Cultural Diversity Ewareness Essay Example for Free

Cultural Diversity Ewareness Essay Many cultural differences abound in San Francisco’s educational institutions. The so many people of different races who live together in this side of the United Sates have quite a challenge trying to coexist because of their cultural differences occasioned by their differences in race, religion, gender, social status besides others. These differences pit the whites, Latinos, Caucasians, Black Americans and the physically challenged against each other in their day to day activities whether it is in the educational institutions, in church or in several other social organizations. A case in study here is the educational institution set up where these differences are so common they threaten to get out of control. All these groups live in a state of denial because they are not able to appreciate their cultural differences. Stereotyping coupled with worrying levels of intolerance has adversely affected social order in campuses since no one group is prepared to accept what they see as an act meant to devalue them from from an otherwise well- meaning different racial group. This has resulted in near total communication breakdown. One needs to be well acquainted with the several differences in the cultures of these students so as to be able to coexist without these unnecessary conflicts (Paul et al 1967). Black Americans and students from foreign countries mainly from Africa, Latin America and some Asian countries have most of the time had the going tough due to racial profiling. Discrimination is meted against them and their response is denial and defencse. A few respond to this challenge using minimization. Most cases of violent confrontations on many campuses in San Francisco are as a result of these differences which are more often than not ignored by the concerned authorities. Professionals handling students’ affairs should make every effort to infuse into students affairs work the needed skills that bring about multicultural competences, for example awareness and the knowledge together with the necessary skills so that the students can be able to work with fellow culturally different students in a way that bears meaning, relevance and productive ways (Pope, Reynolds Mueller 2004). Cross-cultural communication is a big issue here as the different racial groups speak a language that sometimes has words that do not exist in the vocabulary of the others or words that bear different meanings and this presents a case of communication on cross-purposes and therefore conflicts are bound to be frequent. We are talking about slang, idioms and dialects that are not common to all. A student from outside the U. S. will not fully understand the meanings of many words used by their native college mates occasioning a breakdown in communication. This age-group has its own set of language that deviates from the common language, the only one they know and this brings misunderstandings among them posing a threat to communication. The physically challenged do not fare well in many socio-cultural settings due to heir disabilities. They are left to maneuver through the tight and difficult programs in the educational institutions on their own. The frustration resulting from these acts of abeism makes them react by way of misplaced aggression (Jaime 2004). To this, they respond by coiling to a corner to give the strong way, and so do some female students. College youth has serious intolerance for some religions especially Islam. Most of them in this region few and associate it with terrorism, which is a very harsh term to a fellow student, but still they cannot avoid using it against students from some Asian countries or those from a similar origin. Counseling needs to be given priority in resolving these various differences and biases. REFERENCES Jaime, (2004). Toward Multiculturalism: A Reader in Multicultural Education; Newton, Ma, Intellectual Resource Corporation. Paul et al, (1967). Pragmatics of Human Communication: A History of Interactional Patterns, Pathologies and Paradoxes. New York, W. W. Norton. Pope, Reynolds and Mueller, (2004). Multicultural Competence in Student Affairs; San Francisco, CA.

An Analysis of The House on Mango Street :: House Mango Street

An Analysis of The House on Mango Street In the novel, The House on Mango Street, Sandra Cisneros describes the problems that Latino women face in a society that treats them as second class citizens. A society that is dominated by men, and a society that values women for what they look like, and not for what is on inside. In her Novel Cisneros wants us to envision the obstacles that Latino women must face everyday in order to be treated equally. In the Book women are looked upon as objects by men whether they are boyfriends, friends fathers or husbands. The girls in the novel grow up with the mentality that looks and appearance are the most important things to a woman. Cisneros also shows how Latino women are expected to be loyal to their husbands, and that a husband should have complete control of the relationship. Yet on the other hand, Cisneros describes the character Esperanza as being different. Even though she is born and raised in the same culture as the women around her, she is not happy with it, and knows that someday she will break free from its ties, because she is mentally strong and has a talent for telling stories. She comes back through her stories by showing the women that they can be independent and live their own lives. In a way this is Cinceros' way of coming back and giving back to the women in her community. The Latino women and girls in the novel are extremely concerned about their appearances, because they feel that if they aren't attractive then they won't be noticed by men, and they are raised to believe that they need a man to fulfil their life, and that they need a husband to support them, and if they don't look attractive then they are not going to be noticed, and if they are not noticed, then they think they won't end up getting married. A good example of this is Marin. When Marin talks about a real job Marin says that the best place to work is downtown, not because of the work that is there, but because "you always get to look beautiful and were nice clothes." She also tells the girls that the only thing that matters is if your skirts are short, and your eyes are pretty, so that you are noticed by guys.

Laura Ashley Holdings Plc Essay

1) How have changes relating to management and organisational structural affected a global organisation of your choice, over the last 75 years. Relate your findings to growth, distribution, and various external influences and strategies. 2) Undertake a SWOT analysis and explain its relevance in relation to your company and/or its sector Word Count 1250. Harvard Style Referencing. Bibliography Required. Global organisation Laura Ashley Holdings Plc has suffered differing fortunes since Bernard and Laura Ashley founded it in the 1950s. It has been involved in the designing, manufacturing, distribution and selling of garments, accessories, perfume, gift items, fabric, wall coverings, bedding, lighting, and furniture. Famed for its floral prints, the chain was highly successful during the early and mid 1980s but things changed in the early 1990s when various management and structural problems as well as those relating to growth, distribution, and various external influences such as global recession surfaced Laura Ashley herself died in 1985. There is a notable difference in the organisation up to and after this year. Up to 1985, it was a simply structured, steadily expanding organisation operating in a non-complex environment (complexity arises when there are numerous complicated environmental influences [Johnson and Scholes, 1989]). In the months and years after, many changes took place. Laura Ashley went public in flotation, acquired other companies involved in areas such as knitwear and perfume, made heavier investments in manufacturing and information technology (IT), moved towards segmentation with Mother and Child shops, exclusively home furnishing shops and unit shops (franchise operations). The organisation moved gradually away from vertical integration (it had always manufactured and delivered all goods itself) – The Guardian reported that Laura Ashley was withdrawing from manufacturing by the end of the year in 1998. In order to facilitate growth, there was a shift from the simple functional organisational structure to a more complex divisional structure (which was  re-organised with every change of leadership). The most notable chief executives of Laura Ashley who were in place whilst and after problems developed were Jim Maxmin (1991-1994) and Ann Iverson (1995-1997). Each of these people were responsible for major overhauls within the organisation. Vora (1998) states, â€Å"Laura Ashley has undergone various restructuring strategies and umpteen management upheavals, all to no avail, and all of which have decimated shareholder value and abused the brand name†. As highlighted above, the major problems of Laura Ashley began to manifest in the late 1980s and early 1990s. The first fall of profits were reported in the year to January 1989. It is important, then, to look at its success before this – from its beginnings in the 1950s to 1985. One area to naturally consider is the key success factors of the organisation for this period i.e. what specifically can its success is attributed to. Key success factors are what an organisation must do well in order to be successful, be an effective competitor and satisfy stakeholder requirements (Thompson, 1997). Bearing this in mind, the key success factors of Laura Ashley up to 1985 are identified as high quality production, innovative designs, good brand management (the ‘Laura Ashley’ name was and is strong), well placing of stores, creation of good atmospheres in stores, general design and creative competencies, staff training, creation of a vertically integrated structure and oper ation within a simplistic organisational structure in general. Also, the Group’s IT capabilities factored into the success as it was a source of competitive advantage e.g. they were an early adopter of electronic point of sale (Heath, 1996 as cited by Johnson and Scholes, 1999). These factors may also be interpreted as strategic excellence positions (SEP’s), which can be described as the capabilities, which allow an organisation to produce better than average results in comparison with competitors (PUmpin, 1987). Thompson (1997) presents a particularly useful model that can be helpful in explaining the success of Laura Ashley up to 1985. The EVR congruence model, by Thompson, considers if an organisation is being managed effectively with regards to strategy. It represents the matching of an organisation’s resources (for Laura Ashley these would include plants, vehicles, IT systems  and locations) to the key success factors dictated by the environment (external factors such as opportunities and threats, stakeholders, competition etc). A determinant in matching these is the values of the organisation (again, in the case of Laura Ashley, these would include the lifestyle they promote/project, shop designs and atmospheres, product designs, the brand, staff training policy and the ‘family’ culture). If the congruence (fit) between these three areas is great, then this indicates effective management of resources (Hamel and Prahalad [1993] comment that it is important for organ isations to manage resources well in order to achieve objectives), strategy formulation and all-round success. It can be argued that the success of Laura Ashley up to 1985 can be attributed to greater EVR congruence. That is such things as the number of shops and plants, distribution systems, stakeholders, threats (including competition), products, level of vertical integration and so on fit together well in relation to the size, structure, culture and speed of growth of the organisation then. The key success factors are also indicative of this congruence. So that they can be developed to help ensure both present and future success, it is important key success factors are recognised and understood. One particular way Laura Ashley could do this is through a SWOT analysis. This reviews an organisation’s internal strengths and weaknesses and opportunities and threats in the external environment (Cole, 1996). This may be done for a particular moment in time or as an overview encompassing the past and present. As made clear, Laura Ashley has faced much change during its existence. Opportunities and threats come about as a result of constant change and the SWOT analysis can help to identify these and internal strengths and weaknesses relevant when dealing with change (Johnson and Scholes, 1989). This SWOT analysis can be used in relation to analysing the problems faced by Laura Ashley in the late 1980s and throughout the 1990s. They can be greatly attributed to the weaknesses and threats identified. For example, fluctuations in the economy had a knock-on effect on the sale of property and hence on the sale of household furnishings. Also, high borrowing, wastage and forced discounting meant that, despite sales increases, shops were making a loss. The reorganisations in 1988, 1991 and twice in 1995 had their effect too – they were costly and highlighted inefficiency. Chandler (1977) states that structures are not adapted until pressure of inefficiency forces the change and that this change process is usually a painful one – often carried out by a different chief executive each time. Upon and after his appointment in 1991, Jim Maxmin found that the organisation lacked a core identity, clear strategies, empowered staff, thorough market research, efficient logistics , and many problems in the US such as limited growth, poor management and delivery problems. He responded with his ‘Simplify, Focus and Act’ programme. This included reorganisation, institution of a Global Operations Executive (GOE) and Global Collection Development (GCD) which aided globalisation and marketing, encouragement to empower staff, an alliance with Federal Express Business Logistics to improve delivery and distribution systems, sourcing half of the organisations manufacturing to  the Far East (rather than in-house in Britain) and management replacement in the US. Before leaving Laura Ashley in 1994, Jim Maxmin commented that â€Å"throughout the entire organisation, people has embraced the principles of the Simplify, Focus and Act programme and set about sorting out the operational problems which have plagued Laura Ashley† (Maxmin, 1993 as cited by Warnaby, 1994). Ann Iverson was appointed chief executive of Laura Ashley in 1995. She was to spearhead the rush into the US and revamp the product range (Teather, 1999). Her observations found various problems – all of which can again be attributed to identified weaknesses. It was found that the product range was too broad, there was no ‘unified’ look to match globalisation, the supply chain was inefficient and problems continued in the US. Ann Iverson’s response included strengthening the alliance with Federal Express Business Logistics, opening larger stores in the US and reviewing marketing and sales. These changes were considered to be good as Laura Ashley restored dividend payments in 1996 for the first time since 1989. Ann Iverson was dismissed in 1997, however, mainly due to continuing problems in the US and the organisation’s image (Keynotes, 1997). Each of the changes mentioned came about from the organisation’s particular strengths (as identified) at the time. For example, whilst such things as restructuring and shop closures were happening, the strong name of Laura Ashley and strong customer loyalty were greatly relied upon. Bowman and Asch (1987) comment that the strengths of an organisation are a if not the determinant in how it handles weaknesses, opportunities and threats. Opportunities open to the organisation in dealing with its various problems can be identified as the opportunities in the SWOT analysis. Opportunities change and differ over time. For example, the alliance with Federal Express Business Logistics resulted from available opportunities at the time. A possible opportunity in the early 1990s would have been a speedier move away from vertical integration for example. Laura Ashley became totally vertically integrated in the 1970s and continued  to be so though gradually moved away from this in the 1990s – completely in 1998. Vertical integration can be backwards e.g. manufacturer purchasing/owning supplier and forwards e.g. manufacturer purchasing/owning retailer – Laura Ashley was both backwardly and forwardly vertically integrated – everything from the supplying of materials and manufacturing to distribution and retail. The main benefits of this throughout the organisation’s development included greater control, greater ability to differentiate, the opportunity to achieve economies of scale (higher margins), assurance of supply and greater synergy. Despite this, there were numerous disadvantages particularly that it was costly and greatly increased operational leverage as well as the need to keep up with technological change. This tied up capital having long-term affects. It meant that there was not full concentration of key strengths (design and retail) on which key success factors are dependent (Thompson, 1997). Furthermore, vertical integration was inflexible (cheaper manufacturers could not be sourced) and sensitivity to decreases in sales increased. It was the cost aspect that had the greatest impact – particularly in the face of costly expansion (especially in the US). Warnaby (1994) comments that vertical integration was responsible for financial problems in the early 1990s. The costs of vertical integration had an impact on the organisation’s ability to successfully expand internationally. Perhaps with the exception of a distinctive product look and the adoption of a divisional structure, Laura Ashley did not expand internationally applying Treadgold’s keys/strategies – each was applied/introduced incrementally as problems arose to highlight the need e.g. it was not until 1995 when Ann Iverson felt the need for a unified product look. This is indicative that the organisation was not particularly capable of embarking on such ambitious international expansion as it did. This is highlighted by the numerous problems faced by the organisation e.g. poor marketing/marketing strategy, inefficient logistics and lack of direction and clear strategy. Additionally, the paternalistic management style was not suited to rapid expansion and this coupled with high finance demands from vertical integration, reorganisation and early acquisitions further indicate poor planning in terms of development Laura Ashley has faced so many problems throughout its existence. Problems owing to management, organisational structure, logistics and rapid international expansion continuously came and went. In 1998 bankruptcy looked imminent but an injection of ?44 million in equity capital by Malaysian businessman Dr Kay Peng Khoo (giving his MUI property company 47.5% share ownership whilst the Ashley family retained just 9% [Gibbs, 1999]). He installed Ng Kwan Cheong as chief executive who made changes including the disposal of the problematic North American franchise (retail operations were sold to a management buyout team for $1 at the end of July, 1999 [Gibbs, 1999]), targeting of younger markets and investment in e-commerce (Abdullah, 2000). However, all of these changes looked to have no major impact in the Group’s success with sales steadily decreasing from 1998. Whether or not Laura Ashley manages to achieve the sort of success it enjoyed in the early 1980s under its new management remains to be seen – as does its survival. Chief Executive Ng Kwan Cheong refrained from placing false hopes, commenting in March of 2000 – â€Å"We have a lot of things to do. All I can say is we are moving in the right direction and things are changing† (Cheong, 2000 as cited by Abdullah, 2000). REFERENCES Texts  · Bowman, C. and Asch, C. (1987). ‘Strategic Management’. Macmillan Education.  · Chandler, A.D. (1997). ‘The Visible Hand: The Managerial Revolution in American Business’. Harvard University Press.  · Cole, G.A. (1996). ‘Management Theory and Practice’ (5th Edition). Letts Educational.  · Johnson, G. and Scholes, K. (1989). ‘Exploring Corporate Strategy: Text and Cases’. Prentice Hall.  · Johnson, G. and Scholes, K. (1999). ‘Exploring Corporate Strategy: Text and Cases’ (5th Edition). Prentice Hall.  · PUmpin, C. (1987). ‘The Essence of Corporate Strategy’. Gower.  · Thompson, J.L. (1997). ‘Strategic Management: Awareness and Change’. International Thomson Business Press. Journals and Publications  · Hamel, G. and Prahalad, C.K. (1993). â€Å"Strategy as stretch and leverage†. Harvard Business Review, 71, March-April, pp75-84.  · Keynotes (1997), ‘Keynote Market Report – Clothing Retailing’, 1997 Reports, p23.  · Treadgold, A. (1991) ‘Dixons and Laura Ashley: Different Routes to International Growth’. International Journal of Retail and Distribution Management. Vol. 19(4), pp13-19.  · Warnaby, G. (1994). â€Å"Laura Ashley – An International Retail Brand†. Management Decision, Volume 32 (3). Other  · Abdullah, S.A. â€Å"Turning around Laura Ashley†. http://adtimes.nstp.com.my/archive/mar3.htm (09 December 2000).  · Gibbs, G. (1999) â€Å"Laura Ashley bids farewell† The Guardian Unlimited Archive. http://www.guardianunlimited.co.uk/Archive/Article/0,4273,3904775,00.html (18 December 2000).  · Teather, D. (1999) â€Å"Banks push Laura Ashley to quit US† The Guardian Unlimited Archive. http://www.guardianunlimited.co.uk/Archive/Article/0,4273,3855892,00.html (18 December 2000).  · Vora, K. (1998) â€Å"Lessons from Laura Ashley†. The Motley Fool: The Daily Fool, Evening Fool – Tuesday, 03 March 1998, (online) (cited 04 January 2001). http://www.fool.co.uk/DailyFool/1998/DailyFool980303.htm . BIBLIOGRAPHY Texts  · Cole, G.A. (1997). ‘Strategic Management’ (2nd Edition). Continuum.  · De Wit, B. and Meyer, R. (1994) ‘Strategy Process, Content, Context: An International Perspective’. West Publishing.  · Hatch, M.J. (1997). ‘Organization Theory’. Oxford.  · Palmer, A. and Hartley, B. (1996). ‘The Business and Marketing Environment’ (2nd Edition). McGraw-Hill.  · Palmer, A. (2000). ‘Principles of Marketing’. Oxford.  · Porter, M.E. (1980) ‘Competitive Strategy – Techniques for Analysing Industries and Competition’. The Free Press.  · Porter, M.E. (1985) ‘Competitive Advantage – Creating and Sustaining Superior Performance’. The Free Press.  · Wild, R. (1994) ‘How to Manage’ (2nd Edition). BCA. Other  · Framed-Art Wholesale. â€Å"Laura Ashley – The History† http://www.framedartwholesale.com/aboutLA.htm (20 December 2000).  · Herzog, J. (1997) â€Å"Laura Ashley closure a strategic decision†. Daily Yale News Online – Friday, 12 September 1997, (online) (cited 20 December 2000). http://www.yale.edu/ydn/paper/9.12.97/I-1lauraashley.html .  · Hoover’s Online. â€Å"Laura Ashley Holdings Plc Company Capsule† Companies and Industries http://www.hoovers.co.uk/uk?capsule/5/0,3042,90245,00.html?referer= (20 December 2000).  · Wetfeet. â€Å"Laura Ashley Holdings Plc† Company Profiles. http://www.wetfeet.com/asp/companyprofiles.asp (18 December 2000).  · Wright Investor’s Service. â€Å"Research Report: Laura Ashley Holdings Plc† Corporate Information http://profiles.wisi.com/profiles/scripts/corpinfo2.asp?cusip=C826EG930 (18 December 2000).

Business - 614 Words

Case study Submission details |Candidate’s Name | |Candidate ID | | |Assessor’s Name | | |Assessment Site | | |Assessment Date/s | |Date | | The Assessment Task is due on the date specified by your assessor. Any variations to this arrangement must be approved in writing by your assessor. Submit this document with any required†¦show more content†¦Robert was going to hire 14 more administrative staff and 17 more delivery personnel to operate the various locations in Canberra, Melbourne and Brisbane. He also decided to replace all computers within the business and purchase more computers due to the new locations. There were so many computers brands on the market, and so many different styles and speeds of computers. All Robert knew was that he needed desktops for the administrative staff, laptops for his sales staff and PDAs (personal digital assistant) for his delivery personnel. Robert did not understand computers, but was going to research the desktop, laptop and PDA markets to determine his needs. Robert’s organisational requirements were: †¢ 20 brand new desktops †¢ 13 brand new laptops which were the lightest on the market. †¢ 50 PDAs with the latest GPS tracking. †¢ Purchase these items in the one location - if possible – to ensure discounts. He was going to conduct both online and non-electronic research. However, he did not know which websites would be best, or which places were best to view computers and PDAs. Questions Question 1 How can Robert ensure that his research is valid and relevant to his requirements and make efficient use of available resources? Question 2 When RobertShow MoreRelatedBusiness Analysis : Business And Business2361 Words   |  10 PagesEach business has products or services they want to sell to consumers, whether this is the man on the street or a multi-nation organisation, the difference in which person they targets will depend on what the product or service the organisation is offering Business to Business Business to business markets is, for example where to company engage in a transaction of a product or service, this could be a waste management company removing waste from a warehouse that produce a vast amount of waste. AnotherRead MoreBusiness Plan For A Business840 Words   |  4 Pagesâ€Å"Business plans are statement of a business goals, reason they are attainable and plans on meeting it’ (FoxBuisness, 2013). A business plan maps the course and gives a detail plan on how these goals are achievable. It is also important to establish a solid business plan for funding. 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Read MoreBusiness3599 Words   |  15 Pagesa selected business, suggesting potential improvements 7 4.1 Delivering customer service in a business 8 4.2 Review own performance in the delivery of customer service and recommendations for improvements 9 Conclusion 9 References 10 Introduction The objective of a business is to make profit and maximize its wealth and to ensure the customer satisfaction with which the business operates its activities. Customer satisfaction is a very important factor for surviving in the business world. Proper Business - 614 Words The Analysis of Leadership Case Problem A – The Global Insurance Tag Team Identify the teamwork problems that Calvin might be facing Calvin is the director of disaster insurance at a global insurance company and he has his own large department which located in New York. He is also the team leader of ten different representatives around the world. Each team member is responsible for encouraging the sales representatives in offices around the globe to sell disaster insurance. (Dubrin, 2010). Being a team leader of 10 different representatives, Calvin is facing teamwork problems of communication, organization and structural problem, as well as personnel issues. Firstly, his team member do not realize their roles or their lack of†¦show more content†¦Also, he should maintain communications by phone, email and Skype more frequently to share team members’ sales information and progress. What might Calvin do to provide stronger leadership to his global team? Calvin could set up a goal which gives his team members a vision that their task is meaningful to tem and resonate with the value of each team member. Besides that, he would try to ensure that diversity in the team is understood, appreciated, and leveraged. These two strategies would inspire team members to contribute coordinated efforts. To encourage his team member perform better, Calvin could arrange one or two face-to-face meetings every year. Face to face meeting would be the best way for human interaction which enable Calvin receive feedback from his team members directly. Conclusion Calvin is the director of disaster insurance at a global insurance company and the team leader of 10 representatives around the world. He encountered some problems within his team including communication, organization and structural issues. His representatives are not well aware of their roles in their team. So Calvin should practice E-leadership to fix these problems and improve his team members performance. References Chapter 9: Developing Teamwork [Powerpoint slides]. Cengage Learning (2010). Retrieved fromShow MoreRelatedBusiness Analysis : Business And Business2361 Words   |  10 PagesEach business has products or services they want to sell to consumers, whether this is the man on the street or a multi-nation organisation, the difference in which person they targets will depend on what the product or service the organisation is offering Business to Business Business to business markets is, for example where to company engage in a transaction of a product or service, this could be a waste management company removing waste from a warehouse that produce a vast amount of waste. AnotherRead MoreBusiness Plan For A Business840 Words   |  4 Pagesâ€Å"Business plans are statement of a business goals, reason they are attainable and plans on meeting it’ (FoxBuisness, 2013). A business plan maps the course and gives a detail plan on how these goals are achievable. It is also important to establish a solid business plan for funding. 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ProperRead MoreIs Profit the Only Business of Business?3287 Words   |  14 PagesArguments Concluding Arguments A discussion of the three models surrounding Corporate Social Responsibility A discussion of the three models surrounding Corporate Social Responsibility Outline Outline is profit the only business of business? is profit the only business of business? The Stakeholder Model, that was developed my R. Edward Freeman, and states that collectivist ends can be attained without collectivist needs. It is important to distinguish a stakeholder from a stockholder. A stakeholder