJVs used to concentrate on parent companys management procedures and problem solving process which mostly ended up unsuccessful but some chose to approach global mindset and try to understand different cultures, agree to diversity and apply different management approaches where needed. Multiple IJVs management style Within multiple IJVs it is gathered that decentralised approach is more successful than centralised approach. After forming IJVs in different locations and setting up the operations successfully each overseas IJV would plan and react to local market demand. This would improve efficiency and make them able to respond to local customers immediately. According to (Yan and Duan, 2004) matching partners need to have compatible management culture and strategy, consensus on strategies, control and operations management. In authors opinion compatible management style is about managers with efficient communication and skills in creating a balanced relationship between partners. Management control and strategy is the key to be agreed by both parties to prevent any conflicts during the IJV and management control to prevent problems such as rush growth, ineffective use of resources and autonomous goals. Within this process partners need to have a structured management system and build an independent organisational culture. According to Gil and Butler (2003) it is easier to work with an international partner when managers have international business experience and cultural knowledge, this awareness enables them to adapt to environment, have positive attitude, respect multicultural environment and identify business partners capabilities Therefore having multicultural market knowledge can create an opportunity for both partners to understand and respect cultures, agreeing on what is best for joint partnership. According to Gil and Butler (2003) the stability of the relationship depends on trust, conflict and dependenceÂÂ  influenced by management skills affecting IJV performance. Some of the important skills in managing IJV are: Negotiation skills: Compromise, exchange ideas and make decisions at different levels e.g. Engineers and Stakeholders Management Political skills: Negotiate and communicate with government members involved in IJV Diplomacy: Dealing with conflicts and resistance within the partner relationship Inter-partner skills: Managing partnership, communication, expectations and setting objectives Influential skills: Influence and motivate team members Managing ambiguity: Bringing objectives and vision as close as possible. In authors opinion in hybrid IJV organisations, it is difficult to avoid conflicts and control system with openness management style. First steps in IJV early stages are: To identify problems and related solutions agreed by everyone To plan and ensure that the management strategy matches the IJV environment Flexible management approach to adopt as changes happen Balanced relationship creates harmony and trust, successfulÂÂ  managementÂÂ  of an international joint venture mainly depends on a balanced partnership which is based on trust and shared ownership, where parties communicate effectively and clearly to help efficient move towards common goals and clear objectives. At the same time extra cautious needs to be taken when dealing with sensitiveÂÂ  culturalÂÂ  andÂÂ  regionalÂÂ  issues, withÂÂ  a certainÂÂ  degreeÂÂ  ofÂÂ  diplomacy, people andÂÂ  languageÂÂ  skills. Creating good condition for partnership Prior to start of any engagement when forming a joint venture partnership, it is essential for both parties to setup an agreement clearly defining expectations and scope. This will form a clear understanding between partners and helps with effectiveness of communications between parties (Barnes, 2010). In authors opinion to increase the chances of relationship survivor it is important to be open about every aspect of the business from beginning in particularly about financial matters to gain the partners trust. Agreements on goals, responsibilities and performance measurements (KPI) in early stages could indicate any problems and warnings, which could be resolved and prevented in early stages. In the meantime flexible relationship and atmosphere is essential to allow freedom of speech and involvement in suggesting improvements or even change of original objectives. Any partnership would encounter problems and disagreements, however looking at problems positively and promoting an attitude to create situations where win-win approach (Barnes, 2010) is applied is the key for creating a good condition for a successful partnership. There are a number of elements that would significantly impact the condition of an international joint venture experience and environments: Invest time and effort to get to know the partner In an international joint venture partnership it is important for the parties to take the time to get to know each others organisational structure, cultural habits and methods of work. Clear objectives Setting clear objectives and goals prior to any engagements is essential to prevent any ambiguity and conflicts. Management style IJV complex environment could create conflict and ambiguity between partners, compatible management skills could create balanced relationship. Roles and responsibility definition and assignment In a complex joint venture partnership with a large number of unknowns and a mixture of cultures, habits, structures and skillsets, roles and responsibilities ought to be defined clearly to avoid disappointment and ensure effective partnership condition. Expectation management Open and honest communications from start of the business to the end is essential, people involved need to understand what will be achieved and when this will be achieved. Everyone needs to understand the objectives and progress of them. Misunderstood or unrealistic expectations can make a successful process ending as a failure. Create Trust When an environment is stabilised and partners have agreed on compatible goals with set mutual benefits, both parties need to work on gaining each others trust to enable smooth process avoiding unnecessary red tapes to maximise efficiency and workforce effectiveness. Risk forecast, evaluation and prevention It is important for companies in a joint venture partnership, to identify and evaluate the risks related to the partnership program and the associated impacts. Identifying problems and risk evaluation in early stages would prevent any unexpected surprises during the process. Also this would give an opportunity toÂÂ  analyse issues and find solutions. Following are examples of potential risks with IJV partnership: Language barriers Multinational partnership involves different languages; a solution needs to be applied to overcome language barriers. Full reliance on interpreters and translators could introduce additional risks where individuals do not have the required technical and related business experiences. It is highly advantageous if the employee involved with the business strategy, have related knowledge, background as well as being bilingual. Culture Different cultures represent unknowns and risks. Respecting multicultural environment and having awareness could prevent future conflicts, create opportunities to utilise multinational benefits and minimize the level of disagreements between parties. Politics Government laws and regulations vary in different countries. Time need to be invested to fully understand the local policies where the venture is based. Organisational strategies Organisational strategies mismatch between companies could directly or indirectly affect the objectives. These inconsistencies are required to be identified and highlighted to be considered during the planning phase to avoid potential future issues. Geographic consideration Local and related market condition as well as work ethic should be considered and matching business environment appropriately applied. Communication Clear communication is crucial in IJV environment where a lot of conflicts and confusion could occur because of cultural differences. Setting an open networks and freedom where employees can approach management levels easily could create an opportunity for everyone to get involved. Conclusion For countries to develop, create new technologies, use new facilities market and products, joint venture is very beneficial. Joint venture is an opportunity to boost businesses and continues to occur in more countries. Every international joint venture starts with different cultures and because of its multicultural nature it is unavoidable to experience disagreements. Creating mutual benefits and harmonious environments with common objectives and agreed values can overcome the cultural differences and create common culture which benefits partners and uses the positive side of multicultural partnership. It might be more effective to invest in countries that have similar cultures because it would be easier to understand the business networks, market needs and to resolve problems. With countries developing to be multicultural and expanded communication network reaching further distances, it is getting easier to approach new opportunities. People are interested to know other cultures and learn about others. The challenges and complexity in different cultures is unavoidable but nations awareness is very high hence their approach to each other is very positive and relaxed. While achieving strategic fit is more fundemental to the viability of a partnership,a good cultural fit optimises the potential of the partnership and helps to avoid the threats to its continuation which arise from misunderstanding and antipathy. While it is important for partners in an IJV to establish a strategic fit to help improve feasibility of a partnership, an effective cultural match between the companies creates opportunities for a stronger relationship. This helps to avoid misunderstanding, risks and potential issues that could cause damage the partnership. Partners need to establish trust, honesty and priorities to understand elements of successful IJV, structuring relative management style, which is independent from parents company strategy and assigning partners management responsibilities according to their expertise promises positive outcome at the end of the partnership. Partners require creating a relationship based on honesty trust. It is vital for the parties to invest time and resource to understand fundamentals of a successful IJV partnership. Reforming and creating a relative management strategy, which is independent from partner companies are key to a successful joint venture partnership.

Robert Frosts The Road Not Taken Essay -- English Literature Essays

Robert Frost's The Road Not Taken Robert Frost’s â€Å"The Road Not Taken† is a symbolic poem of the complications people must face in the course of their lives. Although it is not difficult to understand the meaning of the poem through it’s title, it is however hard to interpret what the author means when he describes the roads. Throughout the poem, the two roads appear similar at times and different at others. He uses free imagery to make his poem more complex for the audience. In the first stanza, Frost attempts to do many things: he illustrates the setting; he describes the roads; and he explains the significance of the roads. The setting of the poem is drawn in a yellow wood, which suggests that it is autumn. In the following line, â€Å"And I’m sorry I could not travel both/and be one traveler long I stood/and looked down one as far as I could/to where it bent in the undergrowth†, the narrator shows his regret that he could only take one (Frost,HO). This demonstrates to the reader that the roads are of great importance, and because he can only travel one it will leave him forever wondering about what it would be like if he had took the other. The narrator spent a lot of time choosing which path to take. After he studied the first road cautiously, he examined the second one. At first he is more attracted to the second road because â€Å"it was grassy and wanted wear† which meant that it was less traveled by (Frost,HO). To say that the path â€Å"wanted wear† is a personification (Frost,HO). It gives the road the human characteristic of wanting. After evaluating both roads, he decides that they are equal. He then states that they are really worn about the same. This gives the reader something to think about. If the two roads were utter... ... one he did. Frost gives just enough details in his writing to provide the viewers with a clear picture but allows them the freedom to create their own interpretations. One of the main things that make this poem attractive is the dilemma of picking a path. People immediately relate to that dilemma because most people face it numerous times throughout their lives. The Paths in the woods and forks in roads are metaphors for the many problems and decisions that fill one’s life. This poem says that we are free to choose, but we do not really know what we are choosing between. It does not say to take the path less traveled by nor take the path that is more traveled. The speaker knows that he will either second guess the decision somewhere down the line or wonder what was down the other path. In reality there is no right path, only the chosen path and the other path. Robert Frost's The Road Not Taken Essay -- English Literature Essays Robert Frost's The Road Not Taken Robert Frost’s â€Å"The Road Not Taken† is a symbolic poem of the complications people must face in the course of their lives. Although it is not difficult to understand the meaning of the poem through it’s title, it is however hard to interpret what the author means when he describes the roads. Throughout the poem, the two roads appear similar at times and different at others. He uses free imagery to make his poem more complex for the audience. In the first stanza, Frost attempts to do many things: he illustrates the setting; he describes the roads; and he explains the significance of the roads. The setting of the poem is drawn in a yellow wood, which suggests that it is autumn. In the following line, â€Å"And I’m sorry I could not travel both/and be one traveler long I stood/and looked down one as far as I could/to where it bent in the undergrowth†, the narrator shows his regret that he could only take one (Frost,HO). This demonstrates to the reader that the roads are of great importance, and because he can only travel one it will leave him forever wondering about what it would be like if he had took the other. The narrator spent a lot of time choosing which path to take. After he studied the first road cautiously, he examined the second one. At first he is more attracted to the second road because â€Å"it was grassy and wanted wear† which meant that it was less traveled by (Frost,HO). To say that the path â€Å"wanted wear† is a personification (Frost,HO). It gives the road the human characteristic of wanting. After evaluating both roads, he decides that they are equal. He then states that they are really worn about the same. This gives the reader something to think about. If the two roads were utter... ... one he did. Frost gives just enough details in his writing to provide the viewers with a clear picture but allows them the freedom to create their own interpretations. One of the main things that make this poem attractive is the dilemma of picking a path. People immediately relate to that dilemma because most people face it numerous times throughout their lives. The Paths in the woods and forks in roads are metaphors for the many problems and decisions that fill one’s life. This poem says that we are free to choose, but we do not really know what we are choosing between. It does not say to take the path less traveled by nor take the path that is more traveled. The speaker knows that he will either second guess the decision somewhere down the line or wonder what was down the other path. In reality there is no right path, only the chosen path and the other path.

Brotherhood of Sleeping Car Porters

If the porters can organize their industry, hold their ranks, prove their fighting ability in the interest of the working class, it will have a profound effect on the attitude of white organized labor. And it will have a profound effect upon the organizable capacity of Negro workers in other industries. These men who punch our pillows and shine our shoes and stow our bags under the seats bear in their hands no little of the responsibility for the industrial future of their race (The Nation, June 9, 1926).Most observers would have thought it quite unlikely during the early 1920s that the sleeping car porters, those seemingly obsequious men, always bowing and scraping in the presence of whites with their hands held out for a tip, would ever have been able to start a union. Even more preposterous was the thought that they not only would start a union, but that their organization would become a nationally recognized symbol of the New Negro, a leader in the struggle of black people to att ain their rightful Place as part of the American working-class.Not only were porters servile and easily frightened men, people would say, but the vast majority of them worked for the Pullman Company, a giant among American capitalist enterprises. The company was the largest single employer of blacks in the country, and most black spokesmen believed that black people owed the Chicago-based corporation a debt of gratitude. Moreover, the Pullman Company was notoriously anti-union. Should porters attempt anything so foolish as forming a union, the company would crush the incipient movement before it ever began (Perata 45-47).However, by the end of World War II, Randolph and the brotherhood were major forces within American labor and society. The Brotherhood of Sleeping Car Porters (BSCP), was the first African American labor organization to affiliate with the American Federation of Labor (AFL). The BSCP, founded by the labor leader Asa Philip Randolph in 1925, organized black Pullman ca r porters. Far more than a labor union, the BSCP was also a pivotal organization in the twentieth-century civil rights movement. Randolph was president of the BSCP from 1925 to 1968.Although he also held general organizer credentials, his role within the BSCP was largely that of public spokesperson and agitator, with practical matters being left in the hands of men like the BSCP organizers Milton Webster, Ashley Totten, and C. L. Dellums. The labor movement had done more for advancement of blacks than any other institution in America. Between 1928 and the 1935 convention, the laws governing labor-management relations bad changed dramatically. In July 1935, President Franklin D.Roosevelt signed into law the Wagner-Connery Act, which guaranteed workers the right to organize. But more important to the BSCP, Congress had passed the Amended Railway Labor Act of 1934 which guaranteed railroad workers that right. Moreover, that act required corporations to negotiate with unions that could prove that they represented the majority of a particular class of workers, and created the National Mediation Board to protect workers' interests. The emancipation of slaves following the Civil War did little to resolve their precarious social and economic status.As late as 1910, 83. 3 percent of African Americans resided in the South. The vast majority were engaged in agricultural work, with black artisanship suffering erosion when Reconstruction ended and Jim Crow systems became dominant. One of the few corporations to employ large numbers of African Americans was the Pullman Company, the maker and supplier of luxury cars for railroads. Founder George Pullman hired ex-slaves as servants for his cars as early as 1870, and by the turn of the century, Pullman was the single largest employer of black labor.Of the 12,000 porters employed by Pullman in 1925, all were black except for about 400 Mexicans and a handful of Asians. What emerged was a complex relationship between black employ ees, the Pullman Corporation, and rail passengers. From its origin the BSCP had three goals. First, of course, union leaders wanted to gain recognition from the Pullman Company as the official representative of porters and maids so as to improve their wages and working conditions.Second, and of equal importance, at least to Randolph, the BSCP was the means by which black workers would break down barriers to equal membership in organized labor. Thus, Randolph and his colleagues set their sights on an international charter from the AFL. The union's third goal stemmed from the first two. A union under black leadership strong enough to gain recognition from the Pullman Company and to wrest a charter from the AFL would serve as an example to other working-class blacks of the possibilities for improving their lives. Many of the black men (including J.Finley Wilson, president of the Improved and Benevolent Order of Elks of the World; Perry Howard, perennial Republican national committeeman from Mississippi; and Benjamin E. Mays, who became president of Morehouse College and of the Atlanta school board) who went on to make names for themselves worked for Pullman at one time. The harsh irony is that such men accepted jobs at Pullman largely because the company offered the best opportunities available for black men. Indeed, a porter's annual pay of $810 plus tips in 1925 far exceeded that of a black school teacher.In addition, porters were considered cosmopolites, men of the world who flitted back and forth across the country, visiting regularly places most blacks could never dream of seeing. Black women were instrumental in advancing the brotherhood from its earliest days. A small number of black women employed as maids by the Pullman Company took out memberships in the BSCP, but women were most active in auxiliaries. Wives and other female relatives of Pullman employees started to establish local auxiliaries in 1926, and that same year several auxiliaries combined to form the Colored Women's Economic Council.Women's auxiliaries were instrumental in raising money for the brotherhood in the days before an AFL charter boosted the organizational treasury. They also performed important community functions such as offering financial assistance to families left destitute when the Pullman Company dismissed black wage earners (Chateauvert 197). The BSCP took advantage of President Franklin D. Roosevelt's election in 1932. New Deal legislation outlawed company unions and granted workers the right to bargain through their own elected units.In 1934, the Railway Labor Act was amended to include sleeping car employees. Women continued their feverish activity on behalf of the union, and women's auxiliaries became so numerous that a coordinated network of Ladies Auxiliaries of the Brotherhood of Sleeping Car Porters emerged in 1938. Increased political, legal, and organizational activity gave Randolph the necessary leverage to call for a union election. In June 1935, despite massive layoffs by Pullman, the BSCP won collective bargaining rights by a nearly eight-to-one margin.BSCP officials not only sought legitimacy for their own union but looked on the union as a vehicle for the advancement of all black workers. During the Great Depression the Brotherhood participated in various grass roots activities and workers' actions. The union joined in the numerous protests throughout the country over the plight of the Scottsboro Boys, nine young blacks convicted of rape in Alabama, and was a leader in the successful efforts of organized labor and civil rights organizations to prevent the confirmation of judge John J.Parker, whom President Herbert Hoover nominated for the Supreme Court in 1930 (Santino 34). The BSCP alone tied together Parker's racist and anti-union sentiments. And though they would not go so far as to support Communist activities, Randolph and other BSCP spokesmen encouraged black workers to form workers' councils so as to demand equitable relief funds from the U. S. government, especially after the origin of the New Deal. The BSCP was the very first African-American labor union to sign a collective bargaining agreement with a main U.S. corporation (Santino 67). All applicants were required to take the General Test the United States Employment Service. Each applicant was also given an intensive interview with an employment service counselor to determine whether he might have a substantial potential in the trade regardless of his ability to meet the minimum standards. Under the collective bargaining agreement, appointments as apprentices were to be made from among the highest scorers. Randolph's career is one of the most interesting in contemporary black history.As an opponent of participation in World War I and an angry critic of the Wilson administration, Randolph's writings earned The Messenger the title of ‘the most able and the most dangerous of all Negro publications' (Pfeffer 67). During the int er-war years he devoted himself to trade union organization and gained prominence as the leader of the Brotherhood of Sleeping Car Porters. Not only did he secure recognition of the union from the railroads, but in 1936 took it into the American Federation of Labor as an international union.This union's founding and struggle for recognition was a dramatic episode in the history of black workers (Harris 78). The black leaders of the period, including Du Bois and Randolph, who believed in programs of interracial cooperation also believed that such a policy of working with whites must be accompanied by a campaign of public enlightenment about black people. To win whites to the cause it was necessary to correct the black image in their minds. Beyond an appeal to the conscience of whites, or to their democratic ideals, it was necessary to remove the misconceptions they held about blacks.In the mid- 1930s the Brotherhood won two notable victories-the receipt of an international charter fr om the American Federation of Labor and recognition by the Pullman Company as the bargaining agent for the porters and maids. Strengthened by its international union status and by its victory over the Pullman Company, the Brotherhood had become a dominant force in Negro circles by the late 1930s. References Chateauvert, Melinda. (1997). Marching Together: Women of the Brotherhood of Sleeping Car Porters. Urbana: University of Illinois Press. Harris, William. (1977).Keeping the Faith: A. Philip Randolph, Milton P. Webster, and the Brotherhood of Sleeping Car Porters, 1925-37. Urbana: University of Illinois Press. Perata, David. (1996). Those Pullman Blues: An Oral History of the African American Railroad Attendant. New York: Twayne Publishers. Pfeffer, Paula F. A. (1990). Philip Randolph, Pioneer of the Civil Rights Movement. Baton Rouge: Louisiana State University Press. Santino, Jack. (1991). Miles of Smiles, Years of Struggle: Stories of Black Pullman Porters. Urbana: University o f Illinois Press. The Nation, June 9, 1926, p. 3.

Personal Ancestral File 5.2 Genealogy Software Review

Personal Ancestral File 5.2 Genealogy Software Review Personal Ancestral File has been discontinued. According to FamilySearch.org, On July 15, 2013, PAF was retired and is no longer available for download or support.  Current PAF users may continue to use the software on their personal computers. ï » ¿One of the oldest and most popular genealogy software programs available, this family tree software from the Church of Jesus Christ of Latter-day Saints was available for free download until 2013. Powerful and full-featured, the tool is also very user-friendly, making it perfect for novice computer users and genealogists. If you want fancy charts, youll have to spring for the add-on program, PAF Companion ($13.50). And if your primary goal is publishing a family Web site or book, there are better options. Pros Very intuitive and easy to useCustomizable data entry templatesAvailable for free downloadWidely used and supported Cons Full range of charts and reports only available with an add-on, PAF CompanionOnly basic multimedia capabilitiesPublishing options are limitedNot updated very frequently Description Available for free download or $6 on CD-ROM.View screens and print reports in either English, German, Japanese, Chinese, Korean or Swedish.Type names and places using characters from any language.Create personalized templates to customize data entry.Five generation pedigree view offers easy navigation through large family treesSingle name field rather than separate fields for given names, surname and suffix titles.Prints basic reports and charts. Fancy charts and book publishing options available through an add-on.Attach images, sound clips, and video files, or easily create basic scrapbooks and slide-shows.Easily prepares information for TempleReady.Select individuals and families for export to your Palm handheld and view your data on the go. Guide Review - Personal Ancestral File 5.2 Personal Ancestral File 5.2 is surprisingly powerful and feature-packed given that it is a free program. Multiple views, including a five-generation pedigree view, make the program easy to navigate and the data entry screen is simple to use. Customizable data entry templates mean that you can create your own fields to match the information you wish to record. Source documentation options are adequate, though not as customizable as I would like. Multimedia options include attaching unlimited images, sound clips and video files to individuals, and creating basic scrapbooks and slideshows. Only a single image can be attached to each source, however, and none can be attached to families, events or places. Despite its wealth of data recording features, PAF lacks fancier charts (e.g. hourglass chart, everything chart, etc.) and many customized reports, unless you spring for the add-on program, PAF Companion ($13.50 US). Of all the genealogy software programs, Personal Ancestral File offers the best support for users with free support through LDS Family History Centers, PAF User Groups, and online. And since PAF is from the Church of Jesus Christ of Latter-day Saints, its likely that the software will continue to be developed and supported. If you want something thats easy to use and uncomplicated, and arent focused on publishing your family information in a book or online, then add PAF to your shortlist.

definitions essays

definitions essays 1. abusive relationship: when one partner in a relationship becomes violent or aggressive toward the other. 2. accommodation: according to Piaget, changing existing knowledge based on new knowledge. 3. achievement status: identity status in which adolescents have explored alternative identities and are now secure in their chosen identities. 4. active euthanasia: deliberate ending of someones life. 5. activities of daily living (ADLs): self-care tasks such as eating, bathing, toileting, walking, or dressing. 6. activity: dimension of temperament defined by the tempo and vigor of a childs activity. 7. adaptation level: area where environmental press is average for a particular level of competence. 8. addiction: physical dependence on a particular substance, such as alcohol. 9. adolescent egocentrism: self-absorption that is characteristic of teenagers as they search for identity. 10. aerobic exercise: exercise that places a moderate on the heart by maintaining a pulse rate between 60% and 90% of the maximum heart rate. 11. age discrimination: denying a job or promotion to someone solely on the basis of their age. 12. age integrated housing: where people of all ages live together and interact. 13. age of viability: age at which a fetus can survive because most of its bodily systems function adequately; typically at seven months after conception. 14. age-segregated housing: where all residents are of the same age. 15. agreeableness: dimension of personality associated with being accepting, willing to work with others, and caring. 16. alert inactivity: state in which a baby is calm with eyes open and attentive, and the baby seems to be deliberately inspecting the environment. 17. alienation: when workers feel that what they are doing is meaningless, that their efforts are devalued, or when they do not see the connection between what they do and the final product. 19. altruism:...

Discuss the definition and the sources of Christian theology, and how Essay

Discuss the definition and the sources of Christian theology, and how is systematic theology related to biblical theology and Christian ethics - Essay Example Theology is the fruit of the reflection of the truth revealed in the Word of God.† (Louis Berkhof, 1996) Theologians have found several sources from which they develop the ideas of God. The firs source is Reason, it is defined narrowly as the logical deduction from stated premises, or broadly to include ones feelings, intuition, and experience. This point out that one can find his way to God through his own thought, reasoning, contemplation etc. the best example of such a source is though St. Anselm, who developed the ontological argument for the existence of God. Church authority can also be a source of Christian theology, to give a an example the roman Catholic Church gives teaches that God reveals his truth to the church in some collective way, the church also claims that god can manifest himself directly through the leaders of the church. The third source can be through General Revelation, it is said by many that God’s person and character is revealed in nature. When man contemplates about nature it is with no doubt that he is having a true knowledge of God. Evidentialist ap ologists of England can epitomize this source. The fourth source through which source of theology can manifest itself is by Special revelation, the Bible claims to be a direct revelation to man from God. The belief of Christianity is that the Bible should help them to acquire and organize the teachings found there. The other source of Christian theology can be from the postmodern theology’s sources of theology. Therefore the sources of theology to summarize are through God himself. God should be the only source of knowledge in regard to his own being and relations. This makes theology to be a summary and explanations of the content of God’s revelations. These are; the revelation of God in nature, supremely and the revelation of God in the scriptures. Earlier we have defined theology as â€Å"the study of god† the term Systematic is taken from the Greek word

SOCIOLINGUISTICS Essay Example | Topics and Well Written Essays - 1000 words

SOCIOLINGUISTICS - Essay Example However, quantitative study is the ideal methodology in studying variations in English language as a second language because it clearly outlines effects of language transfer. There have been a number of notable studies in the field of sociolinguistics from the view of English as a second language. However, in this case the main focus is on two studies. The first one was conducted in New York City by William Labov where he investigated the variations in pronouncing variable /r/. Labov argued that New Yorkers, especially the young people, had developed a tendency of pronouncing /r/ variable after vowels in their speech. This case would probably occur while pronouncing words like floor and fourth. Labov conducted his research in three stores in the city which included S. Klein, Saks, and Macy’s. His approach in testing these hypotheses involved face to face interviews with the store employees. He repetitively asked for directions to departments in the fourth floor and intentional ly made the respondent to repeat â€Å"fourth floor† pretending not to have heard it the first time (Wardhaugh, 2006). Moreover, the research involved a number of social factors such as social-classes ranging from high, middle, to low class. Labov found out that a significant number of employees in all the three stores never used variable /r/ in the first respond. The results of those employees who never used variable /r/ reflected 79 percent in S. Klein, 38 percent in Saks and 49 percent in Macy’s. However, in the second or third response of same words, the percentage of those using variable /r/ increased. The research also showed that variable /r/ was mostly observed while pronouncing â€Å"floor† than â€Å"fourth†. These in relation to individuals using English as a second language shows that there are higher possibilities of such individuals using /r/ variable in most cases. Labov further examined the results from the three stores and discovered that young employees, in Saks, used the variable /r/ more compared to elderly employees. On the other hand, Macy’s data showed an increase in the use of /r/ variable with age while S. Klein’s data did not show much variation. These results led Labov to conclude that, there is relatively minimal or no change of pronunciation developed in adolescence regardless of the social-class of an individual (Wardhaugh, 2006). Later, Labov conducted a more compressive research to test the hypothesis on pronunciation of the /r/ variable in relation to social class. He discovered that most upper middle class people in New York value pronunciation of the /r/ variable in words such as guard and car. This is, however, contrary to the history of / r/ variable pronunciation in New York. Use of variable /r/ in New York between eighteenth century and World War II had reduced significantly. Therefore, the only explanation behind the tremendous increase in using /r/ variable in New York would be the influence of immigrants, mostly English second language speakers, moving into the city (Bayley, 2005). Therefore, using English as a second language contributes to variation in the use of language. In this case, Labov interviewed more New Yorker, although this time, they were just required to give their view about the people whose speech differs only in pronunciation of /r/ variable. People between the age group of 0-20 years approved and used more of