ORGANIZATIONAL BEHAVIOUR

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1. Introduction

In this paper we are dealing with the case of collaboration in a group of fifteen members from multiple nations. This international strategy research group (ISRG), as we can realize from the case study is facing serious cohesiveness problems. There is a lot of conflict and diversity among its members. Especially from Susan's point of view there is another problem of her being treated as a minority due to the fact that she is a woman.

We do know that in order for a team to succeed cohesiveness among its members, it should fulfill some very important preconditions a) Similarities among its members, b) Smaller teams tend to be more cohesive than larger teams, c) Members need to be interact, d) Team's success, because cohesiveness increases when the team is successful in what is doing. Failure is logical to cause conflicts and fragmentation among its members.

Most of these preconditions are not satisfied in our case study. We are dealing with a large team of fifteen people, something that is normal to cause problems because of the differentiation of cultures. There are many differences among its members, especially perception differences. There are three basic elements presented in this case

Help with essay on ORGANIZATIONAL BEHAVIOUR1. Groups and teams

. Cultural organizational behavior

. Managing diversity

. Problem Definition

As we analyze the case there are many points, which we should labor

A. The form and the type of the ISRG team

Firstly the ISRG group it is formal because it serves a specific organizational purpose and performs a specific task. (Shermerhan Hunt Osborn, (7th edition O.B)

Furthermore is a temporary group specially created to solve a task appointed by the E.U. and its members are going to be desponded after the completion of the task. (Shermerhan Hunt Osborn, 7th edition O.B.).

As far as the sire of the group is concerned, is rather big. According to theory, big groups have the advantage of accomplishing the task easier due to the fact that is many members and so they can divide up the work. On the other hand there are many disadvantages. Firstly there is a problem in communicating among the members because they are all from different cultural environment. Secondly, we can detect serious coordination problems. This is a result not only of extensive number of members but also of the cross-cultural differences that exist among them (Shermerhan Hunt Osborn, 7th edition OB). In the case of our group it is obvious that the disadvantages overcome the advantages. There is a disagreement among its members and especially among French, American and British. Instead of working together they create great conflicts, which leads them to luck of cohesiveness and corporation. Pierre who is the French coordinator and, therefore, responsible for improving the coordination among the group members, is opposed to any of the ideas coming from American or British members.

B. Effectiveness of ISRG Group

In order for a group to be effective, members need to work together and separate the responsibilities, so as to complex different tasks. It is also important the task to have an intensity, which is the case here because our team has a specific and known to every member task to complete. Moreover, the task needs to be significant in order to provoke group's interest and enthusiasm. Again in our case study, ISRG team is dealing with a task of a great significance. (Stephen D. Robbins, th edition OB).

Moreover the composition of the team is very important for its effectiveness. In order to perform effectively a team requires members with three major abilities.

1. Technical abilities, . Problem solving abilities .Decision making skills. The combination of these abilities helps the team to deal with the problem presented, find alternative solutions, evaluate and select the right solution. Furthermore, team members need to be good listeners, open-minded persons that accept different aspects and have the ability to prevent any kind of conflicts (Stephen D. Robbins, th edition O.B.).

In our case ISRG team has not achieved this kind of composition. There are many members who want to have the lead as far as the decision process is concerned. In all three meetings there was not a single member that had the ability of solving the problems that occurred and reduce the conflict. Moreover, it seems that ISRG team has not good listeners and there is not a satisfactory feedback, which is very important for the process of the work and the cooperation among the members.

Very important factor is also the personality of the team members, which is extended to their behavior. (Stephen D. Robbins, th edition O.B.). In ISRG team there are members who are fully conscious and other who are not. This of course reduces the performance of the team. For example Susan had great enthusiasm and conscience at the beginning of the work and she was complying her role more that satisfactory. But during the process of the teamwork she faced with less enthusiasm and cooperation from the other members. So it was inevitable that she would feel less committed to her task during the next meetings.

Moreover for a successful teamwork members should have roles that fulfill their preferences and their needs in order to complete them with success. In the opposite case there is a danger of controversy among team members because they feel that they do not have the role they deserve (Stephen D. Robbins, th edition O.B). This is the case in ISRG team. Most of its members feel dissatisfied with their role and some of them seems that they don't have definite task to complete. Again Susan's example is very characteristic. She feels totally lost in the team because they don't give her a definite task and they try to ignore her. Another striking example is the conflict between Pierre and Kent concerning the editing of the book. They have not defined from the start, who is going to edit the book, and therefore they argue about who is going to take up the role of editing the book. This situation results to luck of communication and enthusiasm and also creates stress and internal conflicts, a phenomenon that is called "Role ambiguity"; conflict with each other (internal conflict); or conflict with the individual's personal values (person-role conflict). [Steven L. M. (Shane Mary Ann von Blinow; emerging realities for the workplace revolution Irwin McGraw Hill].

The absence of flexibility during the working process is also another characteristic of ISRG team. This absence creates difficulties in team's adaptability and makes it less reliant on any single member. Taking into consideration all the aggressiveness and competitiveness that is observed during the meetings we can justify the fact that the members will be unable to do each other job, if this is necessary or rely to one another. Along with the luck of flexibility we can also observe that some members prefer to work alone and they select themselves out of the team participation. This leads to the separation of the group and the creation of intergroups, something that threats its existence, because it is opposed to the rules and team's module. (Stephen D. Robbins, th edition O.B., e-business updated edition). Through all meetings we see only the participation of French, British and Americans. The rest of the members prefer to work alone and not to participate in any kind of discussion and conflict that is created between them. An important result of this is the creation of "Social loafing" which means that members work less had when they are in the team that they would individually. This usually happens when individual's contribution is not noticeable and recognized from the other members Susan works very hard and she very prompt and co-operative, but her work and effort are ignored and not recognized. Teams behavior makes her work less hard and she finally loses her enthusiasm and willingness.

Finally, there are some main points to be looked at concerning team's effectiveness. Firstly is important for the team to share a common purpose, which is the case with ISRG team, because they do have a specific and common purpose that they need to fulfill. Moreover, it is necessary for the team to set specific goals and work together in order to accomplish them. But in order for this goal to be fulfilled team's efficacy it is very significant. All of the members should be able to finish their task with success. Taking into consideration the above analysis we can assume that this is difficult to happen in ISRG team were there is no support and cohesiveness among its members (Stephen D. Robbins, th edition O.B. e-business updated edition).

C. Is conflict necessary to a group or not?

There is a controversy on whereas a conflict is necessary in a group or not. Generally speaking, we can say that the functional type of conflict is important for teamwork, in order to create more constructive level of tension, because it motivates team members to work harder and to do something about solving the problem that created this conflict. Also, conflict creates a sense of good competition, which is very significant for greater performance and effectiveness. [E. Van de Vliert (185) Escalative Intervention in small group conflicts, Journal of Applied Behavior science].

In the case of ISRG group conflict is rather dysfunctional and can lead to the separation of the group. There is a lot of aggressiveness and hostility among the members and specially Br, Americans and French. Another result, as we already mentioned in the previous analysis, is the reduce of participation and teamwork. Most of the members work alone in order not to take place in any kind of controversy and so the all idea of team spirit fades. [E. Von devliert (185) Escalative intervention in small group conflicts, Journal of Applied Behavior Science].

D. Cross cultural behavior

A very significant element, presented in the case is that at cross cultural communication and behavior. In ISRG group there are representatives of ten different countries and therefore ten different cultural approaches in the matter.

As we read the case we pin-point many differences and a lot of disagreement among the French-British-American members during the second and third meeting there was a big conflict between Pierre, who is the French coordinator, Kent the British representative and Susan the only American representative and also a minority due to the fact that she is a woman. Looking into the framework developed by Green-Hofstede about values and National cultures, we can come up with a range of several reasons that explain the above conflict.

Five are the dimensions of national cultures that influence individual behaviors. In our case it's important to analyze firstly power distance, which reflects the degree to which people accept the rank in an organization and the power distribution in the society. (Shermerhan Hunt Osborn, 7th edition O.B.). In this dimension according to cases appendix, French have a high power distance, which means that they do accept power distribution and inequalities, whereas U.S. and British have low power distance. Taking this into consideration we can explain the fact that French coordinator is behaving with highhanded manner and he is rather bossy towards the other members and especially British and U.S. According to Hofstede, societies with high power distance, French in our case do not involve others in the decision making process. This is obvious from the way Pierre is behaving towards the other members of the team gap. Of course this kind of behavior is unacceptable from Kent British and Susan Americans who don not share the same ideas since they belong to a society with low Power distance.

Secondly uncertainty avoidance is another important dimension, which is related with Power distance. "Uncertainty avoidance is the cultural tendency to be uncomfortable about taking a risk in every day life". (Shermerhan-Hunt-Osborn, 7th edition O.B.). French have high U.A whereas British and Americans have low Uncertainty avoidance. According to Hofsted, countries with high power distance and uncertainty avoidance, like French, are characterized by authoritarian, hierarchical structures and rigid rules and they are less concerned about harming others. This is obvious in Pierre's behavior. He seems really bossy and he does not care if he causes problems in the group. Especially towards Susan he is behaving in a way that harms her work and her prestige and creates problems to her ability to communicate in the group.

Individualism Vs Collectivism is a major dimension of cultural variability and it is very obvious in the case of ISRG team. "Individualism Vs collectivism reflects the degree to which people prefer to work as individuals and they put their own values and needs above the needs and the values of the group (individualism) or they prefer to work as a team and they evaluate more the needs, goals and values of the group (collectivism)" [B. Javvenpad, Sirkka L, Ladner, Daothy E., (Nov/Dec ) A Journal of the institute of management Sciences, Communication and trust in global virtual team)

According to the Appendix, French as well as British and Americans are highly individualistic cultures and they tend to be less concerned with self-categorizing and less influences by group membership. This is probably one of the main reasons for which these three cultures cannot co-operate smoothly as a team and they tend to argue and disagree. They set as a major priority their own needs of self-recognition and they overlook the values and needs of the group. They don't have a team co-operative spirit, which is very significant for the accomplishment of team's main goal.

Another important cultural dimension is Masculinity Vs feminity, which describes what thins people value. In masculine societies, organizations and individuals emphasize on competition and assertiveness whereas in feminine societies, organizations and individuals emphasize on more tender values and they have interpersonal sensitivity and concern for relationships. [Shermerhan Hunt Osborn, 7th edition O.B.].

In our case according to the appendix, France is a (F) society and U.S. and Br. (M) societies. Obviously, is rather difficult for a co-operation to take place since the values from both of the sides differ. The important point in this case is that according to Hofsted, women in (M) societies, Susan in this case, are not as assertive and competitive as men are. This is the reason why Susan faces the dilemma of living the group, whereas Kent has not even thought this possibility despite the conflicts. Susan had to cope with the demands of the team; she is very punctual and hard working. But, on the other hand, she is influenced by her caring and modest values and she is feeling week and unable to handle the conflict and the hostility from Pierre towards her.

We should also mention the incident were Kent had an argument with Pierre concerning the handling of English language. Kent's behavior was somehow disparaging to the way not native speakers handle the English language. This behavior is easily explained by the combination of masculinity and uncertainty avoidance which characterizes U.S. A striking thing in combination according to Hofsted is that they consider English as the most important and highly spoken language. [Munter, Mary, Business Horizons, (May/ June ) Cross cultural communication for managers, Business Source Premier].

E. Managing Diversity

Workplace diversity refers to the presence of individual human characteristics that make people different from one another. More specifically this diversity is differences based on gender, race and ethnicity, age and able-bodied ness. [Shemerhan Hunt Osborn, 7th edition O.B.].

In the case of ISRG group there is a diversity based on gender. From the 10 members there are only women. It is very important for an organization or a team to adopt the concept of managing diversity. "Managing diversity emphasizes appreciation of differences and creates of setting where everyone feels valued and accepted". (Shemerhan Hunt Osborn 7th edition O.B.).

In ISRG team there is an obvious discrimination against Susan. This discrimination is countered productive because it prevents Susan's contribution in the teamwork. It is obvious that Sussan is being treated as a minority. The main problem is allocated between Susan and Pierre, the French coordinator.

Women in various minority groups are often treated that way, firstly because of their physical difference, which makes male members uncomfortable or less trusting and secondly because they probably feel threatened, because they cannot accept a woman being better or working harder. Pierre is ignoring Susan's opinion and he is trying to make her feel like she is not useful or acceptable by the team's members.

During the 1st meeting all her suggestions were rejected as being wrong and inaccurate. At this point Susan felt that this was her mistake and that she misunderstood. The problem becomes more serious during the nd meeting where Susan was totally ignored by French members. They did not inform her about important updates making her feeling uncomfortable and unaware of her role within the group. This incident clearly shows the luck of trust and respect towards her, because she is a woman and therefore different. Also, in the same meeting Pierre insulted Susan by not using her professional title of professor or doctor. With his attitude shows his difficulty to accept Susan as an equal member and considers her as not being capable of dealing with the project. Finally, during the rd meeting, where the luck of enthusiasm is obvious to the all team, French brought an American professor to cope with some of the interviews in the American business, without informing Susan. This is another example of the luck of trust towards Susan. They thought that it will be better for a man to deal with the interviews, despite the fact that this was a task taken up by Susan.

According to Deborah Tanners, women speak and hear a language of connection and intimacy, which is totally different from men's language. Men speak and hear a language of status, power and independence. (Stephen D. Robbins, th edition O.B., e-business updated edition). From the above we realize that in a conversation or even a project, men and women communicate with a totally different way. It is obvious from the way Susan speaks and behaves, that she is trying to avoid conflicts. She is working about the cohesiveness of the group and she is trying to get support and connection. She believes in mutual understanding and cooperation and she is not competitive and aggressive.

Pierre, in the other hand, is trying to preserve independence and maintain status. He sees, Susan's behavior as "covert" and sneaky due to the fact that she is not as concerned as he is with the status and one-upmanship that directors often create. (Stephen D. Robbins, th edition O.B., e-business edition).

Furthermore, Susan is downplaying her authority and her accomplishments to avoid appearing as braggart and she is taking the other persons feeling into account. However, Pierre has misinterpreted this behavior and he, incorrect, concludes that she is less confident and incapable of handling the situation. In the end Susan faces a great dilemma feeling insecure and incapable of handling the situation, she is thinking of quitting the group. The question is how much this will affect her carrier and in case she stays what can be done so that she will gain respect, trust and attention.

.Recommendations

Firstly the team should set a high level of goal understanding and acceptance that each member of the group will be aware of. It is very important for all members to know that there is a goal that should be achieved in a specific time. In order for this goal to be completed, all members of the group should participate equally during the meeting. This can be accomplished when each member has a specific and clearly stated task to complete according to its level of expertise. It can be as wasteful to give a specific work to members who are unable to do that particular task, as it is to ignore the most expert member. In ISRG group in order for them to work smoothly and effective they will have to find which member is more appropriate and expert for the completion of each task. (Cohen Fink Gordon Willis 7th edition Effective behavior organization).

Secondly it will be helpful if they create a friendly and informal atmosphere before the meetings, in order to be able to work more effective and cooperative. Especially in this group, due to the fact that is very big and therefore its members are not related between them in any way (Cohen-Fink-Gordon-Willis, 7th edition Effective behavior organization).

Moreover it is of a high importance, for the effectiveness of the teamwork, to share all information and important updates. Otherwise there will be no cohesiveness among the members and they will not be able to finish their tasks since they will luck information and cooperation. We should not forget that this is the meaning of the groups' existence. (Cohen-Fink-Gordon-Willis, 7th edition Effective behavior organization).

Furthermore, they should try to discuss their disagreements and try to resolve them instead of setting them aside. Especially Susan, who is thinking of living the group, should discuss with the French about their attitude towards her. It is important to discuss her thoughts, feelings and complains with the other members and see if she can find the reason of the negative attitude towards her. This will help her find the best possible solution for her and for the team.

Criticism of performance is also very significant and should be open and direct among all group members. In that way they will be able to spot their mistakes and try to correct them. Members should express their feelings and opinion about a task that has been completed by one member. ISRG group and especially French and U.S. are more concentrated to the leadership instead of working for the success of the team.

In order to improve communication in ISRG team they should create firstly a supportive climate for effective problem solving. This can be achieved in the following specific ways

Firstly they will have to collaborate during the process of problem solving instead of trying to control the other person. For example Pierre should be less bossy and authoritarian and try to listen to his colleagues and be more co-operative and open-minded. (Judith R. Gordon, 7th edition A diagnostic approach).

Furthermore honesty is very important. All members should reveal their goals rather than trying to manipulate others. There is no honesty in ISRG group. Both French and American English should try to be more open and honest between them. This will improve their relations and will reduce conflicts and arguments. It is also very significant to convey empathy for the feelings and problems of their listener, rather than appearing unconcerned or neural about the listener's welfare. Especially in the case of Susan, French members seem to feel unconcerned towards her feelings. This is a wrong attitude, since it creates serious problems within the team. Pierre will have to put himself in Susan's shoes. He has to be aware of her values, expertise and frames of reference, before he sends his negative message. He has to try and see Susan as the person that really by putting aside his prejudice. It will be very good if he was trying to find out about her previous expertise, her education, upbringing and background, because this information will give him added insight.

The problem with Pierre and with French, generally, in the group, is that they have the feeling of superiority. He should try to indicate that he feels equal rather than superior from his fellow members.

From Susan's point of view, I do believe that she doesn't handle properly the situation. She has to delay her judgment until she has a sufficient time to observe and interpret the situation from the differing perspectives of al the cultures involved. I do not believe that living the group is a good idea or the best possible solution, but on the contrary I think that a hasty decision will damage her career and will be a failure for her as an individual. As we already mentioned it would be a very good idea to try and discuss her feelings and her thoughts with French members, since they are the ones that making her feeling the way she is. Moreover she should try to make an effort to approach the other members as well so that she will have their support. Running away and ignoring the problem is not a solution. She has to face it and try to solve it in the best possible way for her and for the group.

It is also very important to accept criticism and different points of view instead of being dogmatic and obstinate. This will reduce conflicts among members since different solutions will be accepted as possible and will be discussed. In that way members will feel that they do contribute in the teamwork, especially during the meetings. Of course this will have a great impact on their performance.

4.CONCLUSION

In order for a team to succeed cohesiveness among its members, it should fulfill some very important preconditions a) Similarities among its members, b) Smaller teams tend to be more cohesive than larger teams, c) Members need to be interact, d) Team's success. Failure causes conflicts and fragmentation among its members. In the case of ISRG group there is a diversity based on gender. From the 10 members there are only women. It is very important for an organization or a team to adopt the concept of managing diversity. "Managing diversity emphasizes appreciation of differences and creates of setting where everyone feels valued and accepted". (Shemerhan Hunt Osborn 7th edition O.B.). In order for the goal to be achieved, they should set aside any kind of dogmatism, selfishness, authoritarian behavior and prejudice and try to work collectively and co-operative.

5. EXECUTIVE SUMMARY

ISRG group is a temporary group specially created to solve a task appointed by the E.U. and its members are going to be responded after the completion of the task. Firstly there is a problem in communicating among the members because they are all from different cultural environment. There is a disagreement among its members and especially among French, American and British. In order for a group to be effective, members need to work together, separate the responsibilities, complete different tasks. These tasks need to have an identity and being significant In order to perform effectively a team requires members with three major abilities. 1. Technical abilities, . Problem solving abilities .Decision making skills. In our case ISRG team has not achieved this kind of composition. In ISRG team there are members who are fully conscious and other who are not. This of course reduces the performance of the team, results to luck of communication and enthusiasm and also creates stress and internal conflicts, a phenomenon that is called "Role ambiguity"; conflict with each other (internal conflict); or conflict with the individual's personal values (person-role. Susan's example is very characteristic. There is a lot of aggressiveness and hostility among the members and especially Br, Americans and French. French have a high power distance, whereas U.S. and British have low power distance. French have high U.A whereas British and Americans have low Uncertainty avoidance. In ISRG group there is also a diversity based on gender. There is an obvious discrimination against Susan. From the 10 members there are only women. In ISRG team the main problem is allocated between Susan and Pierre, the French coordinator. The problem becomes more serious during the nd meeting where Susan was totally ignored by French members. Recommendations Members should express their feelings and opinion about a task that has been completed by one member. In order to improve communication in ISRG team they should create firstly a supportive climate for effective problem solving. All members should reveal their goals rather than trying to manipulate others. There is no honesty in ISRG group. Especially in the case of Susan, French members seem to feel unconcerned towards her feelings. This is a wrong attitude, since it creates serious problems within the team. Pierre will have to put himself in Susan's shoes.

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BATTLE OF THE SEXES

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Battle of the Sexes

The most captivating detail concerning a Victorian woman is her ability to be alluring modest, and mysterious. Women of the eighteenth century pride themselves on being presentable, and respectable to themselves and their appearance. Jonathan Swift uses Victorian women's modesty as a mechanism to humiliate publicly, as he wrote The Lady's Dressing Room. This piece of work would offend any woman living in this era, not to mention most women writers, which is why Lady Mary Wortley Montagu wrote The Reasons that Induced Dr. Swift to Write a Poem Called "The Lady's Dressing Room." Montagu included tantalizing details of experiences in Swifts life, as evidence to prove what she believes, is the reason for his cynicism against the female race.

In Swift's poem he takes the narrators position, using characters for the basis of his reasoning. Strephon, who is mesmerized by Celia's beauty, believes her to be a "Goddess" (). As he unlawfully explores her chamber he is amazed at the findings. He finds that Celia is just an angel in disguise. Strephon's eyes could no longer view her as the "sweet and cleanly" (18) lady that all have perceived her to be. The idiom applies "When you go searching, you might find what you are looking for," meaning that Strephon was undoubtedly looking for something that he did not want to find.

Swift makes use of vivid descriptions, as proof for the rubble found. Strephon found her brush full of hair and "dirt" (1) and the pot, which she "spits" (4) in is full of

"The Scraping of her Teeth and Gums" (40). Her exposed panty hose are soiled as a result of "stinking toes" (5), and the "Colifs and Pinners" (5) smelt as though they have been in use for more than a week. The tainted smells of the room "turn'd poor Strephon's bowels" (4). Strephon continues to explore, as he looks into her "Chest" (70) only to find a horrid sight her excrements, this disgusted him so that he pondered why she could not keep "Those Secrets of the hoary deep!" (8). The use of vivid descriptions in this poem explains how Swift depicts the female race as phony, and inhuman.

Montagu disputes Swift's writing as she writes a contradiction to his point of view. In Swift's poem he tries to portray misconceptions concerning women, beauty, and respect. Montagu retaliates using her own writing and a vivid description to prove Swift is bitter and vindictive because of his shortcomings. Montagu mocks Swifts appearance and philosophy as having "little reason" (46) meaning that he has no merits about himself (he is what he is). She points out his pessimistic tone toward women, as the direct result of his rejections.

Montagu describes Swift as a hunter, a hunter of delinquency comparing him to a "hound" (55). He approaches a prostitute to be faced with his own inconsistency. Swift's excuse is the "dirty smock, and stinking toes" (70) being so close that the smell has interrupted him in performing. The prostitute proceeds to blame him for his age of "sixty-odd" (74). Swift threatens to write about her "dressing room" (4), the prostitute

strikes back as she tells him his threat means nothing, it will just be extra paper to use when she "shits" (7).

Montagu writes in a sarcastic tone, seeking revenge on Swift ideas of beauty and the female race. Swift uses a vindictive tone to be vicious, as his bitterness towards women is portrayed throughout his poem. He uses Strephon's character to dictate his own ideas upon the reader, placing negativity upon women of the Victorian age, as a result of his own insecurities.

Montagu's poem specifies frustration, the frustration she feels when faced with Swifts poem. Montagu accuses Swift of using his impotency as an ulterior motive to his writings. Swift publicly chastises and humiliates women as a form of revenge for his insecurities. Both Montagu and Swift express revenge, Swift revenges against women and Montagu revenges against Swift's ideal of a modest woman.

Swift and Montagu are obviously battling over the sexes, for reasons indicated throughout both of their poems. Swift negatively strikes at women and their grooming habits, as he publicly reveals them in his poem, and Montagu portrays revenge as she focuses on Swift being a cynical and bitter man who places blame on others as a result of his own shortcomings.

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Persuasive essay

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In the book Jack and Jill by James Patterson the author does an amazing job of grabbing the readers attention and keeping it captive until the very end of a thrilling resolution. His novel is about two murder cases solved by a detective named Alex Cross. Once a psychologist, Alex is regarded as the finest murder detective. In this particular book Alex is working two cases, the Truth School murder case with the Washington police and the Jack and Jill case with the FBI and the secret service. In the Truth School murders a 1-year-old boy, Daniel Boudreaux, commits five homicides. He kills his foster parents, a boy in his class named Sumner Moore, and two other little kids from nearby Sojourner Truth elementary School. Later he takes the principal, Christine Johnson, of the Sojourner Truth school hostage and kills her husband. He demands to talk to Alex and allows him to come inside the house. When he does, Alex tackles him and takes the gun away.

In the Jack and Jill case two killers are murdering famous people including the president. After they are caught, they too are murdered at the jail in the same kinky fashion. Their murderer is an unknown person that is suspected to be the main influence behind the previous murders committed by Jack and Jill.

This novel is wonderful and intriguing for all who enjoy suspense and thrill. The plot moved swiftly while still being easy to follow and read. The story is set mainly in Washington D.C. and a little in New York City. The action began building up right from the start of the book and continued until it came to a thrilling climax when Jack shot the president. Even after that though, the events following were exciting and were working up to the resolution. The resolution itself was exhilarating, when an unknown person/s murdered Brett and Jeanne Sterling right there in their cell in the in the same style as they, Jack and Jill, were murdering earlier.

The language and description in this book was excellent! James Patterson incorporated quotes from other famous literary works such as the Star Spangled Banner, Shakespeare's Romeo and Juliet and many more. The dialect of the characters and certain word pronunciation gave the reader a feel or the characters culture and the depth of their emotion.

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This story was great in griping the reader's attention and holding it tightly. It also gave some insight in to the lives of African Americans living in the projects of Washington DC. This novel was a modern day classic mystery that all should read.

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A Gun Buyers Loophole

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Gun control has always been a heated topic of debate, especially for those who truly believe in the Second Amendment. However, I believe the citizens of Virginia have misinterpreted the meaning of the Second Amendment. While addressing the Virginia Ratification Convention in 1788 (Who is the Militia), Patrick Henry stated

Guard with jealous attention the public liberty. Suspect every one who approaches that jewel. Unfortunately, nothing will preserve it but downright force. Whenever you give up that force, you are ruined. The great object is that every man be armed and everyone who is able may have a gun. (Guns and Gun Control)

I agree that every man should have the right to be armed but laws passed to protect the innocent, should at all times be held to the highest standard. Recent studies show that many illegal gun sells were conducted in Virginia due to the gun show loophole.

In 00, instant background checks in Virginia

Write my Essay on A Gun Buyers Loophole

stopped ,65 firearms from getting into the wrong hands (Johnson A10). These preventions were due to an instant background check, which is the most important step in buying a firearm. Federal Firearm License holders and unlicensed dealers can buy and sell at these shows without the burden of a background check. However, those who were not stopped purchased at gun shows held around the state. Most people refer to this as a loophole in the state legal system. The loophole is being able to sell guns, knowingly or unknowingly, to anonymous or prohibited buyers. Virginia law prohibits the purchase of guns to those who have been found mentally incapacitated, were involuntarily committed, are under protective order, or have been convicted of drug offenses and felonies (Korwin 1). During an instant background check, these offenses are usually discovered, thus preventing firearms from falling into the wrong hands.

A gun show is a temporary market for guns and ammunition. Individuals can attend a gun show to buy, sell or just browse. These gun shows are normally held over a weekend during afternoon and early evening hours. Hunters and gun collectors are especially drawn to gun shows. Shows can be held at an indoor stadium, arena or even a shopping mall. Federally licensed and unlicensed gun dealers may sell, trade or buy at these shows. Currently, the Commonwealth of Virginia does not

require a background check before purchasing a firearm at these shows. Normally, background checks are conducted on those individuals buying handguns or automatic rifles from an established gun dealer on their business premise (Korwin ).

Failing to conduct a background check during these shows contributes to the rising threat of gun violence

Studies have proven that 74 Virginians died from gun violence in 000, of which 5 were eighteen years old or younger. This contributes to Virginias gun death rate being higher than the national average. And states that do not require gun show background checks, such as Virginia,

are more likely to export crime guns to other states. (Educational Fund)

It has also been found that 10 % of guns used in juvenile crime were sold at gun shows (United States). With the statistics clearly pointing the finger towards the gun shows, why hasnt the Virginia legislature passed a new law? It is the Brady Law that was passed by Congress that requires the use of instant background checks. Virginia complied with the Brady Law and requires a background check when conducting transactions with a federally licensed dealer. However, that requirement has not been passed into law for gun shows. Many Virginians feel that

passing this a at a local gun show is in violation of the Second Amendment. If a criminal or someone wanted to buy a gun illegally, they could easily avoid the background check and buy at a gun show.

There are ways to prevent the gun show loophole or at least have a voice in preventing it. Currently, anti-gun and gun control organizations are lobbying the Virginia legislature. They are fighting to prevent this loophole and hopefully see that background checks become mandatory at gun shows. As previously mentioned, the Brady Law, which was passed in 14 (Brady Center) called for the control of handguns. This law was named after press secretary Jim Brady, who was seriously injured during the 181 attempt to assassinate President Ronald Reagan. Jim Brady and his wife Sarah campaigned and fought for the law to be passed. If more Virginians took the same initiative and concern as the Bradys did, I feel a new law could be passed in favor of gun show background checks.

I believe in the Second Amendment and support organizations such as the National Rifle Association. However, I feel guns should be bought and sold legally. They should be controlled in a manner that would prevent them from falling into the wrong hands. The real victims in this loophole are those who are injured or killed with firearms that were illegally placed into the wrong hands. The recent studies conducted over the last few

years clearly prove that gun show sales need to be regulated. They can be regulated by complying with the Brady Law all over Virginia, not just at established premises.

Whether you own guns for hunting, protection, or collecting, that right should not be regulated in any way. What needs to be regulated is the way guns are distributed among the public. Laws have been passed to protect the innocent and keep guns out of the wrong hands. The second amendment guarantees us the right to bear arms and the right to protect our person and property. However, the laws need to be revised to cover every situation possible that would allow a gun to be placed into the wrong hands. Gun shows are the main loophole within the State of Virginia but not the only one. It will take all Virginians to help pass and enforce new laws concerning gun control. When another death or injury occurs due to an illegally sold gun, it is to late to take action.

Works Cited

Brady Center. The Brady Campaign. 14 Mar. 00 http//www.bradycampaign.org/facts/gunlaws/brady.asp

frame_edfund_statecamp_va.html.

Educational Fund to Stop Gun Violence. The Coalition To Stop Gun Violence. http//www.gunfree.org/content/edfund/Frame_edfund_statecamp_va.html.

Guns and Gun Control. University of Kansas. 15 Mar. 00. http//busboy.sped.ukans.edu/~adams/gunquote.htm.

Johnson, Justin. A Deadly Loophole Needs Closing in Va. Virginian-Pilot.1 Jan. 00 A10.

Korwin, Alan, and Steve Maniscalco. The Virginia Gun Owners Guide. Phoenix, AZ Bloomfield, 00.

United States Department of Justice. United States Department of Justice. 15 Mar. 00. http//www.atf.gov80/pub/fire-explo_pub/00400report.pdf.

Who is the Militia? Public Broadcasting Service. 15 Mar. 00 http//www.pbs.org/williamsburg/voteasvoice/henry.html.http//www.gunfree.org/content/edfund/Frame_edfund_statecamp_va.html

United States Department of Justice. United States Department of Justice. 15 Mar. 00. http//www.atf.gov80/pub/fire-

explo_pub/00400report.pdf.

Who is the Militia. Public Broadcasting Service. 15 Mar. 00 http//www.pbs.org/williamsburg/voteasvoice/henry.html.

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Order your authentic assignment custom writing service and you will be amazed at how easy it is to complete a quality custom paper within the shortest time possible!

Japan's economic crisis during the 1990s

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Japan's economic crisis during the 10s

Was the crisis in Japan during the 10s due to its model for economic development?

Content

Cheap University Papers on Japan's economic crisis during the 1990s

1. Introduction

. Japan, a late developer

.1. The origins of economic inequality

.. A model for economic growth

.. A model of state-led development

. The Japanese model of development

.1. A social model of development

.. Japan's model of capitalism

.. Managerial advantages

4. The crisis of the Japanese model of development

4.1. High non-performing loans

4.. High-technology

4.. The bubble burst in 11

4.4. Financial institutions exposed to global financial markets

5. Conclusion

Introduction

Until the end of the 180s, Japan was considered, rightly, to be the world's success story of economic development and technological modernisation of the past half-century. After its defeat in World War II, Japan achieved an extraordinary hyper economic growth and a technological transformation that enabled the country to succeed in the process of catching up with the Western European states and North America. This "Japanese economic miracle" was, initially, based on the so-called Kaldorian strategy that allowed the states, which had started to industrialize after Britain, to develop successfully. But most importantly, the Japanese success was due to its model of state-led economic development, which not only induced its own revival after World War II, but also provided a role-model that has been admired by many other countries. By the 180s, the major state's interest in Japan had intensified considerably. It seemed, Japan had redefined the notion of competition, the organisation of production, and economic progress and development ("Explaining the Japanese economic miracle", Japan and the World Economy, 001, Vol. 1, Issue ). Then suddenly, in 11, the speculative bubble in Japanese land and stock prices burst, and the Japanese economy began its long slide through lower growth rates into recession. While in 1 the Japan's economy seemed to be on its way to recovery, most of the problems underlying the financial crisis were unsolved, so that the restructuring of the country was still unfolding at the turn of the century (Castells, 000 ). If we are to expect a successful restructuring of Japan, we should determine the factors that caused the decline of the Japanese economy. I suggest that the state guidance that had been seen, before the bubble burst, as one of the main engines driving Japanese economic success and was now regarded as inept and rudderless, could be the main problem underlying the Japanese crisis. In doing that, my purpose here would be to examine whether the crisis in Japan during the 10s was due to its model for economic development. In order to do that, I will first look at Japan, as a late developer. Secondly, I will outline the Japanese model for development. And finally, I will explain the factors that were crucial in the Japanese financial crisis.

Japan, a late developer

The origins of economic inequality

The industrial revolution in Britain at the end of the 18th century posed a great challenge for the rest of the world. However, it did not change the inner working of the world economy so much as it accelerated a process that was already underway. A process of economic inequality, explained by the 1th century economist, Johann von Thunen, that emerged after 1400 and that originated from the global economy. Von Thunen created a town that produced manufactures and exported them to the farms around it, while these supplied the town with agricultural products and raw materials. Referring to this distinction, I will also use the terms core and periphery. Von Thunen argued that it would generate a spatial division of labour with sharp disparities in incomes between the core and the periphery. The outermost rings would have much lower incomes than the town. Consequently, the cause for this economic inequality would be the periphery's engagement in commerce with the core. The economic growth generated by the industrial revolution underpinned Britain's rise to global hegemony after 1814 (Schwartz, 000 77). Similar to Von Thunen's town, Britain's exploding demand for raw materials and rising industrial population pushed agricultural production out of Europe, generating a global set of agricultural production rings. But Von Thunen argued that although the urban industrial core exerted pressure into the peripheral zones, this did not necessarily mean underdevelopment or lower living standards. The industrial revolution in Britain drove the states in the periphery to an industrial backwardness, but in the same time forced them into more intensive development. Japan was one of the many states that was driven to the periphery and that started to industrialize four generations after Britain.

A model for economic growth

As a late developer, Japan succeeded in catching up with the Western world. It applied, initially, a model for industrial growth, called a Kaldorian strategy. This strategy relied mainly on the so-called verdoorn effects or increasing returns to scale. This meant that if a firm increased its output, the productivity of the same firm would increase also. Another element of the Kaldorian strategy was learning by doing. If a given firm increased its production, it would have enough experience in its production process to become more efficient at producing its goods. Ignoring Ricardo's comparative advantage, a state, which initially was not competitive in the production of a good, could become competitive through a process of learning by doing. A state that applied the Kaldorian strategy would be oriented towards the production of manufactures and their export. Most importantly, the Kaldorian strategy for economic growth attempted to construct a new town somewhere in the agricultural or low value industrial supply zones surrounding a larger town (Schwartz, 000 6). The British demand for raw materials forced the Asian states to become exporters of primary products to Britain. This, in turn, created demand for manufactured goods inside East Asia and the returns derived from the exports to Europe allowed the East Asian states to pay for the industrial products. Japan was the state that started to satisfy the intra-Asia's demand for manufactures, creating an industrial town there, reorienting production around itself and therewith stimulated growing demand that, finally, displaced the pressure emanating from the larger town, Europe.

Japan took advantage of the East Asian textile market, which had remained untouched by the European producers. The country used the agricultural surplus to fund its initial investment in the local textile production. By applying the verdoorn effects and by concentrating capital for investment in its nascent industry, Japan increased its textile productivity to the point where it could compete with Europe. The transition from low-quality to high-quality textile manufactures allowed Japan to become the industrial core within East Asia. The country exported finished textiles to India and China while it imported raw cotton from India and rice from Taiwan (Schwartz, 000 ).

A model of state-led development

As we have seen, Japan became the new core or town within East Asia, replacing the larger one, namely Europe. Japan provided both the principal engine of economic integration and the influential model of economic development for East Asia. Although Japan had an initial success in development, the country could not have succeeded in its definitive process of catching up with the Western world by only using the above mentioned Kaldorian strategy for economic growth. Japan pioneered a model of state-led economic development that not only underpinned its own remarkable resurrection in the aftermath of World War II, but also provided a role-model for a number of other countries within the East Asian region (Stubbs and Underhill, 000 5). Gerschenkron argued that the later any given country's industrialisation started after Britain's, the greater the degree of state intervention needed to make industrialization successful (Schwartz, 000 86). Thus, according to him, late development could succeed only in economies where the state intervened to protect local industries and where the banks, guided by the state, provided capital for investment by squeezing agriculture that otherwise would not have occurred. Gerschenkron asserted that the economic development of a state could be determined by its internal politics and institutions, and that the position of a state on the world economy depended on the role of the state.

The Japanese model of development

A social model of development

During the past half-century, we have witnessed the hyper economic growth and technological innovation of Japan, which could be explained by the internal dynamics of its society. These achievements required a strenuous effort from the entire Japanese society. After its defeat in World War II, the Japanese people mobilised collectively first to survive and then to reach the Western level of economic development by peaceful means. Initially, labour policy and capital markets were designed to achieve a cohesive national policy and to overcome the wounds of the war, rather than as a means to create an efficient economy (Stubbs and Underhill, 000 15). At the heart of the Japanese process of development was, thus, the nationalist project of the developmental state, enacted by the state bureaucracy. The state government imposed regulations on business through the Ministry of Finance, which controlled the budget, and had the material power of decision-making. Its two main instruments were the Ministry of International Trade and Industry (MITI), and the Bank of Japan (Castells, 000 6), since credit, import and export allocations, and support for technological innovation were the tools through which state bureaucracy was able to co-ordinate and organize competition.

The Japanese development relied also on the social stability that came from the people's commitment to rebuild the nation, the patriarchal family, and the substantial improvement of living standards. The social mobilisation was, namely, the factor that enabled the Japanese state to intervene and guide the economic life of its society. The patriarchal family survived the accelerated industrialisation and modernisation as a stable unit. It reproduced traditional values and induced work ethics, unfortunately at the cost of submitting women.

Japan's model of capitalism

Japan was the only one that had successfully challenged the economic dominance of North America and Europe. By the end of the 0th century, its economy had become the second most powerful in the world. And this was accomplished in spite of the vast devastation that the country suffered as a consequence of its defeat in World War II. By 15, when the occupation of Japan came to an end, the country had regained its pre-war level of production ("From fast to last the Japanese economy in the 10s", Journal of Asian Economics, online march 00). In the period between 155 and 17, the average annual growth rate of the Japanese economy measured in terms of real GNP rose to almost 10% ("Explaining the Japanese economic miracle", Japan and the World Economy, 001, Vol. 1, Issue ).The economic growth and structural transformation in Japan were embedded in institutions and guided by policy. During the period of 'miracle' economy, Japan developed a corporate model of capitalism, imposing capital control and having a highly regulated economy. As Gerschenkron required, the state bureaucracy guided and protected the Japanese corporations with the aim to enable them to compete successfully in the world market. The state made this possible through its trade and technology policy, and through extending credits to the Japanese corporations. Trade surplus was recycled as financial surplus and there was a high rate of domestic savings. The government promoted the establishment of banks that provided short-term lending at a low interest rate. The banks were taking deposits and investing shares in order to accelerate industrial growth. This example of state intervention fostered the development of large corporate conglomerates in private hands and sought to reduce trade and financial dependency on foreign sources. Managers were placed in the driving seats of corporate Japan, along with bureaucracies and political parties (Stubbs and Underhill, 000 15). The financial market was highly regulated to ensure monetary stability and to protect depositors from bank failure. In order to protect the internal market or the large corporations against external pressure, Japan developed a mutual or cross-shareholding system, a practice whereby firms held stocks in one another. This system functioned as a hedge against hostile takeover, curtailing foreign market access and ownership. At the same time, the system required open markets for exports and for corporate assets in other countries. The home market was the launch pad for the conquest of foreign markets, and the domestic market was protected by all manner of corporate practices (Stubbs and Underhill, 000 15). Much of the rapid growth between 155 and 17, derived from Japan's export orientation. The exports exceeded the imports and this differential increased the growth rate. In 187, Japan's trade surplus reached a whopping $6 billion (Woronoff, 16 55). Managerial innovations during the 150s allowed Japanese firms, particularly electronic and automobile firms, to become internationally competitive. Their exports into the US and European markets, swept aside other small-car producers. By 180 Japan had about 0 percent of the US market and just over 10 percent of the entire European car market (Schwartz, 000 ).

Managerial advantages

Managerial innovations in Japan undercut the US dominance in manufacturing and eroded, consequently, the US hegemony in the 170s and 180s. Japan became a highly competitive exporter of, particularly, electronics and car manufactures, able to outcompete producers in all of the world's major markets. The managerial innovations were at the level of firm organization, the keiretsu; at the level of production processes, kanban; and at the level of the worker, via kaizen (Schwartz, 000 81).

In post-war Japan, capital was extremely scarce. Therefore, firms could not afford to tie up capital in inventory simply to buffer against defects. Instead, they looked for ways to produce only what was needed. From this situation emerged the kanban, also called 'just-in-time-inventory'. It referred to a zero-parts buffering of inventory, whereby the firms saved money on inventory holdings. This system was combined with a zero defects policy, putting pressure on producers to deliver defect-free parts. Kaizen referred to continuous improvement of production, products, and producers. This system provided multi-skilled, efficient producers and a high quality of management. Japan developed a new entrepreneurial system of partially disintegrated firms, called keiretsu, building on the ruins of their pre-war bank-based business manner of organisation. The Japanese elites spun a web of connective networks (Stubbs and Underhill, 00084). This relationalism was characterized by co-operative bonds between state and industry, between firms, and between management and labour. Keiretsu or inter-firm groups permitted coordination between the large manufacturers and the small suppliers. The inter-firm ties allowed producers to reduce risk and to finance expensive development projects like new car models. The relationalism permitted companies to allocate capital into new areas related to its original business.

Due to these innovations, Japan's own automobile production doubled with over 11 millions units between 170 and 180, making it the world's largest car producer and exporter (Schwartz, 000 ).

The crisis of the Japanese model of development

High non-performing loans

In the 180s, Japan showed a structural weakness that manifested itself in a financial crisis. What could have caused the demise of the Japanese financial system? The main problem was the huge amount of non-performing loans accumulated by Japanese banks, estimated in 18 at about 80 trillion yen, equivalent to 1 percent of Japan's GDP (Castells, 000 ). The Japanese banks were in a desperate situation, considering that only two of the top 1 banks had an adequate capitalisation to cover their potential losses. But why were there so many bad loans, and why was their potential default ignored for such a long period? The answer lies in the contradictions built into the Japanese model of economic development, aggravated by the growing exposure of Japan's financial institutions to global markets. As explained above, the rapid growth relied on a government-backed financial system that protected both savers and banks, while providing low-interest, easy credits for firms. Savings and investments were channelled into deposits in banks. For example, one-third of all household savings went into bank deposits ("Introduction to the symposium on the Japanese economic slump of the 10s", Journal of International Economics, 001, Vol. 57, Issue 1). At the end of the 180s, the endaka - strong yen shock- caused a massive overcapacity in basic goods and an increase of export prices that reduced the competitiveness of Japanese exports across the borders. Despite the sharp appreciation of the currency and its consequences, the companies had managed to adjust rapidly and could sell again. Japanese exports flooded foreign markets and profits rose again. At this point, Japan could have opened its economy, and used the purchasing power liberated by falling import prices to generate consumer-based, domestic-oriented growth (Schwartz, 000 07). But this would have hampered the domestic political and economic interests. Instead the Bank of Japan, as we have seen, tried to promote domestic growth by lowering interest rates to percent and the Ministry of Finance pursued an expansionary policy (Woronoff, 16 44). Companies could thus borrow at very low bank rates or, even more advantageously, they could issue shares on domestic and foreign markets.

For a long time, Japanese financial institutions functioned in relative isolation from international capital flows, and under regulations set by the Ministry of Finance. In 186, Japanese government agencies enforced a total of 10,054 regulations, from licensing and permitting requirements to quality standards. A decade later, in 16, that number had increased by almost 10 percent to 10,8 (Stubbs and Underhill, 000 85). This large number of guidelines occurred during a period when Japanese financial markets were being exposed to heavier and heavier doses of globalisation. The banks were linked to a keiretsu, and were therefore obliged to lend to preferred customers. In return, they were covered by keiretsu or the inter-firm ties structure. The government took care that no bank would go bankrupt. Unfortunately, banks were deprived of autonomy by being an instrument for capturing savings and allocating them to targets decided by the state bureaucracy. The bad loans were directly collateralized by property and shares. In this way, with low risk and low interest rates, the Japanese banks had an interest in high-volume lending. As a consequence, the real-estate and stock prices began to rise, tentatively at first, and than vigorously. As an illustration, between 18 and 188 average prices of residential and commercial land rose, respectively, by 11 percent and 0 percent in the Tokyo area (Castells, 000 5). Thus, land and stock prices zoomed up 00 to 400 percent in response to falling interest rates.

High technology

The world economy during the 180s and 180s was characterised by the quick development of the information processing industries and their associated transportation and communication revolution. The key technology in this cluster was the integrated circuit (IC) in its various forms, like memory chips (DRAMs), application-specific chips (ASICs), and microprocessor units (MPUs) (Schwartz, 000 4). Japan combined the strengths of its kaizen, kanban, and keiretsu with the state-guided industrial policy. And this allowed them to catch up with the US producers. Already in the 160s, the Ministry for International Trade and Industry (MITI) wanted IC production and it had targeted information industries. MITI encouraged and finally consolidated state and private R&D (research and development) programs in ICs. Roughly one-third of the program's funds were spent buying the most advanced US IC manufacturing and quality-testing equipment. Through a reverse engineering, Japan's firms learned how to make their own equipment, whereby they surprised the US producers by capturing about two-fifths of the IC market. Unfortunately, during the late 180s, this Japanese ability to compete with the US production declined significantly. Japanese weaknesses apparently stemmed from some of the very factors that gave them their competitive edge when they engaged in catch-up activities (Schwartz, 000 5). And indeed, while kaizen permitted the constant increasing improvements needed for catching up, it hindered the kind of radical breakthroughs on which technological leadership rested. Instead of encouraging the development of new technologies, R&D centres engaged in buying US IC products, proceeding to reverse engineering, and thereby reproducing the models.

The 'bubble burst' in 11

In 11 the so-called Heisei recession started. The real-estate and stock-market bubble burst was critical in the demise of the Japanese financial crises. As mentioned above, the overheated economy pushed the yen's exchange rate upwards, undermining Japanese trade competitiveness. But a strong yen, and a buoyant stock market, induced corporations to enter financial investments and lent large sums, both internationally and domestically. Real-estate prices finally came down because of the structural incapacity of housing demand to absorb price increases and because of overcapacity in the office-building market (Castells, 000 6). Stock markets followed the drop, destabilising Japan's financial system. Fearful of inflation, the government put the brakes on the economy, inducing a recession in the early 10s. For the first time in four decades, the Japanese economy became stagnant. In 10, the Bank of Japan significantly tightened monetary policy to deflate the speculative bubble, dropping money supply growth to zero in 1 (Schwartz, 000 08). Japan's central bank succeeded in deflating the boom. When the stock prices finally stopped falling, they had lost 60 percent of their value at the top (Woronoff, 16 47). After 1 the Nikkei stock index oscillated at between 5 and 50 percent of its 108 peak (Schwartz, 000 08). Land and property prices fell less, roughly 15-50 percent, depending on place and type. Thus, the losses were not as great as that of stack market. However, unlike stock, property could not just be sold at a reasonable price into such a market, so investors were stuck with their losses much longer. But because about 40 percent of lending was directly collateralised by property whose value had plummeted, the banks were left with huge unrealised losses whose dimensions could not even be determined. In June 15, the Ministry of finance calculated that Japan's 150 banks and credit associations were stuck with some ¥40 trillion in bad loans while private analysts hinted the figure might be closer to ¥80 trillion (Woronoff, 16 47). In this situation, banks had to curtail lending drastically, and to raise interest rates substantially.

Financial institutions exposed to global financial markets

As mentioned above, the speculative bubble that had driven Japan's economy for four years finally popped, prompting cost-conscious Japanese manufacturers to run for cover (Stubbs and Underhill, 000 86) and many of then ended up in the booming Asian Pacific market. East Asia turned out to be a safe haven for the Japanese producers at least until 17. On the one hand, they earned twice as much profit, than they earned in the United States or Europe. On the other hand, they used their new Asian production bases to continue supplying US and European export markets. In some industries, such as electronics, they managed to produce their manufactures at an extremely low price. Furthermore, the Japanese manufacturers succeeded in reviving on a regional level the inter-firm networks that had afforded them the driving seats of their own country. Within a few years, they acquired positional power in the region as a whole, dominating fey manufacturing industries particularly in Southeast Asia (Stubbs and Underhill, 000 87). Similarly, Japaneselites, in place to restructure the system of relationalism, chose to export this system to developing East Asia simply because they did not want to abandon the relationships that have afforded them such a high degree of positional power in Japan's political economy. But most importantly, the Japanese banks started to lend heavily in the Asian Pacific market. The banks reproduced the same lending practices that they used at home. They lent short term, in large volume, to preferred customers, under the guarantee of major local corporations and governments. The Japanese banks accepted overvalued real-estate property as collateral for many of their loans. In doing so, they exposed their Asian lending to the same risks as their Japanese loans. Consequently, when the Asian real-estate bubble burst, many loans lost their collateral, inducing their default. When the stock market collapsed in Thailand, Indonesia, Malaysia, the Philippines, South Korea, and Hong Kong, domestic firm that guaranteed the loans became unable to repay those (Castells, 000 8). When local currencies plunged, Japanese banks were unable to recover their yen denominated loans. And when they turned to Asian government, asking them to meet their commitments, governments simply could not do it. East Asian states were, namely, faced with a huge amount of financial debts. In this way, looking for salvation in the Asian markets, Japan exported their manner of economic development, contributing to the crisis in the Asian region. In sum, the growing exposure of Japanese financial institutions to the global financial markets made it increasingly difficult to follow Japanese customary financial practices. But, as explained above, Japanese relationalism underwent distributional, instead of structural changes.

Conclusion

By the end of the 0th century, the Japanese economy had become one of the most powerful economies in the world, challenging the dominance of North America and West Europe. It had developed a corporate model of capitalism, characterised by a highly regulated economy. As we have seen, the state bureaucracy intervened in the economic life by guiding and protecting the Japanese corporations, whereby it enabled them to become sufficiently competitive with the world market. Furthermore, the Japaneselites constructed a system of relationalism or a web of connective networks not only between the state and the industry, but also between the corporations. Then, in 11, the real-estate and stock-market bubble burst, causing stagnation in the Japanese economy. After this event, the regulatory structures that earlier were given credit for fostering industrial growth, such as the protection of domestic industries from foreign competition and the provision of low cost loans and foreign exchange to certain favored companies, became a barrier to competition and the main reason for Japan's economic troubles. The banks were in a desperate situation, aggravated by the huge amount of bad loans. At this point, the government had lost its capacity to cover the debts and potential defaults of the banks. Although facing the economic crisis, the Japanese politicallites did not dismantle the system of relationalism. They chose to export the system that afforded them positional power in Japan to still developing countries. In doing this, the politicallites actually weakened the Japanese economy and thus jeopardized their long-run interests.

References

Schwartz, Herman M.

States versus Markets (London, Macmillan Press LTD, 000, nd edition)

Castells, Manuel

End of Millennium (Oxford, Blackwell Publishers LTD, 000, nd edition)

Stubbs, Richard and Underhill, Geoffrey R.D.

Political Economy and the Changing Global Order (Oxford University Press, 000, nd edition)

Woronoff, Jon

The Japanese economic crisis (London, Macmillan Press LTD, 16, nd edition)

Japan and the World Economy

"Explaining the Japanese economic miracle" (Vol.1, Issue , August 001)

Journal of International Economics

"Introduction to the symposium on the Japanese economic slump of the10s" (Vol. 5, Issue , April 001)

Journal of Asian Economics

"From fast to last the Japanese economy in the 10s" (online 4 March 00)

Please note that this sample paper on Japan's economic crisis during the 1990s is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on Japan's economic crisis during the 1990s, we are here to assist you. Your cheap custom college paper on Japan's economic crisis during the 1990s will be written from scratch, so you do not have to worry about its originality.

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Ericsson in the Global Enviroment

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B. Ericsson in the Global Environment

Stereotypes have been attached to many things; from groups of peoples to certain industries. Ericsson as the "world-leading telecommunications provider" also has it's own set of stereotypes. Swedes are seen as a cold, reserved and sterile society, and their company is thought that it just sells phones. Globalization has proven to be challenging because Ericsson's top executives had to implement a plan that would allow for their company to be seen in a different way. When doing business outside of Sweden the CEO soon realized that preconceived notions can be harmful to a companies image and must be changed through providing excellent services and also giving back to society.

Ericsson has definitely been affected by the technology bust of recent years. However in an effort to still make forecasted profits, the firm has had to reach new markets, which includes developing nations. New areas that are being reached consist of China, Russia and the African nation of Nigeria. All three of these markets are reacting differently to the new technology and therefore will be explained separately.

China is slowly emerging into a consumer nation. Restrictions that the Communist government once placed on goods are being lifted allowing for an increase in trade. Ericsson has become a major player catering to a country that has over 10 million cell phone users, and an estimated 5 million subscribers signing contracts each month Ericsson did a poor job of catering to the Chinese people.

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In the last few decades Ericsson has seen a loss in market share in the cellular handsets, mostly to Nokia and Motorola. At the end of 001 they were 5% of the market and presently Ericsson accounts for only %. The problem was that Ericsson designs were not updated to achieve the look that the consumer craved. Ericsson's technology set the standard but what a Swedish consumer considers "cool" is not what a Chinese customer thinks of as a great gadget.

There is also competition from within. China's own "up-and-coming" electronics company from southern Gandong called TLC has taken a major portion of the market share. The new Sony Ericsson handsets were also delayed until Beijing granted approval in August of 00. Ericsson has tried to make up for loss market share and late product advertising by selling multi-media handsets with color screens and photo messaging. The problem here is that the handset cost $400 which is expensive to most people, espically the Chinese market.

Even though handsets are proving to be a disastrous segment of Ericsson's business, they are still profitable in China for their global systems for mobile communication (GSM). They sold over $44 million in equipment in the first half of 00 and have contracts for another $600 million in the coming year. Ericsson displayed the "early mover" type of competition meaning; they were the first telecommunications firm to tap into China's market. Ericsson is learning that they are unable to compete with handsets. It is their infrastructure that all the other cell phones will be using each time a mobile call is placed.

Similar to the Chinese's story, Russia is playing "catch-up" to the rest of the world in terms of technology. The Russian economy is evolving to be less of a centrally planned one to more of a market economy. Ericsson has taken a different approach to selling their product in the former Soviet Union.

The new focus of Ericsson is to sell equipment that enables the Russians to use cellular phones as opposed to actually selling the handsets themselves. According to an article from March 00, in BusinessWeek magazine, Ericsson has begun building a wireless network for VimpelCom, which is Russia's leading carrier. The retrenchment of Ericsson in the handset market shows that they are seeking out new areas of business that are not overly saturated.

Ericsson has signed a contract with Nigeria's Reliance Telecommunications Limited for $145 million dollars. The contract is to deploy a nation-wide wireless network, not for handsets. The agreement was signed April , of this year and shows a new focus of the company. According to Ericsson's press release the contract includes equipment ranging from radio base controllers to services such as messages and voice mail.

The chairman of RelTel, Sir Oonkow, explains the importance of partnering with Ericsson in order to create a better future for Nigeria. Even though Ericsson is not the leading manufacturer of handsets like they were in the early 10's, they are dominant in mobile and broadband Internet communications throughout the world.

Ericsson is also involved in contributing to the world through humanitarian projects. In 001, the United Nations (UN) accepted the GSM mobile communications system that will support its humanitarian operations. This gift included network equipment, hardware and software and the company also installed the equipment and trained the individuals. This is all made possible by the company's Corporate Citizenship program, Ericsson Response.

Executives at the Swedish based telecommunications firm are making sure they contribute to benefit the world even if profit is down and their market share is declining. In 000, Ericsson set up a program called Ericsson Response which offers effective support and rapid response to human tragedy caused by disasters. This disaster support team is comprised of highly skilled telecommunications staff and technology, which works closely with humanitarian relief organizations such as the UN, International Federation of the Red Cross (IFRC) and Red Crescent Societies.

In March of this year, Ericsson in union with IFRC began a humanitarian assistance program for Central America and the Caribbean. The program includes mobile network equipment that can be quickly deployed to disaster areas. The packages contain 1 phones and corresponding lines. This is the first of their initiatives in the Americas but is not to be the last. Ericsson signed a global agreement at the World Summit of 00 to continue to work closely with the ITRC and provide aid by using their telecommunications knowledge.

Ericsson has had to change its image to deal with their shift into the global economy. No longer is Ericsson known for handset, but now rather for training and equipment. This transition has resulted in downsizing and lost revenue. The leaders at Ericsson are still developing innovative technologies and will continue to set records and break conventional stereotypes into the future.

Einhorn, Bruce. BusinessWeek online. "Ericsson in China From Cool to Cold." Oct. 8th 00,

viewed April nd 00.

Einhorn, Bruce

Einhorn,Bruce

BusinessWeek Online, "Russia Playing Catch-Up in Tech." March 4, 00,

viewed April 0, 00

Ericsson Press Release, "Ericsson and Nigeria's RelTel Sign CDMA000 1X" April , 00.

Viewed April , 00

CarriersWorld. "Ericsson gifts the UN" Dec. 1, 001. viewed April , 00

Ericsson Press Release, "Launch of Humanitarian Program" March 1, 00. viewed April , 00

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Service above self

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Service Above Self

Giving your self to service is life's true fulfillment. There is no better feeling than helping the less fortunate. I myself have had hands on experience with community service and it has changed me in miraculous ways. Last summer I started volunteering at Joe DiMaggio's Children's Hospital. Eager to help I went in with my eyes closed and learned lessons I thought I would never learn.

At the beginning of my journey I saw this hospital like any other one, one that is designed to cure the ill. But this hospital is in a league all its own; putting smiles on the patients faces regardless of how sick they really are. This is a place in which sick children can be themselves regardless of prejudice and stereotyping. The world is a cruel place and these poor innocence beings just need a place to forget their worries and Joe DiMaggio is a place to let loose.

Many of my tasks at the hospital where hands on. Reading, playing, arts and crafts, or just simply offering moral support is a volunteer's top priority. Just after a couple of weeks at the hospital, I became a regular. Patients were beginning to ask about me and were inquiring when I would come and play. The feeling of being helpful encouraged me and I began spending more and more time at the hospital. I would visit patients on my days off and became quite close to many of them through the weeks.

On an ordinary day at the hospital, I met a boy around my age named Steven. Steven was very shy and kept to himself and for some reason he decided to confide in me. We became great friends and I saw him every time I went to the hospital. One day he decided to come clean and he confessed to me that he had been diagnosed with cancer- at that precise moment my heart broke into a thousand pieces. How could this happen to such a wonderful person? I know that God does everything for a reason, but I could help but blame him. Here was a boy of about 16 years of age with a terminal illness, a boy that still hadn't experienced life fully, someone with so much potential- it just make me feel horrible. I couldn't stand it and I avoided Steven for weeks, I couldn't find the courage to face him and I knew I had to be strong for him. I put my selfishness away and focused on Steven's needs.

His therapy began and I was there for him every step of the way. I gave myself to him, offering support and most of all my friendship. The weeks passed and his therapy was beginning to be a nightmare, his hair fell out and he lost that twinkle in his eyes. He was a different person; as if this illness had not only taken over his body, but also is soul. His dazzling personality faded along with his health, it got to the point that he could no longer walk and had to travel around in a wheelchair. He had to stop going to school and all of his friends had forgotten about him for the exception of his family and I. I stood strong although I saw defeat in his eyes.

After two months, Steven began to recuperate. Although the cancer was not completely gone, he was almost cured. With the help of gifted doctors Steven was on his way to a normal life. God had performed a miracle and I was present the entire time. With rest and more therapy he was back to himself. He started school again and he got to go home. The day he left the hospital I was filled with complex emotions. I was so blissful that he was okay, but I was gloomy because I was losing my best friend. We said our goodbyes and he was on his way. I never saw Steven again, but I know in my heart that he is in good health and he will live a long happy life.

Steven was only one of the many miracles I have met while volunteering at Joe DiMaggio's Children's Hospital, and hopefully there will be many more. Even though I thought my efforts at the hospital were useless they are in fact helpful. Any bit of moral support for a child at their moment of need is priceless. To put a smile on their faces is the best thrill in this ever so superficial world.

My experience has changed me; not only am I thankful for my health, but this has taught me to value it. There are so many unfortunate people in this world and we take it for granted everyday of our lives. For once we as a society need to make an impact and help those that are less privileged. Offer if only a portion of yourself to the service of others, the benefits are endless.

Please note that this sample paper on service above self is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on service above self, we are here to assist you. Your cheap custom college paper on service above self will be written from scratch, so you do not have to worry about its originality.

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