How did the western expansion heighten sectional conflict between Essay

How did the western expansion heighten sectional conflict between North and South - Essay Example The conflicts were so bad, though without the added political stresses that were in accompaniment of the territorial expansion, the civil war would not have occurred. The United States constituted of two clashing economies. The economy of the south was formed based on agriculture. Slaves became the chief source of labour in the South, for the sake of production of a suitable crop. The North, on the other hand, had an industrialised economy, that revolved around innovation of technology and had manufacturing factories. The North, however, did not make use of slaves to have a functional economy. This, as a result, left the South trapped in an agricultural system that was traditional, while the North seemed to advance on a daily basis. The economic discrepancies evident between the North and South were continually advancing and eventually climaxed in the Nullification Crisis in 1833. The United States had imposed protected tariffs on all goods that were being imported. This tariff proved disadvantageous to the Southerners because the prices of the many foreign goods they purchased hiked. Considering that the economy of the people of the South was not a manufacturing power, the Southerners had no option but to buy their manufactured goods from the North (Merk, 1995). The state of South Carolina then threatened to nullify the tariffs since they did not like the forced Northern convenience. Some days before the decision to nullify was made final, South Carolina suddenly ended the crisis to avoid facing the massive army of the US. The Nullification Crisis however, highlighted how different the economies of the North and South were. As a result, a tension, specifically between South Carolina and the union was created. South Carolina then realized that it had to convince more states from the South to join the rebellion if it had to override

Drug Abuse, Manslaughter and Law Essay Example | Topics and Well Written Essays - 1000 words

Drug Abuse, Manslaughter and Law - Essay Example Cocaine is a dominant hard drug that attracts severe penalties for possession and eventual trafficking. The controlled substance act serves the whole nation in implementing all legislations for single convention on narcotics and drugs and helps in reducing the atrocities developed from the drug distribution. This was brought about by full discovery of the addictive properties of cocaine, including the perceived problems that are brought about by addictive use of cocaine (Gardner & Anderson 2011 p 430). A negative notion was further linked to cocaine as many people stressed that cocaine abusers were mainly gamblers, prostitutes, burglars, racketeers, and pimps among other law breakers. It further created a notion that cocaine increased people’s ability to commit more crime as it gave them heightened approach to life and the courage to commit crimes that have been restricted by law. In this case, Nino Schenquist and Bill Rallia are involved in the use of illegal drugs together. They are both liable for using drugs that are recognized by law as illegal and any person found guilty of such an offence faces a stringent arm of the law. They are guilty of using drugs that increase perseverance, alertness, energy, and motor activity. The drug use affects a person’s feelings of well being hence increased competence and sexuality to higher levels that could increase a person’s probability of involvement into unsocial and illegal practices unwillingly. In a state of law, Rallia and Schenquist will be first convicted of frequent use of drugs in the country. The only legal use of cocaine is stipulated under local aesthetics as it is used constructively in making patients persevere pain during a medical examination or procedure. According to the United States controlled substance act of 1970, cocaine is placed under schedule II drug, as it is a highly classified drug in terms of high potentiality for abuse leading to severe physical and psychological depe ndence (Gardner & Anderson 2011 p 432). The two culprits will face an established mandatory law that provides a specified minimum drug sentence as they can not get out scot free. However, there are different penalties for the different types of cocaine in the United States. For instance, the federal law accords a higher sentence to crack cocaine than for powder cocaine since there is a high indulgence in the crack cocaine a large number of African Americans. It also claims a harsher prison term for blacks in the United States since their indulgence is increasingly severe as they increase the trade in the illegal drugs due to their lucrative income. Possession of a five gram of crack cocaine attracts a hefty first-offence penalty of not less than five years imprisonment. The same imprisonment of not less than five years is accorded to a person who is found in possession of five hundred grams of powder cocaine in the same law. This shows the utter difference in the two types of the sa me drug According to the controlled substance act of the United States, Rallia and Schenquist will be convicted in relation to section 959 ((a) for manufacture or distribute a controlled substance. Since they have been thriving in the business of using controlled drugs, the law will have to file possible allegations in a court of law for the conviction. Rallia is solidly behind the death of his cousin Schenquist since he is responsible for allegedly stabbing him after they had a misunderstanding at Thomas’

Theoretical Background Essay Example for Free

Theoretical Background Essay Purchasing is â€Å"Critical to supply chain efficiency because it is the job of the purchasing to select suppliers and then establish mutually beneficial relationships with them. Without good suppliers and without superior purchasing, supply chains cannot compete today’s† marketplace. Purchasing is also very involved in product design and development work. Many â€Å"manufacturers have found out that manufacturing costs can be reduced, product quality maximized, and new products brought to market at a much faster rate if purchasing brings the key suppliers into the product design and development at the earliest stage of process. † And purchasing is directly involved in the implementation of e-commerce systems. (Fitzgerald, 2000) Purchasing is responsible for obtaining the materials, parts, supplies, and services need to produce a product or provide a service. You can get some idea of the importance of purchasing when you consider that, in manufacturing, upwards of 60 percent of the cost of finished goods comes from purchased parts and materials. Furthermore, the percentages for purchased inventories are even higher for retail and wholesale companies, sometimes exceeding 90 percent. Nonetheless, the importance of purchasing is more than just the cost of goods purchased; other important factors include the quality of goods and services and the timing of deliveries of goods and services, both of which can have a significant impact on operations. The goal of purchasing is to develop and implement purchasing plans for products and services that support operation strategies. Among the duties of purchasing are identifying sources of supply, negotiating contracts, maintaining a database of suppliers, obtaining goods and services that meet or exceed operations requirements in a timely and cost-efficient manner, and managing suppliers. Thus, purchasing select suppliers, negotiates contracts, establishes alliances, and acts as liaison between suppliers and various internal departments. Purchasing is taking on increase importance as organizations place greater emphasis on supply chain management, quality improvement, clean production, and outsourcing. Moreover, business-to-business buying relationships are changing: although traditional relationships currently account for the lion’s share of buying relationships, they are expected to decrease substantially by the middle of  the decade, while Web-based auctions and manage inventory relationships are expected to grow. In addition, increasing globalization will continue to have an impact on purchasing. (McGraw-Hill, 2007) The purchasing function in business organizations is becoming increasingly important. Among the reasons are increased levels of outsourcing, increased used of the Internet, greater emphasis on supply chain management, globalization, and continuing efforts to reduce costs and increase quality. Among purchasing responsibilities are obtaining the materials, parts, supplies and services needed to produce a product or provide a service. Price, quality and reliability and speed of delivery are important variables. Purchasing selects suppliers, negotiates contracts, and establishes alliances, and act as liaison between supplier and various internal departments. It also is involved in value analysis, vendor analysis, make-or-buy analysis, supplier audits, and supplier certification. (Morgan, 1994) In many business organizations there is a move to reduce the number of suppliers and to establish and maintain longer-term relationships with suppliers. Supplier partnerships may involve cooperation that takes the form of sharing of planning and information, and perhaps cooperation in product and process design. (Morgan, 1994) An underlying consideration in purchasing, as in all areas of business, is maintaining ethical standards. The supplement provides a recommended set of ethical practices in purchasing. (Morgan, 1994) Although often associated with the public sector, purchasing groups are also an alternative considered more and more by managers of the private sector. A purchasing group increases volume consolidation, making it possible to have only one negotiation, in order to increase the purchasing group members power vis†Ãƒ  Ã¢â‚¬ vis that of its suppliers. However, a purchasing group also constitutes an additional link in the supply chain and its objectives could go contrary to those of some of its members. This is why organisations considering joining a purchasing group should analyse this option strategically, in order to assess correctly the potential long†term benefits. (Nollet Beaulieu, 2005)

Modern Virtue Ethics Essay Example for Free

Modern Virtue Ethics Essay To what extent do modern virtue ethics address the weaknesses of Aristotle’s teaching on virtues? (35) Virtue Ethics looks at a person’s good traits, known as ‘virtues’ and negative traits, known as ‘vices’; a person is considered to be a good person if they are virtuous and a morally bad person if they have developed lots of vices. Deontological and teleological ethicists argue that good or bad behaviour is far more important than a person’s good or bad characteristics whereas Virtue Theory argues it is only by becoming a better person that we will engage in the ‘right’ behaviour; Virtue Theory looks at the agent in itself and rather than the action. The key concepts of Virtue Ethics were first penned by the ancient Greek philosopher, Aristotle and in more recent times have been adapted and added to by Alasdair MacIntyre. Aristotle’s theory is made up of many key features, including Moral Virtues, The Doctrine of the Mean, Eudaimonia, and Friendship and the Community. According to Aristotle, everything has a purpose, for example, pens, their purpose is to write, if the pen fulfils its purpose and writes well, it is a good pen. In the same way, if we equate Eudaimonia to the pen, Eudaimonia is the supreme goal of human life, if a person reaches Eudaimonia, they are a considered a good person as the purpose was to be happy, therefore they have reached their purpose, just as the pen reaches its own. He also argued that every action comes down to this aim, every human being desires to be as happy as possible. An example of this is to ask a Doctor or a Lawyer why they chose such professions, the majority would answer that they chose this profession because it pays well and they believed that being paid well would lead to an easier and happy life, or Eudaimonia. Aristotle’s theory also says that relationships and friendships play a very important role in how we behave as people and how our actions are determined; we should all aim to individually achieve Eudaimonia, which would therefore achieve the greatest good for society as a whole as everyone would be happier; Aristotle sees our communal friendships and relationships as a vital part of our moral code and flourishing as a virtuous being. As previously mentioned, a good life involves developing a good character and these are known as moral virtues which are cultivated by habit; one must practice these good virtues in order to adopt them. Some of the key virtues Aristotle spoke of include modesty, generosity, patience, truthfulness and friendliness. Aristotle also spoke of Intellectual Virtues and Cardinal Virtues. Aristotle believed that we should aim to be virtuous people and avoid vices. Aristotle’s theory is centered around the concept of The Doctrine of the Mean; this states that there are two different vices that accompany every virtue- the Vice of Deficiency and the Vice of Excess. The Vice of Deficiency refers to a distinct lack of virtues, whereas the Vice of Excess refers to too much of the virtue being present. For example, modesty, if there is a distinct lack of this virtue, it may result in shamelessness and if there is too much of this virtue, it may result in shyness. Aristotle argued that the ‘Golden (or Virtuous) Mean’ is the middle of these to extremes and that is what people should aim to have. Aristotle’s theory is very logical and encourages people to adopt good characteristics which in an ideal world would result in every individual being as happy as possible; however there are many criticisms of this theory. For example, it is somewhat unclear of what is considered a virtue and what is considered a vice and it is also unclear of who is responsible for deciding these; as well as this, it could be argued that it is not possible to measure these virtues. It could also be argued that if every individual had exactly the same characteristics, everyone would be the same and the world be become mundane and monotonous. Virtue Ethics also does not provide clear guidelines or rules of how to act in specific circumstances and is vague and subjective. Alasdair Macintyre is a Scottish philosopher, whose writing dates to the 20th Century CE. He made an attempt to alter Aristotle’s theory in order to make it more relative and contexualise the ideas. Macintyre felt that morality had become lax and felt that they had become far hypothetical. He felt that people focused more on how an ethical theory would hold up under uncommon and unrealistic circumstances rather than situations where morality counts. He believed that we should understand the context of ethics before attempting to fix modern moral dilemmas. Macintyre’s belief in context as the central part to ethical decision making shows us that he is relative in his ideology. He believed that virtues would change over time naturally, for example, bravery for us is a person that confronts a gang of youths, throwing rocks at windows, or a police tackling a burglar, however 2000 years ago, bravery was considered as a man dying in battle, for his country. This is an attempt at addressing a weakness of Aristotelian Virtue Ethics, as it would encourage the person to look at the time and place before deciding whether the character traits are good or not. It has to be said that what may be considered good in the Congo may not necessarily be considered good in Brixton, London. Finally Macintyre addresses the issue of External and Internal goods. Internal Goods are what he calls, the qualities of a person’s character. The External Goods are the things that a person relies on, for example,food or a decent living arrangement. He states that although these are valuable to the human nature, they can be considered good or bad. However the Internal Goods are the most important. This gives more relativism than Aristotelian Virtue Ethics which can be considered an improvement. In conclusion I feel that Alasdair Macintyre has made a good attempt to improve and change Aristotle’s version of Virtue Ethics, however we can still see some weaknesses. For example, it is even more relative than Aristotle’s version and this can lead to ambiguity when facing a moral dilemma. This has not been addressed, in the modern version by Macintyre. It also does not eliminate the idea of universal virtues to achieve Eudaimonia. This is problematic. So, I feel that his attempt must be congratulated but I do not feel that it has been entirely successful as there are still elements which could be improved further.

Importance Of National And Organisational Culture Management Essay

Importance Of National And Organisational Culture Management Essay With the recent acquisition of Nexen Inc. by CNOOC Limited, the problem of managing cross cultural challenges arises. This is because of the cultural differences between China and Canada which both companies represent. This management report addresses the envisaged challenges of national and organisational culture arising from CNOOC acquisition of Nexen, by applying Hofstede cultural models. The report commences with introduction, followed by background of CNOOC acquisition of Nexen. It also discusses meaning and importance NC and OC culture; it then discusses the challenges and management strategies. It would conclude and make recommendations on how to mitigate the challenges. WORD COUNT: 2,498 PRESENTED TO: MS. Gillian Pallis CONTRACT CONCERNING PLAGIARISM I have read the code of practice regarding plagiarism contained in the students introductory Handbook. I realize that this code governs the way in which the Centre for Energy, and Mineral Law and Policy regards and treats the issue of plagiarism. I have understood the code and in particular I am aware of the consequences, which may follow if, I breach the code. I also authorize the centre to scan the e-copy of my research paper through the plagiarism detection software to detect plagiarism. SIGNED: ___________________________________ Date: TERMS OF REFERENCE This is a report by 110024120 an MSC student in International Oil and Gas Management, University of Dundee, Centre for Energy, Petroleum Law and Policy (CEPMLP). The report has been prepared exclusively for and at the request of the Senior Strategy Team of CNOOC Limited to address potential management challenges to the continued effective control of business arising from the acquisition of Nexen Inc. This report is focused on the perspective of delivering suitable management practices in meeting the envisaged challenges. The aim of the report is to present a critical and informed analysis of appropriate managerial strategies and practices for the challenges of national and organisational culture differences in post-acquisition performance. It concludes with some recommendations for consideration by the Senior Strategy Team of CNOOC and Nexen. TABLE OF CONTENTS TERMS OF REFERENCE 2 TABLE OF CONTENTS 2 LIST OF ABBREVIATIONS 4 KIFs Knowledge Intensive Firms 4 KIWs Knowledge Intensive Workers 4 CHAPTER ONE 5 1. INTRODUCTION 5 CHAPTER TWO 6 2. BACKGROUND OF CNOOC ACQUISITION OF NEXEN 6 CHAPTER THREE 7 3. MEANING AND IMPORTANCE OF NATIONAL AND ORGANISATIONAL CULTURE 7 CHAPTER FOUR 8 4. THE CHALLENGES OF NATIONAL AND ORGANISATIONAL CULTURE 8 4.1. HOFSTEDE FOUR DIMENSIONS MODELS FOR NATIONAL CULTURE 8 4.2. HOFSTEDE SIX DIMENSION MODEL FOR ORGANISATIONAL CULTURE 9 4.3. ANALYSIS OF THE MODELS AND CHALLENGES OF NC AND OC DIFFERENCES 10 4.4. STRATEGIES FOR MANAGING CULTURAL CHALLENGES 11 13 13 13 13 13 CHAPTER FIVE 13 5. CONCLUSION 13 CHAPTER SIX 14 6. RECOMMENDATION 14 BIBLOGRAPHY 15 APPENDIX 18 HOFSTEDS CULTURAL INDEX, SCORES FOR SELECTED COUNTRIES 18 LIST OF ABBREVIATIONS NC National Culture OC Organisational Culture NXY New York Stock Exchange KIFs Knowledge Intensive Firms KIWs Knowledge Intensive Workers CHAPTER ONE 1. INTRODUCTION CNOOC Limited made global headlines on July 23, 2012 when it announced the acquisition of NEXEN, a Canadian based oil and Gas Company at the cost of $15.1 Billion. The acquisition is seen as Chinas largest Oil and Gas Company overseas acquisition Lauren (2012). NEXEN was founded in 1971 and is headquartered in Calgary, Canada. Nexen is a global energy company and is listed on the Toronto and New Yorks stock exchange under the symbol of NXY (www.nexeninc.com). Nexen is strategically located in different regions of the world; it has over 3,067 employees that add value for shareholders through successful oil and gas exploration and development. Consequent to the acquisition of Nexen, CNOOC Limited is now among one of the largest independent oil and gas exploration and production companies in the world (www.cnooc.com). According to Barney (1988) many international acquisitions creates value for the acquirer through cooperation and integration to enhance sustainable growth. The objective of acquisition is to bring companies together and increase their competitive advantage through knowledge transfer, innovations and management skills. This is also a justification for an acquisition Fitzgibbon Seeger (2002). However, most international acquisitions come with complex management challenges Hitt, Harrison and Ireland (2001). Many factors are responsible for these challenges. Thus, this management report is aimed to address the envisaged challenges of national and organisational culture to the effective business performance in CNOOC acquisition of Nexen. This report will apply Hofstede (1980) four dimensions models and Hofstede (1990) six dimensions models as literature to argue that the challenges of NC and OC will affect post acquisition performance. The application of the two models is in line with a separate model developed by Hofstede for comparing OC differences. This is also consistent with Schein (1985) argument that organisational culture differences are not the same with national culture. The report will discuss the background of CNOOC acquisition of Nexen. It also discusses the meaning and importance of NC and OC culture; it then discusses the challenges and management strategies. It would conclude and make recommendations on how to mitigate the challenges. CHAPTER TWO 2. BACKGROUND OF CNOOC ACQUISITION OF NEXEN CNOOC Limited was established in 1999 and listed on the Hong Kong Stock Exchange and New York Stock Exchange in 2001 and is 70 percent owned by China National Offshore Oil Corporation (www.cnoocltd.com). CNOOC is one of Chinas largest producers of oil and natural gas and is also among the largest independent oil and gas exploration and production Companies in the world (www.cnoocltd.com). According to the chairman Mr Wang Yilin, based on the strategic business objective to expand CNOOC overseas business and deliver sustainable growth, thus complementing the large offshore production footprint in China. Extending its global presence to oil rich region like Western Canada, and other parts of the world are mandates for management to achieve. Consequently, the opportunity for the acquisition of NEXEN is an important part in CNOOC international business growth platform as mentioned by Chief Executive Officer of CNOOC Mr Li Fanrong, CNOOC Press release (2012). The acquisition of NEXEN by CNOOC Limited was announced on July 23, 2012 and approved by NEXEN shareholders on September 20, 2012 at the cost of $15.1 Billion (www.nexeninc.com). The acquisition will bring in benefits for both firms. CNOOC brings in a reassurance of stable company and strong financial base for investment, while Nexen Inc. will play an important part in international business growth platform. However, securing approval and making purchase does not end acquisition challenges. The challenges of acquisition may be ahead of what happens afterwards, the issues after takeover Lauren (2012). For NEXEN a Canadian company with western values and culture, the management and staff are accustomed to working independently. But with the acquisition, they will align with CNOOC as their new Chinese owner with a different culture and orientation Lauren (2012). As both companies are knowledge intensive firms (KIFs) with knowledge intensive workers (KIW) there will be challenging issues on NC and OC differences Alvesson (2004). Thus, this report addresses the challenges of NC and OC in CNOOC acquisition of NEXEN. We will proceed by looking at the meaning and importance of NC and OC. CHAPTER THREE 3. MEANING AND IMPORTANCE OF NATIONAL AND ORGANISATIONAL CULTURE NATIONAL CULTURE This was defined as the collective programming of the mind acquired by growing up in a particular country Hofstede (1991). National culture is reflected in basic values, such as feelings of right and wrong, good and evil, beautiful and ugly, rational and irrational Olie (1990). NC impacts many forms of organisational behaviour, ranging from decision-making styles and human resources management to behaviour in groups Kirkman, Love Gibson (2006). NC is treated as a relatively stable feature that changes very slowly Erez Earley, 1993; Hofstede (2001). ORGANSATIONAL CULTURE Hofstede (1980) defined organisational culture as the collective programming of the mind that differentiates the members of one organisation from others. Trice and Beyer (1984) views it is a system of publicly accepted meanings which operate for a group at a particular time; it is a pattern of shared basic assumptions developed by a group or organisation on how to cope with its environment, that are stable and difficult to change, and difficult to observe because many important parts of culture are invisible Schein (1985); and more so it can simply imply the way we do things around here Deal and Kennedy (1982). IMPORTANCE The importance of national and organisational culture in international acquisition cannot be disregarded Hatch, 1993; Schein, 1985 and Hofstede (1980). Managing international business or acquisition means handling and understanding both cultural differences at the same time. Knowledge of cultural practices across borders is significant for multinationals in order to hold the company together. National cultures are embedded in values, whereas organisational cultures are embedded in practices, when both cultures are ignored there could create challenges that affects post-acquisition performance. CHAPTER FOUR 4. THE CHALLENGES OF NATIONAL AND ORGANISATIONAL CULTURE For the purpose of analysing the challenges of national and organisational culture, this report applies Hofstede cultural models to illustrate the major cultural differences which CNOOC of China and Nexen of Canada represent. Canada reflects the western cultural values wheras China reflects the Oriental Confucian group. The models are identified as follows: 4.1. HOFSTEDE FOUR DIMENSIONS MODELS FOR NATIONAL CULTURE INDIVIDUALISM/COLLECTIVISM This implies disharmony of interests on personal and collective goals Parsons and Shils (1951). Hofstede (1980) culture index (from the appendix) scored Canada 80 while China scored 20. This shows that the Canadians are highly independent of their organizations, preferring personal time, freedom, and challenge, whereas the Chinese employees have a stronger sense of belonging to their organization. POWER DISTANCE This refers to how different societies find different solutions on social inequality Mauk (1977). China scored 80 while Canada scored 39, indicating that Chinese employees are more comfortable with structured hierarchical levels and supervisors who make decisions. Canadians, on the other hand, prefer a more participatory style. UNCERTAINTY AVOIDANCE This implies the degree to which cultural members are willing to accept and deal with risky situations or unknown future Hofstede (1980). China scored 30 while Canada scored 48, meaning that the Chinese try to avoid risk and anxiety, while the Canadians neither seek nor avoid ambiguous situations. MASCULINITY/FEMININITY This refers to stereotyping gender expectations in organisations Hofstede (1984). China scored 66 while Canada scored 52, meaning that China has medium/high masculinity culture; whereas Canada has a medium/low masculinity culture. 4.2. HOFSTEDE SIX DIMENSION MODEL FOR ORGANISATIONAL CULTURE PROCESS ORIENTED VERSUS RESULT ORIENTED Process oriented cultures are dominated by technical and bureaucratic routines, while results oriented by a common concern for outcomes. In results-oriented units, everybody perceived their practices in about the same way; in process-oriented units, vast differences exist in perception among different levels and parts of the unit Hofstede (2011). JOB ORIENTED VERSUS EMPLOYEE ORIENTED Job oriented assumes responsibility for the employees job performance, while employee-oriented cultures assume a broad responsibility for their members wellbeing. At the level of individual managers, the distinction between job orientation and employee orientation has been popularized Blake and Moutons Managerial Grid (1964). PROFESSIONAL VERSUS PAROCHIAL Professionals usually imply the highly educated members identified primarily with their profession; while in Parochial, the members derive their identity from the organization for which they work. This is widely known as local versus cosmopolitan. OPEN SYSTEM VERSUS CLOSED SYSTEMS This dimension refers to the common style of internal and external communication, and to the ease with which outsiders and newcomers are admitted. It shows that organizational openness is a societal characteristic which means organization cultures also contain elements from national culture differences. TIGHT VERSUS LOOSE CONTROL This dimension deals with the degree of formality and punctuality within the organization; it is partly a function of the units technology: as most companies tend to show tight control, while others like advertising agencies show loose control. PRAGMATIC VERSUS NORMATIVE This last dimension describes the prevailing way of being flexible or rigid in dealing with the environment, particularly with customers. This dimension measures the degree of customer orientation, which is a highly popular topic in the marketing literature Hofstede et al. (1990). 4.3. ANALYSIS OF THE MODELS AND CHALLENGES OF NC AND OC DIFFERENCES By analysing the above cultural models as postulated by Hofstede, in the four dimension models we can identify differences in power distance, uncertainty avoidance, individualism/collectivism and femininity/masculinity between Canada and China which both companies represent. For the six dimensions models, CNOOC has process oriented culture with beurocratic routines while Nexen is more result oriented having concern for outcomes (www.nexeninc.com). Also Nexen culture are more job oriented while CNOOC have employee oriented culture with broad responsibility for their members wellbeing (www.cnoocltd.com). These cultural differences as illustrated creates challenges of conflicts, costs, and difficulties Hosted (1980; 2001). The cultural differences are also responsible for challenges and obstacles to achieving integration benefits Bjorkman, Stahl, Vaara (2007). It leads to decrease in shareholders value Datta and Puia (1995). It can complicate post acquisition integration and resource sharing Brock (2005). It causes human resource challenges like feeling of uncertainty and insecurity, causing culture clash and negative emotional reactions of employees towards acquisition Elsass and Veiga (1994) and culture collision Cartwright and Cooper (1993). They also lead to communication problems, ego clashes, inter-group conflicts, low employee morale, poor performance and ultimately retention Adkins and Caldwell (2004). However, these challenges can be mitigated by applying management practices and strategies. 4.4. STRATEGIES FOR MANAGING CULTURAL CHALLENGES Managing the challenges of national and organisational culture involves applying management practices or strategies by managers to reduce the challenges. The strategies are as follows: CULTURE INTEGRATION It involves the varying extent to which we can integrate more than one cultural perspective, mind-set, and behaviour into ones identity and worldview. It implies being able to move easily among cultures. It highlights the central importance of developing leaders and managers to the point where they have an ethno-relative experience of cultural difference Randy and Jacob (2009). SYNERGY APPROACH The approach involves adopting the strategy of managing the differences in culture. This implies recognising the challenges and using them to their advantage, rather than ignoring or allowing the challenges to cause problems Adler (1997). Managers therefore should be taught how to respect culture differences at work and how to work with them to maximise the contribution of each employee Cascio (1998). RESPECT FOR HOST COUNTRY CULTURE This means accepting the cultural difference without any judgment. No particular culture should claim perfection over the other culture. Cultures are different and for people they represent the ability to manage life situations and conditions the way they are familiar with for a long time Anisha (2011). IGNORING THE CULTURAL DIFFERENCES The strategy implies a stage where the managers ignore the differences. It later becomes irrelevant as the managers and employees would be having good understanding about each others cultures and practices and they would have to respect the cultures. The employees and managers in this strategy feel that our way is the only way Adler (1997). CULTURAL ADAPTATION This strategy involves mutual understanding and simplification of complicated demanding processes of behaving in a different cultural condition. This step does not mean that the participating partner should give up their cultural background, but rather they should use their knowledge of their own culture to gain knowledge about the partners culture Anisha (2011). CHAPTER FIVE 5. CONCLUSION The challenges of national and organisational culture remain crucial in post-acquisition performance. Although CNOOC may experience many complex problems during the integration process, however the challenges of national and organisational culture differences can be very devastating. This is because most successes and failures of international acquisitions have been attributed to the challenges of cultural differences ( From the analysis of Hofstede cultural models we identify cultural differences between China and Canada which CNOOC and Nexen represent. For individualism/collectivism, it implies that Canadian employees are more independent of their organization, preferring freedom, whereas Chineese employees have a stronger sense of belonging to their organization. In power distance, China employees are more comfortable with structured hierarchical levels while Canada, on the other hand, prefer a more participatory style. With respect to uncertainty avoidance, Chineese tries to avoid risk and anxiety, while Canadians neither seek nor avoid ambiguous situations. In masculinity/femininity, China has medium/high masculinity culture whereas Canada has a medium/low masculinity culture. In terms of the organisational culture six dimensions models; there are cultural disparities between CNOOC and Nexen in the OC. Consequently, we can surmise that national and organisational culture differences are the biggest challenges that could affect international acquisition performance Hofstede (2001) such as that of CNOOC and Nexen. Thus, in order to mitigate these challenges, the recommendations below are made for the senior strategic team to adopt. CHAPTER SIX 6. RECOMMENDATION For CNOOC to enjoy sustained business performance in the acquisition of Nexen, the following recommendations are made to mitigate the challenges of NC and OC: Firstly, CNOOC should adopt culture management approach. This implies the process of developing or reinforcing an appropriate culture in the organisation Pretorius (2004). Culture management is also concerned with culture change, culture reinforcement, implementation and change management. The approach will achieve effective control of cultural difference challenges between CNOOC and Nexen. Secondly, culture training for employees is vital. It will sensitize them to the discriminations, biases and negative feelings of the diverse employees in the organisation Farren and Nelson (1999). Through training, employees can understand cultural diversity that exists between CNOOC and Nexen. Cultural training will also promote cooperation and coordination among employees to enable them live harmoniously and work comfortably. Thirdly, CNOOC should create awareness on cross cultural communication. This is because all levels of communication are affected by cultural dimensions like words, language, body language, gestures, etiquette dos and donts, clothing, gift giving, dining, customs and protocols William (2005). The knowledge of cross cultural communication is necessary because what may be considered perfectly acceptable and natural in China, can be uncultured or offensive in Canada. BIBLOGRAPHY BOOKS SOURCE Alvessson, M. (2004). Knowledge Work and Knowledge Intensive Firms. Oxford University Press, May 20th , 2004. pg102. Deal, T. E. and Kennedy, A. A. (1982). Corporate cultures: The rites and rituals of corporate life. Reading MA: Addison-Wesley. Cited in; Management An Introduction, by David Boddy with Steve Paton. Pearson Education Limited, 2011, Fifth Ed. Pg. 79. Hitt, M., Harrison, J. and Ireland, R. (2001). Mergers and acquisitions: A guide to creating value for stakeholders. Newyork: Oxford University Press. Copyright 2001, Pg5-6. Hofstede, G. (1984). International Differences in Work Related Values (2nd ed.) Beverly Hills CA: SAGE Publications. ISBN 0-8039-1444-X Hofstede, G. (1980). Cultures Consequences: International differences in work related values, 1980, p.25, Beverly Hills, CA: Sage Publications. JOURNALS AND ARTICLE SOURCE Adler, N. J. (1997). International Dimensions of Organisational Behaviour, Cincinnati, Ohio: South-Western College Publishing. Adkins, B. and Caldwell, D. (2004). Firm or subgroup culture: Where does fitting in matter most? Journal of Organisational Behaviour, 25 (8) pp. 969-978. Barney, J. (1988). Returns to biding firms in merger and acquisitions: Reconsidering the relatedness hypothesis. Strategic Management Journal, 9(S1), 71-78. Bjorkman, I., Stahl, G., and Vaara, E. (2007). Impact of cultural differences on capability transfer in acquisitions: The mediating roles of capability complementarity, absorptive capacity, and social integration. Journal of International Business Studies, 38: 658-672. Brock, D. M. (2005). Multinational acquisition integration: the role of national culture in creating synergies. International Business Review, 14(3): 269-288. Cascio, W. F. (1998). Managing Human Resources Productivity, Quality of work Life, Profits, Boston: McGraw Hill. Cartwright, S. and Cooper, C. L. (1993). The role of culture compatibility in successful organisational marriage. Academy of Management Executive, 7(2): 57-70. Datta, D. K. and Puia, G. (1995). Cross border acquisitions: An examination of the influence of the relatedness and cultural fit on shareholder value creation in U.S. acquiring firms. Management International Review, 35: 337-359. Elsass, P. M. and Veiga, J. F. (1994) Acculturation in acquired organisations: A force-field perspective. Human Relations, 47(4): 431-454. Erez, M. and Earley, P.C. (1993). Culture, Self Identity, and Work. Oxford: Oxford University Press. Fitzgibbon, J. E. and Seeger, M. W. (2002). Audience and metaphor of globalization in the Daimler Chrysler AG merger. Communication Studies, 53(1), 40-55. Hatch, M. (1993). The dynamics of organisational culture. Academy of Management Review 18: 657-694. Hofstede, G. and Bond, M. H. (1988). The Confucius connection: From cultural roots to economic growth. Organisational Dynamics, 14, 483-503. Hofstede et al., (1990). Attitude, Values and Organisational Culture: Disentangling the concepts. Geert Hofstede. Institute research on Intercultural Cooperation, Maastricht and Tilburg, the Netherlands. Hofstede, G. (1991). Cultures and Organisations: Software of mind. Intellectual Cooperation and its Importance for survival, Harper Collins, 1991, pp. 79. Kirkman, B. L., Lowe, K. B. and Gibson, C. B. (2006). A Quarter Century of Cultures Consequences: A Review of Emperical Research Incorporating Hofstedes Cultural Values Framework. Journal of International Business Studies; Washington, 37(3), 285-320. Lodorfos, G. and Boateng, A. (2006). The Role of Culture in the Merger and Acquisition Process. Management Decision, 44(10), 1405-1421. Marks, M. L. and Marvis, P. M. (1986). The Merger Syndrome. Psychology today, 20 (10), 36-42. Mauk, G. (1977). The daily power game, Martinus Nijhoff Social Sciences Division. Olie, R. (1990) Culture and Integration Problems in International Mergers and Acquisitions. European Management Journal, 8 (2), 206-215 Parsons,T and Shils, E. (1951). Toward a General Theory of Action, reprinted as Talcott, Shils, Tolman, Stouffer and Kluckhohohn et al., Towards a General Theory of Action: Theoretical foundations of social Sciencies, Transaction Publishers, 2001. Schein, E, H. (1985). Organisational Culture and leadership. San Francisco: Jossey Bass. Schein, E. (1990). Organisational Culture. American Psychologist, 45 (2), 109-119. Trice, H. M. and Beyer, J. M. (1984). Studying organisational culture through rites and rituals. Academy of Management Review, 9, 653-669. Trompenaars, F. and Hampden-Turner, C. (1980). Riding the waves of culture: understanding cultural diversity in global business. New York: McGraw Hill. INTERNET SOURCE Anisha, C. (2011). Managing Cross Cultural Differences: Strategies to overcome differences. Dept. of management Studies and Research, Gulbarga University, Gulbarga, Karnataka. June 30, 2011. http://www.indianmba.com/Occasional_Papers/OP252/op252.html last visited January 06th, 2013. CNOOC, Press release, (2012). CNOOC Limited enters into definitive agreement to acquire Nexen Inc. http://www.cnoocltd.com/encnoocltd/newszx/news/2012/2062.shtml last visited January 16th, 2013. Farren, C. and Nelson, B. (1999). Retaining Diversity, Executive Excellence, New Delhi: Sage, July, pg.7. http://www.delhibusinessreview.org/v_2n2/dbrv2n2e.pdf last visited January 12th, 2013. Lauren, K. (2012). Nexen to be acquired by Chinas CNOOC for $ 15.1B cash. July 23, 2012 http://www.therecord.com/news/business/article/766128nexen-to-be-acquired-by-china-s-cnooc-for-15-1b-cash last visited January 14th, 2013. Hofstede, G. (2001). Cultures Consequences: Comparing Values, Behaviours, Institutions and Organizations across Nations. Sage Publications. http://geert-hofstede.com/dimensions.html last visited January 18th, 2013. Hofstede, G. (2011). Dimensionalizing Cultures: The Hofstede Model in Context. Online Readings in Psychology and Culture, Unit 2. http://scholarworks.gvsu.edu/orpc/vol2/iss1/8 last visited January 13th, 2013. Nexen Inc, About us; CNOOC Acquisition of Nexen. http://www.nexeninc.com/en/AboutUs/CNOOCAcquisition.aspx last visited January 18th, 2013. Pretorious, W. (2004). The impact of organisational culture on effectiveness. May 08, 2005. http://www.upetd.up.ac.za/thesis/available/etd_3162004_131828 last visited January 15th, 2013. Randy, M. and Jacob, M. (2009). Leadership Practice for a Global Society, NASPA Pre-Conference Workshop, March 8th, 2009. http://www.docstoc.com/docs/77255010/Managing-Cultural-Differences-Global-Leadership-Strategies-for-the-21St-Century last visited January 17th, 2013. William Wardrobe, (2005). Beyond Hofstede: Cultural applications for communication with Latin American, Association for Business Communication Annual Convention. http://www.businesscommunication.org/convensionsnew/proceedingsnew/2005new/pdfs/13abc05.pdf last visited January 14th, 2013.

Analysis Of The Free-throw Shot :: essays research papers

Analysis of the Free-Throw Shot When deciding about a movement to study, I thought about many, and very few interested me. Then I decided to choose something that was very important to me. Shooting the basketball, and more specifically the technique in performing a free throw. I thought by looking more closely at the details of a movement I have been doing since a small child. I thought possibly I could learn something that would give me an advantage in my shot. The application of this particular movement is for shooting a free-throw, which is a stand still uncontested shot. There are a few rules that go with shooting a free-throw, such as you have to be behind the fifteen foot line, called the free-throw line, and you can't cross that until after the ball makes contact with the rim. When performing this skill you should also be aware of the other factors that could influence your accuracy in performing the free-throw. The rim is fifteen feet from the free-throw line on center. Also you should be aware of the fact you can fit three basketballs through the rim at the same time if placed together. Also the rim is ten feet high from the floor, meaning you have to make sure win shooting the ball, that the angle is higher than ten feet at its peak so then on its decent to the basket it will have a chance to go in. If you don't get it higher than ten feet it has no chance to go in. When you start talking all these angle's and trajectories, you can begin to understand why some people are accurate and some are not. Shooting free-throws is not a thing of chance or luck. It is something that takes repetition. To be a good free-throw shooter you need to have a repetitive action, not something that changes every time. Since the conditions are predictable it is very easy to become a good repetitive free-throw shooter. If you would be unsure about the correct movements, it would be beneficial to study the movements of someone who is one of the best at what you were studying. The best of our time would be Mark Price of the NBA. He has a career free-throw average over ninety percent, which by free-throw standards is very good. To give you an idea of how well that is, you need to examine the averages. If a person was to shoot over seventy percent for the year, they would be considered a decent free-throw shooter. Someone over eighty percent is

William Ramsay Essay -- essays research papers fc

William Ramsay William Ramsay was born on the second of October, in the year 1852. William, and his parents, William and Catherine, lived in Glasgow, Scotland. William Ramsay performed his work in his native town, until 1870 when he went to Tà ¼bingen and earned his doctorate in 1872. When returned to Scotland later that year, he became an assistant chemist at the Anderson College in Glasgow. Eight years later, he was appointed principal and professor of chemistry at London University, which held until his retirement in 1913.   Ã‚  Ã‚  Ã‚  Ã‚  Ramsay’s earliest works were in the field of organic chemistry. In his early experiments he showed that the alkaloids are related to pyridine, which he synthesized in 1876 from acetylene and prussic acid. Some of his first work was related with the study of a new Bismuth mineral, which was only recognized as a metal until the 18th Century. William Ramsay also verified Roland Eà ¶tvà ¶'s law for the constancy of the rate of change of molecular surface energy with temperature. Ramsay published his work in accordance to Dobbie, on the decomposition products of the quinine alkaloids. William was very successful and submitted many contributions to physical chemistry, being mostly on Stoichiometry and Thermodynamics. He also commenced the 1880’s with his work with Sidney Young on evaporation and dissociation.   Ã‚  Ã‚  Ã‚  Ã‚  In 1892, a British physicist named Lord Rayleigh asked chemists to explain the difference bet...