The Heart and Christian Bernard Essay Example for Free

The Heart and Christian Bernard Essay The Heart and Christian Barnard Christian Barnard, the man who performed the first human heart transplant. Christian Barnard was born in Beaufort West, South Africa on November 8, 1922. He was the fourth of five sons. His father was Adam Hedrick Barnard who was a reverend in the Dutch reformed church, he preached to a non-white congregation. His mother was Maria Elisabeth Deswart Barnard who had been a school teacher before marriage. Both parents were also Afrikaner missionaries. Christian Barnard grew up in a poor environment in Beaufort West, a town on South Africa’s semi-arid Great Karroo plateau. Christian Barnard attended a local high school he went on and received an M. D. degree from the University of Cape Town in 1953. He received a Ph. D degree from the University of Minnesota in 1958. He returned to the University of Cape Town in 1958 to teach surgery. He specialized in open-heart surgery and in designing artificial heart valves. The first human heart transplant was performed on December 3, 1967, transferring the heart of a 25 year old woman into the body of Louis Waskansky , a 55 year old grocer. He died 18 days later due to double pneumonia as a result of his suppressed immune system. The second transplant was on January 2, 1968 which was for Philip Blaiberg, who lived for 563 days after the operation. Christian Barnard spent the beginning of his adult life in the United States where he gained recognition for research in gastrointestinal pathology and later went back to South Africa and introduced open-heart surgery to that country and designed artificial valves for the human heart. Christian Barnard made a huge impact and contribution to healthcare when he attempted and accomplished the worlds first human heart transplant which was a huge success in the medical field. His accomplishment led to further investigation in heart transplants and which now is a normal surgery that is performed all around the world today. Christian Barnard had been bothered by rheumatoid arthritis since he was young, and advancing stiffness in his hands forced his retirement from surgery in 1983. He took up writing, however, and wrote a cardiology text, an autobiography, and several novels, including a thriller about organ transplants. He passed away on September 2, 2001. Christian Barnard has made a huge impact on healthcare and the study of medicine. Christian Barnard is a hero to me because he was brave enough to take a chance and put his reputation on the line to make a difference. Christian Barnard’s contribution to health care has changed the years to come in medicine and his contribution will always be remembered.

Finite and Non-Finite Verb

Finite and Non-Finite Verb Finite and Non-Finite Verb   Learning Objectives I will learn : how to distinguish between Finite and Non-Finite Verbs Infinitives, Participles and Gerunds Introduction Read the sentences given below: I am writing. You are writing. They were writing The verbs are different in the three sentences. This is because the verb is controlled by the number, person and tense of the subject. Therefore they are finite verbs. A finite verb is controlled by the number of the subject. If the subject is singular, the verb is singular. If the subject is plural the verb is plural Example : The boy runs fast. (subject is singular) The boys run fast. (subject is plural) A finite verb is controlled by the person. Example : I go to the gymnasium on Sunday. (I First Person) He goes to the gymnasium on Sunday. (He Third Person) A finite verb is controlled by the tense. It can be in the past, present or future tense. Example : She lives in Kolkata (Present Tense) She lived in Kolkata (Past Tense) Try Your Hand 1( H3) Pick out the finite verbs in the following sentences: She kept the plates in the sink. Looking at both sides, he crossed the street. The curtain is flying in the wind. Many of us will sign the petition. They are eager to join our club. It was raining heavily when I left. Rolling stones gather no moss. I have requested him to come. I enjoy reading books. Alighting from the aircraft she switched her mobile phone on. Now read the sentences given below: I enjoy listening to music. You enjoy listening to music. They enjoy listening to music. The verb 'listening' is not controlled by the number, person and tense of the subject. Therefore it is a non-finite verb. Take a look at a few more sentences: I like to swim every evening. He likes to swim every evening They liked to swim every evening. The verb 'swim' remains unchanged whatever be the person, number and tense of the subject. On reading these sentences we see that some non-finite verbs end with -ing and some have to before them. Try Your Hand 2 (H3) Read the sentences given below and state whether the highlighted verbs are finite or non-finite: He was drawing a picture in his notebook. He wanted to draw a cartoon. Keeping her bag on the floor, she ran out. They wanted to meet the head teacher. I polish the silver ear-rings regularly. The weeping woman appealed for help. She had spoken the truth, but we had found it hard to believe her. Non -finite verbs are of three kinds : 1 Infinitives 2.Participles 3. Gerunds In this lesson we shall take up the Infinitive. Read the given sentences: I like to sing She tried to help the old man. 'To sing' and 'to find' are infinitives. The infinitive is the base form of the verb and it often has 'to' before it. Try Your Hand 3 (H3) Pick out the infinitives in the given sentences: To find fault is easy. I did not want to scare him. The best course of action would be to take leave. She phoned to speak to my father. In order to get a job he left college. He had no choice but to travel to Chennai. The young man rose to address the gathering. After certain verbs, such as bid, let, make, need, dare, see, hear, the infinitive is used without 'to' Example : Let us go for a picnic. She saw her brother win the race. He makes me read the lesson aloud. Try Your Hand 4 (H3) Pick out the infinitives in the given sentences: They need not cook today. He bid me sing a song. Let them draw whatever they want. The children saw her buy food. She is making him revise the lesson. They heard her speak to the policeman on duty. I dared not look into the room. Infinitives can be used to join sentences. Look at the examples given below. Ravi spoke the truth. He was not afraid to do so. These two sentences can be combined to form one sentence: Ravi was not afraid to speak the truth. We see that one of the main verbs 'spoke' is changed into the infinitive 'to speak' and used to combine the sentences. Take a look at another example. He remained inside the burning house. He wanted to rescue all the children. This pair of sentences will change to : He remained inside the burning house to rescue all the children. We see that an infinitive 'to rescue' which was already present in one of the sentences has been used to combine the sentences. Try Your Hand 5 (H3) Combine each pair of sentences by using an infinitive. We started running. We wanted to reach the station on time. Every school has a Principal. He decides how the school will function. The old man gave his servant one thousand rupees. He wanted to reward him for his faithful service. He is determined to attain a high post. He works day and night for that purpose. She collects old cook books from various parts of India. This is her hobby. They must write a letter of apology. That is the only way to avoid punishment. She goes to the hospital every day. She is always willing to look after needy patients. Quick Recap Finite verbs are controlled by the number, person and tense of the subject. Non-finite verbs are not controlled by the number, person and tense of the subject There are three kinds of non-finite verbs : Infinitives, Participles and Gerunds. Participles and Gerunds may be similar in form as both end with ing. Infinitives are usually preceded by 'to'. However there are infinitives that are not preceded by 'to'. Infinitives can be used to combine sentences Brush Up Your Grammar (H2) Revision 1(H3) In the following sentences pick out the finite verbs and the non-finite words. The first sentence has been done for you : Hearing the knock on the door, she ran to open it. Non- finite : Hearing Finite: ran I want you to keep the keys in the drawer. She saw the fishermen casting their nets. Rina stopped at the shop to buy something. They enjoy performing in front of a live audience. She read the instructions on how to bake a cake. I heard the man give instructions to the taxi driver. Her sparkling eyes revealed her excitement. He kept himself busy by teaching children. Please permit me to order the rest of the books Revision 2 (H3) Fill in the blanks with appropriate non-finite verbs: I decided _____ out of the hotel and take a walk. Suddenly a number of monkeys surrounded me and began ____ my purse away. ____ here and there for help, I spotted a banana seller who was setting up his stall. I waved to him and bade him _____ towards me. _____ about two dozen bananas he hurried forwards. I saw him ____ the bananas on the ground. Then he began ____ their attention by making clicking sounds. _________ my bag the monkeys rushed towards him. I made my escape but came back later______ him and ______ for the bananas. Revision 3 (H3) Work in pairs. One of you will ask the question the other will give the answer with the help of the clues in brackets. The first one has been done for you : Why did you go out? (buy some fruits) I went out to buy some fruits Why are you standing here? (greet the Chief Guest) Why will Rajni go to Chennai? (visit her aunt) Why did you sell your car? (buy a car) Why did you travel by plane? (save time) Why did you go to the bazaar? (buy grocery) Why did you spend an extra hour in school? (practise football) Why are you going to College Street? (buy second hand books) Revision 4(H3) Complete the sentences using the correct non-finite form of the verb given in brackets: I am sorry for ________ (speak) rudely to you. It gives me great pleasure ________ (inform) you that you have been selected. I want to start now _______ (complete) the project on time. I shall continue ______ (run) early in the morning. It was rude of him ______ (scream) at his mother. I must stop ______ (give) advice to every one. I almost came under the wheels of the _____ (speed) bus Try This 1 Make a list of 4 things that you enjoy doing Looking at the starry sky __________________ _________________- _________________ _________________ Now, make a list of things you must remember to do in the coming week To cover my text books __________ __________ __________ __________ Try This 2 Use non-finites to write a dialogue between two friends about a three day camping trip that both will be going for. You could begin like this : Seema : I am going for the school camping trip. Wendy : So will I. In fact I saw you write your name on the list. Seema : I have decided to take my transistor. Carrying it will be no problem.

Difference Between Common Market and Custom Union

Difference Between Common Market and Custom Union George Walles How does a common market differ from a custom union with respect to the dynamic effects of European economic integration? What may impede the transition from a customs union to a common market? This essay will be looking to identify how a common market differs from a custom union in respect to dynamic effects of European economic integration. After that, the essay will be looking at the sort of factors, which may impede the transition from a custom union to a common market. A custom union is where all obstacles of free movement of goods and services are removed and a common external tariff is agreed. A common market is union of partners with free movement of goods, services, and the addition of free movement of labour and capital. The Treaty of Rome in 1957 set out the intension of a legal basis for the start of the EEC and to establish a Common market (Nello 2012). Custom union theory mainly looks at the static effects of European economic integration; this can be shown through the welfare effect diagram (figure 1). In the home country, based on their domestic supply and demand the price would be at Ph. World trade prices would be at P3 where world supply plus a tariff is equal. At P3 the domestic economy would Produce Q2 and import up to Q3. However once a custom union is established the price will fall to P2 as this is the price at which the union partners sell at. Yet they are still not as productive as the world supply because if you exclude the tariff they would produce the good more efficiently at a price of P1. At the price P2, the home country now produces only Q1 and imports up to Q4. However, the home country gains from being in the custom union, areas X and Y are gains and are trade creation of which are larger than the losses from trade, which is area Z, which is trade diversion. Area X is the gains to the consumer due to the lower prices, while area Y is the gains to the producer because of greater efficiency. However the gains from a custom union are only predicted to be with just 0.15 percent increase in growth. The problem with this analysis is that it only shows the static effects of a custom union, and it is only looking at an individual industry and not the economy as a whole. There are a number of dynamic effects made by a custom union is respect of European economic integration. However, these dynamic effects are explicit to that of a firm or an industry and are similar or the same effects of which a common market has, due to both custom union and common market having free movement of goods and services. These effects are a reduction in Monopoly power and increased competition, reduction in the levels of x-inefficiency and the reaping benefits of economies of scale. The difference between custom union and common market is the free movement of capital and labour, this essay is going to concentrate on the free movement of capital. The free movement of capital is where capital controls and restrictions on the amount of currency that may be imported or exported are abolished (Deutsche Bank 2013). Figure 2 is going to illustrate a situation where there is no capital mobility to free capital mobility in a common market to look at its welfare effects. The native capital owners in Home lose since their reward has fallen from r0 to r. The amount they lose is measured by the rectangle A. The Home labour increases its income by area A plus triangle B, thus the total impact on Home citizens is positive at equal to area D. The Home country also gains from the extra capital flows as it raises total output by area B+C+D+E, while payment to the new capital is only equal to C+D+E, which is r times the capital flows. Moreover, Foreign output drops by D+E, while capital remaining in foreign sees its rewards rise from r*0 to r. The size of this gain is shown in the rectangle F, which is the change in r times the amount of capital left in the foreign country after integration. The total gains to foreign capital is area C+D+E, while the loss to foreign labour is area D+F. The Foreign country therefore gains from the capital outflow by an area equal to triangle C (Baldwin Wyplosz 2009:557). Thus to conclude from this diagram, Capital flows create winners and losers in both nations but collectively they both gain from free movement of capital. The main reason why is due to greater efficiency. For example, foreign capital was producing at r*0 which is inefficient but once there is free movement of capital it then produces at r0 in the Home country. Therefore, capital flows improve the overall efficiency of the EU economy of which the gains and losses are split between the member countries (Baldwin and Wyplosz 2009:558). Furthermore, free movement of capital makes it more profitable to invest into other members economies, this is backed up by the fact that the EU is the largest source and destination of FDI (Foreign Direct Investment) in the world (European commission 2014). The main reason for greater investment this is due to heightened efficiency in the EU zone as the same amount of capital and labour can produce more output, as was explained in the figure 2. Free movement of capital has positive dynamic effects, due to an increase in investment. The best way to show an increase in investment due to European economic integration is through the Solow growth mode. For example When Spain join the EU along with Portugal in 1986 they both had an increase in FDI, for example Portugal FDI was $274,036,105 in 1985 and by 1987 this almost doubled to $465,868,833 and in Spain FDI was $1,967,804,468 in 1985 and by 1987 it had increased dramatically to $4,570,700,793 (World Bank 2014). This increased investment because of the theory of the multiplier effect should lead to an increase in growth, which both Portugal and Spain experienced after EU entry. For example in 1985 Portugals growth was 2.8% by 1987 it had increased to 6.4% similarly Spain in 1985 growth was 2.3% and by 1987 it had increased up to 5.5% (World Bank 2014). Furthermore, Albu (2013) found that the EU, is characterized by complete liberalization of capital movement, foreign trade and economic growth in general were directly influenced by foreign direct investment increasing, this can be shown the diagram below. (Baldwin Wyplosz 2009) If European integration raises investment from S to S2, the inflow of the curve S(GDP/L) will rotate upwards as shown in figure 3 to S2(GDP/L). This change would alter the equilibrium K/L (capital/labour ratio) and at point C. This can be seen also by the movement form K/L to K/L (2). Furthermore, the rising K/L ratio would raise the output per worker from Y/L to Y/L (2). The difference between point B and D show the medium run growth bonus from joining the EU (Baldwin Wyplosz 2009: 224). This can be backed up by economist Richard Baldwin who predicted an increase in GDP within 3.1 percent to 8.1 percent in the UK and even higher in other EU economies once the single market was completed (Baldwin 1989: 265). The second part of this essay will be looking at what may impede the transition from custom union to a common market. It can be argued that the European union was a custom union right up to the late 1980’s because of the impediments of free movement of labour and capital, which some are going to be looked at now. According to Pelkmans (2001: 184) the financial capital market has been completely liberalised since the late 1980s. On the other hand, Molle (2006: 123) found a number of different forms of impediments to free movement of capital. For example the lack of tax harmonization, as differences in tax levels may distort the market as they induce investors to locate in countries which offer the highest tax adjusted profit rates. The European Commission (1996: 42) found that insufficient liquidity of local markets, exchange rate risks, the tax treatment of non-residents, local prudential and incorporation requirements, and national differences in company law were reported as still inhibiting or distorting capital movements. A example of difficulty with free movement of capital is regarding to the banking system in the 1988, where the main obstacles to establishing banks in other member states was a mixture of authorization procedures, capital endowment requirements and restrictions on foreign acquisition. This restriction is proved, as only 1 percent of member states banks were foreign in 1988 (Nello 2012). However, the Maastricht Treaty outlined that all restrictions on the movement of capital between member states and between member and third countries shall be prohibited (Molle 2006: 140). Another issue which impedes the transition of a custom union to a common market is the free movement of labour. There are both cultural and social reasons and economic, the cultural are issues such as having to learn a new language and a new way of life and having to get used to new surroundings, while having to move away from family and friends is also an issue for people because of tight relationships. The social problems exist due to the labour market being heavily regulated, and with member states having different laws on minimum wage, hiring and firing , flexible labour contracts and qualifications (Pelkman 2001:168). This diversity between members acts as a deterrent for people to migrate. Another form of impediment to a common market is diversity is the lack of mutual recognition of qualification completed by people at university or course of training has not kept up to pace with another members standard (The Social and Economic Council in the Netherlands 2001). There showing how a lack of common recognition of standards and qualifications can hinder labour mobility. As free movement is crucial to common market as the EU created the Schengen group in 1985, the main aim was to eliminate border controls. The original members of the Schengen group were Germany and France with all the members later joining (Nello 2012). However, Ireland and England opted out and Demark partially opted out, therefore there is not complete free movement of labour. Furthermore, there are also restriction imposed by the EU itself, for example, migration in the EU is in principle free. Yet when the EU was expanded in 2004, special provisions were temporally imposed on the ten new members to limit migration from these countries to the EU15, with similar policies imposed on Romania and Bulgaria in 2007 (Baldwin Wyplosz 2009: 250). Thus showing more examples of what can and has impeded the transition from a custom union to a common market. In addition to accept, a job a person must have accommodation, while a residence permit for foreigners can be refused or made hard to ge t (Molle 2009). In conclusion this essay looks at identifying the main differences in respect of the dynamic effects of European economic integration of a common market and custom union, of which were found to be greater efficiency, and greater investment between member states as shown with the Spain and Portugal example. Furthermore, by using the Solow growth model demonstrated how these changes have led to higher economic growth within the EU. The Essay also demonstrates how custom union theory only explains the static effects of European economic integration and microeconomic effects within an industry and firms. The essay also outlines a number of potential impediments that moving from a custom union to a common market can have on both the labour and capital mobility, but also gave empirical examples of these impediments taking place in the contemporary European Union. References Albu, L (2013) Foreign trade and FDI as main factors of growth in the EU. Romanian Journal of Economic Forecasting, 16 (2), PP. 7-17 Baldwin, R. (1989) The Growth Effect of 1992. Economic policy, 4 (2), pp. 247-281 Baldwin, R,. Wyplosz, C,. (2012) The Economics of European Integration. 4th Ed. Maidenhead: McGraw-Hill Deutsche Bank (2013) The Single European Market 20 years on. Frankfurt: DB Research European Commission (1996) Economic evaluation of the internal market.no. 4. Brussels: Commission of the European Communities European Commission (2014) Investment [online] available from http://ec.europa.eu/trade/policy/accessing-markets/investment/> [25 October 2014] McDonald, F,. Dearden, S. (2005) European Economic Integration. 4th Ed. Harlow: Prentice Hall Molle,W. (2009) The Economics of European Integration, Theory, Practice, Policy. 5th Ed. Aldershot: Ashgate Nello, S. (2012) The European Union Economic, Policies History. 3rd Ed. Maidenhead: McGraw-Hill Pelkman, J. (2001) European Integration Methods and Economic Analysis. 2nd Ed. Harlow: Prentice Hall The Social and Economic Council in the Netherlands (2001) Labour mobility in the European Union. Bezuidenhoutseweg: Social and Economic Council World Bank (2014) Foreign direct investment, net inflow (BoP current US$) [online] available from http://data.worldbank.org/indicator/BX.KLT.DINV.CD.WD?page=5> [25 October 2014} World Bank (2014) GDP Growth (annual %) [online] available from http://data.worldbank.org/indicator/NY.GDP.MKTP.KD.ZG?page=5> [02 October 2014]

Free Glass Menagerie Essays: The Characters’ Weaknesses and Strengths :: Glass Menagerie essays

The Characters' Weaknesses and Strengths in The Glass Menagerie In an interview, Tennessee Williams once said, "I have always been more interested in creating a character that contains something crippled... They have a certain appearance of fragility, these neurotic people I write about, but they are really strong." In Tennessee Williams' The Glass Menagerie, the strengths and weaknesses of the characters is the focus of the play. There have been several critics who have raised interesting points concerning this subject. Critic Judith J. Thompson takes the stance that Amanda's "embodiment of 'The Great Mother'" is blinded by her weakness of an unrealistic world (p. 17). She states that Amanda's character is made up of "the Good Mother, the Terrible Mother, the seductive young witch, and the innocent virgin" (Thompson 17). She supports her theory with the incident in which Amanda says that she had seventeen gentlemen callers in one day. Thompson goes on to say that the "exaggeration of the number of Amanda's beaux recalls fairy tale and legends of romance in which the princess is beleaguered by suitors until the ideal knight or prince returns" (17). Here, Thompson shows that Amanda's weakness is living in a sort of dream world which overwhelms her intentions of being a "Great Mother" (Thompson 17). A second critic, Joseph K. Davis, takes the stance that Laura's weakness overpowers her ability to be sensitive. Davis divides the dramatic pattern of The Glass Menagerie into two parts. Part of the pattern is "the dramatization of men and women by a display of their fragmented, tortured psychologies" (Davis 192). He states in his analysis of The Glass Menagerie: "His [Tom's] sister Laura tries to live in the present, but her crippled body and grim prospects in the secretarial school overcame her fragile sensibilities" (194). Davis implies that, like Amanda, Laura's weakness consumes her ability to live in reality and her sensibility, her one strength. A third critic, Tom Scanlan takes the stance that Tom's weakness is overcome by his strength. Tom is easily entrapped and persuaded into situations that he may or may not want to be which weakens his character but his strength is greater than this weakness. The critic states that "the reappearance of Tom as narrator force the reader back to the present" (Scanlan 99). He shows the reader that Tom's strength is the ability to keep in touch with reality. Free Glass Menagerie Essays: The Characters’ Weaknesses and Strengths :: Glass Menagerie essays The Characters' Weaknesses and Strengths in The Glass Menagerie In an interview, Tennessee Williams once said, "I have always been more interested in creating a character that contains something crippled... They have a certain appearance of fragility, these neurotic people I write about, but they are really strong." In Tennessee Williams' The Glass Menagerie, the strengths and weaknesses of the characters is the focus of the play. There have been several critics who have raised interesting points concerning this subject. Critic Judith J. Thompson takes the stance that Amanda's "embodiment of 'The Great Mother'" is blinded by her weakness of an unrealistic world (p. 17). She states that Amanda's character is made up of "the Good Mother, the Terrible Mother, the seductive young witch, and the innocent virgin" (Thompson 17). She supports her theory with the incident in which Amanda says that she had seventeen gentlemen callers in one day. Thompson goes on to say that the "exaggeration of the number of Amanda's beaux recalls fairy tale and legends of romance in which the princess is beleaguered by suitors until the ideal knight or prince returns" (17). Here, Thompson shows that Amanda's weakness is living in a sort of dream world which overwhelms her intentions of being a "Great Mother" (Thompson 17). A second critic, Joseph K. Davis, takes the stance that Laura's weakness overpowers her ability to be sensitive. Davis divides the dramatic pattern of The Glass Menagerie into two parts. Part of the pattern is "the dramatization of men and women by a display of their fragmented, tortured psychologies" (Davis 192). He states in his analysis of The Glass Menagerie: "His [Tom's] sister Laura tries to live in the present, but her crippled body and grim prospects in the secretarial school overcame her fragile sensibilities" (194). Davis implies that, like Amanda, Laura's weakness consumes her ability to live in reality and her sensibility, her one strength. A third critic, Tom Scanlan takes the stance that Tom's weakness is overcome by his strength. Tom is easily entrapped and persuaded into situations that he may or may not want to be which weakens his character but his strength is greater than this weakness. The critic states that "the reappearance of Tom as narrator force the reader back to the present" (Scanlan 99). He shows the reader that Tom's strength is the ability to keep in touch with reality.

Odysseus, The Hero :: essays research papers

An individual’s characteristics are the key to their behavior. Homer’s The Odyssey takes place about 700BC in the Mediterranean, near Greece. The epic tells of a man who left his home twenty years earlier to fight in the Trojan War. His mission now is to make his way home to Ithaca. Odysseus shows good and bad traits throughout the epic that influence his way home .   Ã‚  Ã‚  Ã‚  Ã‚  (65 words) The courage and wisdom of Odysseus help him survive through the whole epic. For example, Odysseus kills the Cyclops while the giant is asleep, even though the monster ate two men minutes before (P.110). Odysseus has courage to stand up for his beliefs and never lets the opinion of others keep him from doing what is right. Some think Odysseus shows his courage throughout the epic because he is proud and does not want to leave any job unfinished. Furthermore, Odysseus by plugs the sailors’ ears with wax when going through the Sirens, whose sweet singing lures sailors to there doom (p. 141). Odysseus often hesitates before acting, because he uses reason to evaluate the situation, which saves him and his men many times. Odysseus knows that there is no progress without the wisdom to back it up. Using courage and wisdom throughout life allows a person to see greatness in life. As great as he was, Odysseus still had some weaknesses, most importantly that of his pride and sensualness, that prolongs his voyage back to Ithaca. This is clearly evident in the episode on the Cyclopes’ Island when Odysseus and his men are safely away from the island when Odysseus brags about his exploits making Polythemus hurl giant boulders almost sinking the ship (P. 114). This incident hurt Odysseus more than just losing a few men, because Poseidon makes his travel home very long and arduous. This proud characteristic shows Odysseus has a lack of respect for others and that he is selfish. Furthermore, Odysseus stays with Circe for one year before his men remind him of home (p.

Type of Business

P1 – Describe the type of business, purpose and ownership of two contrasting business Help for heroes is a charitable company that was founded by Byrn and Emma Parry in 2007, they started Help for Heroes. They raise money for the servicemen returning from war, in Afghanistan and Iraq. Help for heroes have 5 different campaigns that have been done , these are; swimming pool complex at Headley court, Relative’s houses at Headly Court and Selly Oak hospital, battle back, troop aid, combat stress and the patients welfare fund. They are a national company based in England only. The Help for Heroes Company are a registered UK charity, but also have a profitable gain, they do exactly what is stated and all donations are given to the charity. But they also sell Help for Heroes merchandise such as wristbands etc. these go towards the running cost of the company and to the owners. The donation that Help for Heroes have received since October 2007 is ? 105. 377M. Help for Heroes have about 250 employees worldwide Help for Heroes is a tertiary business and the purpose of the business is to help wounded service men and women through donations and fundraising, the ownership of Help for Heroes is a partnership, owned by Bryn Parry and Emma Parry. The mission statement for Help for Heroes is ‘Help for Heroes supports any serviceman or woman who has been either wounded in conflict or injured in training since 2001. We are raising millions of pounds to create facilities to help their rehabilitation and support existing service charities to deliver the expertise needed. Help for Heroes have an unlimited liability, this mean if they were to go into debt, they could lose more money than was put into the business. Topshop is a British clothes retailer, it is known worldwide. Topshop is a part of the Arcadia group which is a group that owns a lot of different retail outlets. Topshop was founded in 1964 by ‘Peter Robinson’s Ltd. â€℠¢ Topshop has physical and online stores in over 20 countries. They employ over 200+ employees each year. They are an International company with flagship stores in Europe, the Americas and the Middle East. The Topshop in Oxford Street is the world’s largest fashion store it is roughly about 90,000 square feet and covers five floors, it attracts 30,000 customers a day. Topshop is a tertiary company; the purpose of the business is to sell fashionable clothes and accessories to the younger age group (15-25). Topshop is a company owned by the Arcadia group so it’s a PLC. As Topshop is a PLC, they have limited liability, and they would only lose the money that they put into the company. P2 – Describe the different stakeholders who influence the purpose of two contrasting businesses A stakeholder is an individual that has a direct or indirect stake in an organisation because it can affect or be affected by the organisation’s policies, actions or objectives. All stakeholders are entitled to different considerations, and have different rights. Stakeholders can range from customers, to government. I will be describing the impact that key stakeholders have on my two selected organisations, Topshop and Help for Heroes. Customers: Customers have an impact on Topshop as they buy the products; they are entitled to a fair price on products and high quality goods. The influence they have on Topshop is that they are expecting them to keep high-quality goods, which last for an extended period of time so they get their value for money on these products. Help for Heroes customers influence the company by expecting them to make good use of their donations, in products brought and to achieve projects that are promised to be made. Employees: Employees have an internal impact on Topshop as they are part of the company; employees expect security of their job, opportunities to progress in the business as they gain more work experience and a fair pay. As employees are so vital to Topshop, the employee’s expectations must be met by Topshop. Help for Heroes have two set of employees they have volunteers and regular set staff. They both have the similar employees but the volunteers do not expect pay, and expect projects to be achieved. Suppliers: Suppliers have an external impact on Topshop as they are not part of the company; suppliers expect a fair price for goods or services that they are offering to the company. They would also expect a fast if not instant payment and some suppliers would expect to feel valued by the company. This influences Topshop to get payments done quickly, and for prices to be fair to the suppliers, suppliers will also influence the company to prosper as they will want to feel proud of the company. The Help for Heroes suppliers will also have an external impact on them. They will expect them to pay them a reasonable price for the goods they are providing them, and they will expect regular orders to be made. Owners: The Owners of Topshop will have an internal impact on Topshop as they are part of the company and will some decisions for the company; owners are regarded as the principal risk takers. Owners would expect to see profits increase, and see values of the business to rise. Owners will influence the organisation to maintain high standards of work and to try and keep employees for a long period of time, and to maximise profits of the company. The Owners of Help for Heroes also have an internal impact of the company; they would also like to see the business increase in size, but not necessarily value. They would also expect to sell products and bring in a reasonable amount of donations. Trade Unions: Trade unions represent the interests of groups or employees. In Topshop and Help for Heroes they would expect fair wages based on experience and qualifications, fair working hours and acceptable working conditions for their members. This will influence both businesses to maintain high quality working facilities, making sure all staff is given a fair pay and are given reasonable hours. Employer Associations: Employer associations are the governing body of organisations. They have an external impact on Topshop as they are not part of the organisation. They would expect Topshop to abide by rules that they have set; they will also encourage them to give producers of their products to receive a fair wage. This will influence them to offer fair prices to suppliers and to abide by the set rules they have given. Help for Heroes will also be impacted by the employer associations. They will be influenced in making sure they pay their suppliers a fair price. Government: The government have an external impact on Topshop as they are not part of the business. They expect businesses to provide jobs for the public, and pay taxes; they will also expect Topshop to be successful. This will influence Topshop to maintain healthy sales figures and employ a suitable amount of people based on the business size. The government will have less of an impact on the business; they will expect them to provide jobs, but it is not vital as only some are paid. They will expect them to be successful. Local Communities: Local Communities have an external impact on Topshop as they are not part of the business. They would expect them to respect the local customers and area, to keep their waste to a minimum and to give back to the community. This would influence Topshop to try and recycle more often and offer excellent customer service. Local communities would also influence Help for Heroes as they build many buildings and the local community would expect them to keep their waste to a minimum and offer events for the local community. P3 – Describe how their style of organisation helps them to fulfil their purposes The purpose of an organisational structure is to keep control of a group of people and to keep communication between different employees quick and smooth as possible. An organisational structure also distinguishes a clear line between different types of jobs in certain departments. Topshop is a large organisation with a tall hierarchical structure. It needs this because it has over 100 international destinations. Topshop has chosen this structure because it needs to keep different employees in different departments of the business; this keeps the organisation together but also divides work between departments. Topshop also this structure for communication, they are such a large business, so they need to make sure that if problems or queries need addressing employees know who their superiors are and who exactly to report to. Topshop would not want a shop floor employee speaking to the CEO for a simple query as that would take too long for the problem to be addressed. The span of control in Topshop would be fairly small; a manager would normally be in charge of about 15 employees, this is a good figure as it allows communication between employees and managers to be efficient. Example of a Tall Hierarchal Structure Topshop have many different functional areas these are; Finance, Marketing, Production, Sales and Human Resources. Finance keep all records of any type of financial activity, they also work with other managers of different departments to give them any sort of financial information that they need e. g. working with Sales to give them predictions of stock turnover. Marketing are responsible for monitoring competitors such as River Island and Zara. Identifying, anticipating and satisfying any requirements that a customer or potential customer may have and to create new ideas within the business. They do this in Topshop by making sure they know what are the latest trends are and send out when new stock is available to subscribing customers. Production is in charge of how the stock is made, how much stock is made and when it is made. Production keep under Topshop ‘code of conduct’ this states that goods must not be made through any forms of child labour or forced labour. Production work closely with finance in keeping sure they have the most cost effective production, Production also works closely with Marketing as they decide when stock is made and Marketing tells them how much stock they will need for new seasons. Sales are responsible for getting customers to buy whatever Topshop produce. Sales work with the Marketing department. Marketing will find out what the customer want and Sales will normally find potential customers to ‘open’ from here marketing will keep them interested and hope for Sales to ‘close’ the deal. Human Resources managers are responsible for people management in Topshop; this is for mainly customers and employees. They will advertise, hire, train and fire employees. They will also take any sort of customer complaints. They will also make various policies for people in the organisation, administrative roles and supportive roles. Topshop make strategic plans by getting the CEO of Topshop to write up a set of aims with other senior partners. These are then dissected by the second in charge and presented in a department meeting from here they will then decide on how will they meet these aims with strategic plans and different plans are given to different managers. P4 – Explain how their style of organisation helps them to fulfil their purpose For this task I have been asked to explain how organisational structures and strategic planning helps Topshop to achieve its aims. Organisation structures help a business reach their aims by how dividing the company into smaller units, where companies have specialists in their specialised areas such as having a financial clerk in the finance department and not in the marketing department. The organisational structure will also establish clear communication routes making it communication efficient by having it only when necessary. Strategic planning is an organisations process of defining the direction that the company is going in; this involves making decision and providing the relevant resources to pursue the strategy that will be taken. Performance measures are established early on to measure the success of the plan. Heads of organisations need to do strategic planning so they can check at any investments are worth the time and money. Strategic planning helps a business to achieve its aim in various methods; * Helps organisations prepare for the future – This helps businesses to achieve aims by allowing them enough time to plan in the present so they can analyse for the future, giving the business enough time to run trial and error through different ideas and methods, this is so they can decide on what will bring profit and what will bring a loss of profits of the business. * Bring clarity and agreement on a mission statement – This helps businesses to achieve aims by letting everyone know what the ultimate goal of the business is and to reinforce this goal in everyone’s heads. It is also helpful for the staff and board members to have a ‘path’ to follow; this puts everyone on the same page. * Educate participants on changes to be made – This helps businesses to achieve aims by giving everyone that is in the business the suitable information and resources to allow them to understand how changes will be made so that they can accommodate the business aims. If employees also understand the business history and be able to see what has worked in previous year and what hasn’t, they will be able to identify successful methods to move the business forward. Gives opportunity to analyse the organisations systems and processes – This helps the business to achieve aims by giving board members the opportunity to be able to analyse the processes that and systems that have been used, and then they can identify the strengths and weaknesses, and eventually be able to improve these where necessary. M1 – Explain the points of view of d ifferent stakeholders seeking to influence the aims and objectives of two contrasting organisations A stakeholder will always influence a business. This depends on the amount of power that they have the larger power that a stakeholder has the more interest that an organisation will have on that certain stakeholder. The interest that organisations take on stakeholders can influence the decisions that they take and ultimately this will affect their aims and objectives. I will be covering 5 different stakeholders that may influence my two selected organisations; Topshop and Help for Heroes, the stakeholders I will discussing will be customers, employees, owners, trade unions and local communities. Customers: Customers will have a large amount of power towards the business as they will be expecting Topshop to keep competitive prices with other businesses that sell similar products; customers will also be expecting to receive seasonal deals from Topshop. This will change their aims in certain seasons such as Christmas as they will aim to sell much more, but for cheaper prices. Help for heroes on the other hand will have customers who will be buying stock because they want to make an impact and make sure the company is getting income so that they can continue to execute projects. Help for Heroes will have their aims changed depending on many donations they receive per month, because if a suitable amount of projects aren’t complete in a suitable time then donations can be stopped from customers. Employees: Employees also will have a great amount of power towards the business. Both companies Topshop and Help for Heroes will aim to keep them happy as they will need them in the business so tasks can be completed. The Employees will fair wages and reasonable hours, they will also expect performance evaluations, and this will influence the company to keep a sustainable amount of employees as they will have to provide them with training from the HR department, this could influence their aims as they might want to expand but may not be able to due to not being able to afford to staff new staff and train them to expectations. Employees in Help for Heroes are voluntary so will expect a good environment to work in, flexible hours and necessary training. Owners: Owners are a key part of the company and their decisions will always influence the company and will normally impact in with other stakeholders. In Topshop the owner will expect to see the company increase and their share of the profit to increase, they would also hope to see the value of the business increase in case they decide to sell. His/hers views would influence the company greatly because if he decided to start trading with freetrade goods, the marketing team would have to increase the price and launch new adverts and would lose customers from their customer base and try and persuade new customers to shop at Topshop. In Help for Heroes, there are two people that control the business; they expect the company to increase in size and to launch a certain amount of projects every year. If the owners decided to launch an additional 3 projects in one year, this would change the organisations aims as they would have to sell more stock and hire more employees. Trade Unions: Trade unions are an external stakeholder to a company as they represent a certain party in the business. Trade unions expect that customers are treated fairly, wages are sufficient and working conditions are of a high quality. This will affect a business as they will want to keep employees happy so may have to spend more on facilities instead of on stock, changing their spending patterns. Topshop and Help for Heroes will have to make sure that they keep high standards of working conditions and that employees are paid fairly and are treated in an acceptable manner. Local Communities: Local communities are normally affected by organisations. Organisations try to keep local communities happy and will run various events or give back to them as they need their area. Topshop tend to keep their shops in cities, but have various factories in the countryside. The local communities will expect them to input money into the community and try and be as energy efficient as possible, this will influence Topshop’s aims as they may want to expand their factories but the local community may not want them too, so they may have to change locations. Help for Heroes build a lot of projects, the community expects them to use methods of building that cause less pollution. This influences the company’s aims by making them spend more and making them wait longer for completion of projects or for the prices of good to be raised.

Carlos Ghosn Leader of Nissan and Renault

Individual Term Paper Case 11: Carlos Ghosn: Multicultural Leader as CEO of Nissan and Renault Executive Summary Leadership is the ability to influence others to achieve a common goal. Culture is the values, understandings, assumptions, and goals that are passed from generation to generation. Strategy is the choices an organization makes on how they will operate and differentiate themselves from competitors. All of these three variables (leadership, culture and strategy) make up the formula for successful performance of a firm: P=f (L+C+S).A firm’s successful performance depends on strong leadership, adaptability to any culture, and a strong strategy. Leadership, Culture and Strategy all need to work hand-in-hand for an organization to be successful and achieve their goals. The problem many mangers face is the ability to have a Global Mindset, adapt to many different cultures, and have the flexibility to make adjustments in any situation. Carlos Ghosn, a French businessman, bo rn in Brazil to Lebanese parents, became the CEO of both Renault and Nissan. Carlos was a successful and effective leader because he had a Global Mindset.Carlos knew how to listen, kept his promises, encouraged, motivated, and instilled a sense of urgency in the Japanese workers. Carlos Ghosn was able to turnaround Nissan from $254 million in losses and a debt of $19 billion. Even though he was not Japanese and faced many challenges, he was able to revive the ailing Japanese automobile company, Nissan, within two years. While in Japan, Carlos Ghosn made culture a priority, was able to adapt to the Japanese culture, and even received praises from the Japanese workers and public.Carlos Ghosn’s strategy of forming cross-functional teams among the Japanese workers was hard at first due to their resistance; but the teams ended up bringing much success to the revival of Nissan, while also being the CEO of Renault. Carlos Ghosn, CEO of Renault and Nissan, is a perfect example of the formula for successful performance of a firm: P=f (L+C+S). Therefore, I recommend that all managers make culture a priority. In order for a firm to have successful performance in an organization, there should be a strong combination of leadership, culture, and strategy.Managers must be able to have a combination of all three to be able to run a company successfully in a foreign country. Leadership is culturally contingent; so being able to adapt to any culture will shape a managers leadership style, strateg and the mission and vision of an organization. Leadership, Culture & Strategy Leadership is the ability to influence others to achieve a common goal. Leadership is also the ability to influence people’s way of thinking, their attitudes, and their behaviors. Leadership is culturally-contingent; culture influences leadership in many ways.In order to motivate others, a leader needs to understand the needs, goals, value systems, and expectations of the people; no matter their culture or background. No single style of leadership works for every culture, country, or situation. The perception of what makes a successful leader varies from one culture to another. A leader is responsible for running the entire organization and has the responsibility of deciding what leadership style to use in each of the countries they are working in. An effective leader successfully carries out the mission and vision of the organization.For an organization to achieve their goals, effective leadership is crucial. Effective leaders know about the global business world, are able to adapt to any culture, and are organization-savvy. Effective loaders have a Global Mindset; a more flexible style of leadership that can be applied to any organization anywhere in the world. Carlos Ghosn, CEO of both French Renault and Japanese Nissan, was a successful leader with a Global Mindset. Carlos knew how to motivate his employees and knew how to work with multicultural teams.Motivation and l eadership is affected by cultural, societal, and political variables. Culture also affects the mission and vision of the organization. Culture is the values, understandings, assumptions, and goals that are passed from generation to generation. Culture is what the people in a particular society believe, follow, and pass on from generation to generation, think, want and would like to achieve. Culture influences how people behave, what they expect from leaders, what kind of influence the leader will have, and what kind of leadership style a manager should follow.Not all cultures can be motivated in the same way. Managers need to know everything they can about a culture so they can use the best leadership style applicable to that culture. Managers will need to adjust their leadership style to accommodate the norms, attitudes, and other variables within the culture. It is very important for the managers of an organization to understand the culture of the country they will be working in. They have to learn and study the language, behaviors, body language, religion, politics, government, etc.Culture influences negotiations, the decision-making process, agreements, concessions, the way information is perceived, and the way business is handled. Lack of in-depth knowledge of a country’s culture could lead to failure, loss of money and time, unhappy employees, and a broken contract for an organization. Culture also affects the strategy an organization chooses for competitive advantage over competitors. An organization’s strategy is how they wish to compete in the business world. Strategy is the choices an organization makes on the way they will operate and differentiates themselves from the competitors.Leadership and motivation are very important factors in implementing a successful strategy in an organization. An organization’s strategy will give them the competitive advantage in the global business world. The Power of the 3 The formula for successf ul performance of a firm is P=f (L+C+S). A firm is able to perform due to the Leadership, Culture and Strategy of the organization and is dependent on the three. In order for a firm to be successful, leadership, culture and strategy must work hand-in-hand for the organization to achieve their goals.Leadership is dependent on Culture, Culture influences Leadership and the Strategy helps the organization have a competitive advantage over competitors. All three go hand-in-hand for a firm to achieve success. Without effective leadership, a culture will not be able to put their strategy to work. Not all leadership styles will work in all cultures. Cultural variables (values, work norms, locus of control, etc) affects everyone involved and shapes the leadership role. Managers need to make adjustments to their leadership styles depending on the country they are working in.They must adjust their leadership behaviors according to the norms, attitudes and variables in the society. All three v ariables (leadership, culture, and strategy) are necessary for an organization to work and be successful. Case Analysis: Carlos Ghosn Carlos Ghosn, CEO of both Nissan and Renault, became a successful French businessman, an effective global leader, and a multicultural manager because of his strong leadership skills, culture adaptability, and strong strategy. Carlos Ghosn was able to revive Nissan from $254 million in losses and a debt of $19 billion within two years.Carlos’ success was due to the un-Japanese changes he brought to the Japanese company, by persuading Japanese workers to accept change, and by implementing a sense of â€Å"urgency† in them. Carlos Ghosn motivated the employees, established high goals, and made responsibility clear to all levels of workers. Carlos Ghosn expected the Japanese workers to participate in the decision-making process, took their suggestions, lifted morale, and did not accept any excuses from them; only solutions. Carlos Ghosn, an effective but unconventional leader, was simple, straightforward, and transparent.Carlos Ghosn’s transparency made him an effective leader. Carlos Ghosn was an un-Japanese manager running a Japanese company; while still being the CEO of the French company Renault. Carlos faced many challenges because he knew nothing about Japan, their culture, or their language. Carlos made cultural diversity a priority by attending all Japanese events, by stressing face-to-face meetings with Japanese workers, by listening to all employees, and by respecting the Japanese culture. He avoided blending the French and Japanese cultures and appreciated the differences in the cultures.He made bold decisions, shook the hands of the Japanese workers even though it was against their culture, made English the official language, and even had to hire a bodyguard when the environment was tense at the Japanese & French company headquarters. Carlos Ghosn was more concerned with making the companies profitab le; rather than being culturally sensitive Carlos Ghosn’s strategy was cross-functional teams. Even though it was hard to form cross-functional teams among the Japanese workers because of their resistance, Carlos explained why they were necessary and how they would bring overall benefits to the company.Cross-functional teams were formed and Carlos made them all responsible and accountable for their actions. All Japanese workers were involved in the revival of Nissan and the Japanese workers began accepting and trusting Carlos Ghosn. The revival of Nissan was a success because every worker was involved and Japanese workers knew they had a voice at Nissan. Conclusion In conclusion, Carlos Ghosn and his successful revival of Nissan, is a great example of the formula for firm performance: P=f (L+C+S).Carlos was a strong, effective leader and a mutlticultural expert whose innovative management practices brought him much success both at Nissan and Renault. A firm’s performan ce is contingent of Leadership, Culture and Strategy. Above all, Culture has the most influence over Leadership. Culture shapes the leadership style, mission, vision, and strategy of an organization. A manager needs to be ready to adapt and adjust to any culture or situation to be successful. An effective leader is one who has a strong leadership style that can adapt to any culture and has a strong strategy to implement.