What is the Importance of Ethics When it Comes to Governance

Lance Armstrong Foundations Marketing Techniques and History

Lance Armstrong Foundations Marketing Techniques and History Tour de Cancer, Lance Armstrong FoundationMore than ten million cancer survivors in the United States today and 3 out of four families will help care for a family member with cancer (Road to Survivorship). Sales benefit the foundation, which Mr. Armstrong set up in 1997 when he was being treated for testicular cancer, which had spread to his lungs and his brain. Then a combination of physical conditioning, a strong support system and competitive spirit took over. He declared himself not a cancer victim but a cancer survivor. He took an active role in educating himself about his disease and the treatment (Aradillas). Armed with knowledge and confidence in medicine, he underwent aggressive treatment and beat the disease. During his treatment, before his recovery, before he even knew his own fate, he created the Lance Armstrong Foundation. This marked the beginning of Lance's life as an advocate for people living with cancer and a world representative for the cancer community (Lance Arm strong Foundation [LAF]).Armstrong Awarded Space Medal of HonorThe nonprofit organization chosen was the Lance Armstrong Foundation. The Lance Armstrong Foundation is a United States 501(c)(3) nonprofit organization that provides support for people affected by cancer, founded in 1997 by cancer survivor and champion cyclist Lance Armstrong (LAF). The Lance Armstrong Foundation states that its mission is 'to inspire and empower' cancer sufferers and their families. The motto for the Lance Armstrong Foundation is "unity is strength, knowledge is power and attitude is everything". The Lance Armstrong Foundation also aims to provide helpful information and tools for cancer sufferers in addition to its work in the fields of support, public health and research. The organization is based in Austin, Texas (LAF).The Lance Armstrong Foundation‚s purpose is to fight cancer and pursue an agenda focused on prevention, access to screening and care, improvement of...

The Current Tools for Diplomacy and Peacekeeping Coursework

The Current Tools for Diplomacy and Peacekeeping - Coursework Example The focus has been on occasional operations involving peacemaking and humanitarian intervention instead of wars. In Africa, several peacekeeping bodies have been made such as African Union`s Peace and Security Council, working on conflict prevention and preventive diplomacy. Nearly half of the UN peacekeeping operations in Africa are in Sub-Saharan Africa, the objectives of which are to promote stability in several regions of Africa, to stop renewed violence in Congo and other such peacemaking objectives. The US presidential statement focused on dealing with the root causes of violence in Africa. It also focused on the importance of structural and operational strategies for peacemaking in the region. It has been observed that Africa has fully supported the efforts of the UN in the promotion of peace and stability in the country through these diplomatic tools. The dominant powers have co-operated by providing security in exchange for resource supplements. Several peacemaking missions have already been completed such as those in Somalia, Rwanda, Liberia etc and several others are in process. The  US has used mediation strategies such as those in Angola and Namibia agreements and other indirect mediation in Liberia etc. Equitable power balance has been promoted throughout Africa. Central state power has also been reduced to give more autonomy to political groups and parties. The Rwandan genocide was one of the most devastating massacres of the world. Nearly 800,000 people were killed without any reason. The killing of these 800,000 people went unchallenged by the global community as important decision makers ignored such a big massacre. The United Nations sent a group of peacemakers for what seemed to be a plain and straightforward mission.

The Importance Of Employee Resourcing Essay Example | Topics and Well Written Essays - 3000 words

The Importance Of Employee Resourcing - Essay Example Globalization has changed the style that businesses around the world adapt and the concept of employee resourcing is one fine example of this change that how organizations are using the concept of employee resourcing and getting the desired results. This ever-shifting business environment has also given the recruiter a complex challenge, that how the need of the human resources can be managed? How to meet current staffing needs and how to cater futuristic needs? The brunt of meeting these challenges will obviously fall on human resource departments or employee resourcing departments in large organizations and on managers in small organizations. The answer to this challenge is employee resourcing. Employee resourcing is a part of human resource management that ensures that the organization gets and holds the human resources needed and employs them effectively in getting optimum results. Employee resourcing can be considered an integral part because it deals with welcoming people in an organization and if they are not performing well or they are of no interest to the company then releasing them. Following are the main guidelines that are mostly followed by employee resourcing organization in order to hire or fire employees. These processes may vary from country to country and organization to organization. Human resource planning deals with the subject of getting the workforce to the organization as per their requirement and needs and to keep an eye on the need and demand of the organization in terms of human resources for the future (De Feis, 1987). Human resource planning practitioners anticipate and predicts future business environmental demands on an organization and provide the necessarily qualified  workers to fulfill the requirement of the organization and also coming up with the business needs and demands.

Growing up as a child in my family Essay Example | Topics and Well Written Essays - 250 words

Growing up as a child in my family - Essay Example I fell pregnant on five separate occasions but had a total of six children, all of whom were all girls. I gave birth for the first time in 1977 and had my last child in 1981. In conjunction with being a full-time mother, I also worked two jobs to help support my children. In 1989, a met a really nice guy who was to be my future husband. We have now been together for 22 years and are still in love with each other just as much as we were back then. In the year 2000, my husband and I decided to become foster parents. We have cared for over 32 kids since then and have gone on to adopt three of those kids, all of whom are girls. These girls were so adorable that we had no choice but to open our hearts and accept them. They are currently aged 11, 14, and 17 years old respectively. For the last 26 years I have been working as a C.M.A. All this time I have been trying to finish raising my girls. It is only now that I have realized that I need to go back to school in order to finish my high s chool diploma. I don’t have much to say about my childhood except I became a mother far too soon. I thank God every day for each of my three kids. I am part of a gospel group called God’s Chosen Generation, of which I am the group’s manager; my husband is in charge of the music. My two youngest daughters sing as part of the group along with my friend’s daughter too. Every Sunday we go to church and participate heavily in the church’s activities. This is the story of me â€Å"growing up as a

Institution Based View of Business Strategy | Case Study

Institution Based View of Business Strategy | Case Study An industry-based view, illustrated by Porter (1980), decides firm strategy and performance. Sustainable competitive advantages can be discovered by industry analysis and by selecting from the generic strategies. The competitive strength and the firms ability can maintain positional advantages through the efficient and effective implementation of competitive strategy. (Morgan et al, 2004) Secondly, a resource-based view (RBV), was demonstrated by Barney (1991), advocates that firm-specific differences determine strategy and performance. RBV emphases internal resources and capabilities of organisations (Peng et al, 2009). RBV portraits companies as idiosyncratic bundles of resources and capabilities that are available for distribution by the organizations business units. Heterogeneity in the resources and capabilities is the reason of variations in organization performance. Sustainable competitive advantage is not the result of correct position in the external environment but is derived from the organizations internal resources, which are valuable, inimitable, rare, and nonsubstitutable. Industry-based view and resource-based view are complementary because they settle the relationship between a organizations resources and capabilities and its positional advantage by arranging how resources and capabilities are coordinated with market situations, the suitability of planned resource and capability and the quality of strategy implementation. (Morgan et al, 2004) Emerging economies institutions are largely different from those in developed economies. Formal and informal institutions are commonly recognized as the rules of the game that importantly outline the strategy and performance of both domestic and foreign firms in these economies. (Peng et al, 2008). Institution is the humanly created constraints that structure human interaction (Peng et al,2009). It is regulative, normative, and cognitive structures and activities that provide meaningful and stable social behaviour (Scott,1995). Institutions can be generally classified as formal and informal. Institutions rule societal issues in the areas of politics (e.g., corruption, transparency), law (e.g., economic liberalization, regulatory regime), and society (e.g., ethical norms, attitudes toward entrepreneurship). The culture can be viewed as a part of informal institutions in the environment that support formal institutions (Redding, 2005). Formal institutions (such as laws and regulations) and informal institutions (such as norms and cognitions) have long been presumed as background. However, Institution-based view is important for better understand the growth of emerging economies by investigation the complicated and fast changing relationships between organizations and institutions. (Pang et al, 2008) Institution-based view help internationalizing emerging economies companies to improve their competitiveness, knowledge of the game rules of abroad. In short, the industry-based view does not pay sufficient attention to contexts. Likewise, the resource-based view has been criticized for its little exertion to establish suitable contexts (Priem Butler, 2001). Barney (2001, p. 52) admitted the value of a firms resources must be understood in the particular market context within which an organisation is running. The frustration has called for the new perspective that can conquer these problems. The result is the rise of the institution-based view (Peng et al., 2008). An institution-based view focuses on the dynamic relations of institutions and organizations, and considers strategic choices as the result of such an interaction (Peng et al,2009). Strategic choices are not only determined by industry situations and company capabilities, but also the formal and informal constraints of a particular institutional situation. (Jarzabkowski, 2008) Therefore, IB strategy cannot just focus on industry conditions and capabilities. An institution-based view, in combination with the industry- and resource-based views, thus puts the strategy tripod on firmer ground. Institutions are much more than background conditions and it determines the formulation and implementation of strategy and creation of competitive advantage. Emerging economies is tended to have more essential and integrated changes to the formal and informal rules of the game which are regarded as institutional transitions (Peng et al, 2009). There are two core propositions emerging out of the institution- based view to reduce uncertainty in emerging market (Peng et al, 2008). The first proposition is that managers and companies rationally hunt for what they interest and make strategic choices within the formal and informal institutional situation. The second one is while formal and informal institutions combine to rule the organisation behaviour, if formal constraints are ambiguous or failed, informal institution will play a larger role in reducing uncertainty by providing guidance and legitimacy. For example, the institution-based view suggests that if a firm cannot be a cost or a differentiation leader in the markets, it can still overcome the competitors in nonmarket political area where informal relationships has large influence. (O liver Holzinger, 2008) There are three important questions in strategy that institution-based view brings new views beyond the perspectives of the industry-based and resource-based views. (Peng et al, 2009) The first question is why do firms differ? A major assumption in strategy, especially from the resource-based view, is firm heterogeneity. (Barney, 1991) It is long recognized that economic growth can hardly happen in ill-regulated economies. However, given Chinas strong economic growth and its underdeveloped formal institutional structures, there is always a question that how can Chinese economy become fast growth with such an institutional situation. An answer suggests that interpersonal networks (known as guanxi) which are used by managers may serve as informal substitutes for formal institutional support (Peng Heath, 1996). In other words, interpersonal relationships among managers are considered as an interfirm strategy of networks and alliances to grow the company that support to the growth of the economy (Peng Luo, 2000). There is a prevalent belief that guanxi and the related network-based strategies are commodities of the unique Chinese culture that favours collectivism (Peng et al, 2009). The use of informal networks during institutional transitions is mentioned in the second proposition, which stresses the stronger dependence on informal constraints to handle potential opportunism and transactions when formal market-supporting institutions are immature. From the first proposition, managers and organizations act rationally under these circumstances. In institutional situations, industry-based and resource-based views alone will not provide a strong reason of the differences between firms (Khanna Yafeh, 2007). Overall, in situations that formal institutions are weak, informal institutions, such as norms ruling interpersonal relationships, will play a larger role in organisation strategies and performance (Peng Heath, 1996). It is important to note that foreign entrants have also positively facilitated their network and relationships when going global, as shown by the abundant international strategic alliances with local organizations (Peng et al, 2009). For example, the UK retailer Boots opened a new shop in Japan. Although the Japanese market has opened to foreign company in recent years, the regulation, cultural norms and arcane business practices are still difficult for foreign firms. By being successful in adapting its style of retailing to the Japanese market, Boots found the best way to overcome the barriers that all foreigners face by adopting the strategy tripod. (Financial Times, 2000) As mentioned, strategic choices are not only driven by industry situations and firm capabilities, but also the formal and informal constraints of a particular institutional framework. For example, the company has reformulated more than 2,000 of its products to gain a Japanese licence, despite they meet the UK and US standards. Also, Boots has redesigned the packaging of its products to meet the Japanese preference and culture. Institution-based view helps to understand the impact of institutional transition (Peng, 2003). For example, at the beginning, Boots was unable to bring many of its products to Japan due to its regulations. Yet, the situations changed and there are new regulations that ease restrictions on imports of ingredients used in cosmetics. This helped in the formulation process and logistics process of Boots. Besides, Boots has realised the special rule of the game in Japan. The buy two, get one free campaign were failed in Japan. It is because many of its customers are single or have small families and they do not need to buy a large amount of products. Furthermore, to solve the regulation, cultural norms and arcane difficulties, Boots has adopted the institution based strategy to gain local support. It therefore formed joint venture with Mitsubishi. It is a good solution for complicated government contacts because Boots is dealing with logistics, contacts in the legal profession, healthcare professionals and advice on localising the business are very important for Boots. Apart from the institution-based view, Boots has adopted another two legs of views to compete in the market such as the introduction of seating at its cosmetics counters and this is an usual arrangement in Japanese stores. Besides, it has changed the packaging of its products to meet the Japanese preference for lavish presentation and the concept of lipstick amnesties that customers return old lipstick and get a free replacement. Even though the industry-based view is important for gaining the economy of scale and competing the rivalries by competitive advantage, and resource-based view is important for identifying the firms potential key resources and product differentiation, but organizations like Boots still actively seek to make use of the rules of the game. In terms of benefits, an institution-based view can help firms like Boots in emerging economies improve their competitiveness. Boots is necessary to know more about the rules of the game abroad that may be different from the familiar rules at home. Therefore, it is natural to expect firms in emerging economies (including some foreign entrants) to perform similarly (Lewin Kim, 2004). The second question is how do firms behave? The industry-based view suggests that the strategic task is primarily to remove a position that is vulnerable according to the five forces within an industry. The resource-based view uses capabilities to differentiate successful firms from failing ones. The institution-based view adds by arguing that except industry- and firm-level conditions, organizations also need to consider the effect of formal and informal rules of the game. Most research on entry barriers has focused on market-based variables such as economies of scale and product differentiation, but not nonmarket-based, institutional variables such as antidumping laws which are clearly considered as entry barriers in IB. The industry-based view, based on Porters five forces, rarely consider questions behind such rivalry. In international trade, the hunt of a cost leadership strategy that neglects host country trading laws and regulations can simply cause legal action such as antidumping (Peng et al, 2009) Foreign firms are often discriminated by the formal rules of the game in many countries (Peng et al, 2009). Discrimination is also obvious in the case of antidumping. Overall, when industry- and resource-based views fail, there is a strong implication for domestic organizations under competitive pressures to use an institution-based view by filling an antidumping petition to organisations which are selling below cost and planning to raise prices after eliminating domestic organisations. (Schuler et al., 2002). The IB strategy , concerning foreign market entry, needs to keep an eye on antidumping as entry barriers and institution-based view pays large attention to the strategic topic of antidumping. Besides, grey markets are defined as legal importation of genuine products into a country by grey marketers as they buy products cheaper in countries and sell it in another at higher prices. The grey marketer has to be careful as grey market is not legal in every country as it is banned in EU as retailers cannot sell products without the consent of trademark owners. UK supermarket leader Tesco has lost its legal combat for the right to sell cut price Levis jeans in a case which has implications for trade mark owners and retailers operating in the grey market. Tesco bought jeans from wholesalers in the US and Canada where jeans are sold more cheaply. The jeans were sold in the UK at about half the price suggested by Levis. (BBC, 2002) In short, company should not just keep an eye on industry based view and resource based view only but institution-based view as doing business needs strong knowledge about the formal and informal rules governing competition in various countries. What determines the success and failure of firms around the globe is the third question. From the cases above, it is obvious that it is difficult to imagine firms that do not know the rules of the game in a particular country will become winners. In general, an institution-based view suggests that the success and failure of firms around the world, at least in part, are allowed and constrained by the different rules of the game (Peng et al., 2008) The institution-based view has added meaningfully new insights to three questions above. Overall, the institution based view complements the industry-based and resource-based views to collectively sustain a strategy tripod. Industry position, resource and capability, and institutions all affect organisation strategy and performance. The institution-based view suggests that foreign entrants need to develop a strong knowledge of the rules of the game, both formal and informal in host countries. The industry-based view suggests that the degree of competitiveness in an industry determines organisation performance. The resource-based view suggests that firm-specific capabilities determine performance differences. The institution-based view argues that institutional forces also provide an influence to differences in firm performance because of its significant effects on exporters strategy and performance beyond the impact of firm competencies and industry factors. An institution-based view of IB strategy in combination with industry and resource-based views do not only help su stain a strategy tripod, but also provide significant new perspectives of international business that what determines organizations strategy in IB and What determines the international success and failure of organizations.

Ezra Pounds In a Station of the Metro :: Ezra Pound Station of the Metro Essays

Ezra Pound's In a Station of the Metro Before this week, I had never read any poetry by Ezra Pound. I noticed immediately that many of the poems are very short. "In a Station of the Metro," for example, is two lines. In the essay "Imagism," the second rule of imagistes is said to be "to use absolutely no word that did not contribute to the presentation." I think this rule helps explain why some of Pound's poems are so short. Obeying the second rule of imagistes will be harder the longer the poem is. This rule, however, does not seem to me a rule of imagistes alone, but of most poets from all eras. I don't think many poets could be found who would say that they try to use superfluous words. Just because a poem is longer than a few lines doesn't mean the poet is being long-winded. I think the vast majority of poets would say that they only use necessary words in their poetry. Of course it could also be said that words that seem superfluous do actually "contribute to the presentation." I have a hard time with letting Pound c laim this rule as one of the imagistes only.   Ã‚  Ã‚  Ã‚   Besides it's length, "In a Station of the Metro" was a poem I read with interest because it is on the syllabus as one of the poems to read carefully. I thought it strange that I was supposed to pay attention to this poem. Truly, it initially struck me as the kind of poem that I tried to write in elementary school. Not that I ever wrote anything interesting, but the shortness of the poem and the pairing of two very different images was pretty much the basis of my poetry as a kid. I thought randomness made poems deep.   Ã‚  Ã‚  Ã‚   The title of this poem is very important as it places the reader in the metro station. While titles of poems and books are always important, this poem would be quite lost without it's title. The title lets us know that "the apparition of these faces in the crowd" takes place in the metro station, not the stadium or the shopping mall or any other crowded place. By placing the reader with the title, the poem lets the reader know that the first image of the poem, the "faces in the crowd," is something that belongs to the location of the speaker.