Roswell Essays (1014 words) - Roswell UFO Incident, Walter Haut

Roswell Brazel's ranch was from an Army Air Force balloon. The new report states many new explanations. It says that ...witnesses are mistaken about when the events they saw occurred, and they also are seriously mistaken about details of the events. The report also states: Witnesses are conflating together, several events that occurred at different times, into a single event, and in every instance, the events the witnesses saw were normal Air Force activities. Surprisingly, the Air Force has never produced a weather balloon that matches witness accounts(Rodeghier). According to CUFOS analysts, the report is clumsily padded to make it appear lengthy and impressive(Rodeghier) Large fonts, wide margins, as well as irrelevant photos were also used. The new report also never mentioned or made any effort to interview witnesses that are still-living(Rodeghier). The Center for U.F.O. Studies(CUFOS) found several flaws and problems with the new report. The Air Force considers a man named Gerald Anderson to be a credible and honest witness, who is simply mistaken about places, dates, and details. The CUFOS says that there are no Roswell researchers that believe Gerald Anderson to be a credible witness. He falsified phone records and a diary to support his claims(Rodeghier). The Air Force also ignored the testimony of credible witnesses. A man named Frank Kaufman was involved with the recovery of the crashed object. Written notes, belonging to Kaufman, were given to the Air Force before the report was issued. Nothing pertaining to Kaufman or his notes appeared in the report(Rodeghier). The Air Force claims that the wreckage was a type of test balloon with life-like dummies inside(Rodeghier) Key witnesses cannot be placed at any balloon recoveries(Rodeghier). The report appears to depend on the UFO witnesses having actually viewed balloon and dummy recoveries. According to CUFOS response to the Air Force report, No witness involved in Roswell can be placed at any recovery. There is another problem ?e The Truth is Out There, Somewhere: Roswell, New Mexico Fifty years ago, in an isolated section of the southwestern desert of New Mexico, an incident occurred that has yet to be fully explained. It is referred to as the Roswell Incident. Others refer to it as Cosmic Watergate. Several people believe that it was a UFO,(unidentified flying object) containing aliens, that crashed and was recovered by the government. Others believe that there is no supportive evidence to back this theory. The government has released reports and determined the case to be closed. But, the facts show, life on other planets does exist. In early July of 1947, the incident began with several reports of a glowing object in the sky about 9:50P.M. during a large storm. The next morning, it was evident that something had crashed into the land tended by rancher, W.W. Mac Brazel(UFO Phenomenon 39). The strange debris was found scattered over a large portion of his ranch. It consisted of a tinfoil-like substance, strands of wire, small metallic rods covered with indecipherable writing, and pieces of parchment-like paper(UFO: Enigma 63). Mac collected a few scraps and carried them to the local sheriff, George Wilcox(Jeffrey). He was baffled at what he saw and contacted the Roswell Army Air Field, home of the world's only atomic attack unit(UFO: Enigma 63). Colonel William Blanchard, commander of the 509th Bomb Group, ordered Major Jesse A. Marcel to investigate the matter. He was the group's intelligence officer. An entire day was spent at Brazel's ranch. The material was surveyed and then loaded into two vehicles. Reports say that the material was then transferred onto a B-29 and flown to Carswell Air Force Base in Fort Worth, Texas(UFO: Enigma). Several tests were conducted on the debris. Shortly before Marcel's death in 1978, he confessed and told researchers that the material was nothing made on earth(UFO: Enigma 63). He told them of tests that were conducted. It turns out that the material could not be dented with a 16-pound sledgehammer, nor burned with a blowtorch. During Marcel's interview, he also stated that the material was no thicker than the tinfoil in a pack of cigarettes(UFO: Enigma 63). Around the same time as Brazel's discovery, Grady L. Barnett, who was more than 100 miles away from Roswell, came across what appeared to be a portion of a 'flying disc'(UFO: Enigma 63). According to Barnett, four small dead bodies lay beside it. They had frail limbs, and disproportionately large heads with big slanted eyes(UFO: Enigma). Barnett also says that he found

Geert Hofstedes Essays

Geert Hofstedes Essays Geert Hofstedes Paper Geert Hofstedes Paper This whole thing about cultural differences is simply bunk! The real issue is about market access! Discuss this statement using examples you have encountered during the lectures, seminars and your own research Introduction: International business is all commercial transactions, private and governmental between two or more countries. When a company operates internationally it adds foreign conditions to its domestic ones making the external environment more diverse. Is this whole thing only about market access? When entering a new culture, market access is not the only thing a business should look for. Culture plays a vital role and should be acknowledged and never ignored. There is no one definition for culture. Emile Littri at the end of the nineteenth century, defined in his French dictionary culture to be a cultural, farming activity. As early as the eighteenth century, the Germans defined culture or Kultur in reference to civilization. Culture has also been defined as a set of accepted behaviour patterns, values, assumptions and shared common experiences. There are as many as 164 different definitions of culture. Most anthropologists however view culture as the sum total of beliefs rules, techniques, institutions, and artifacts that characterize human populations. In addition, they identify some common elements of culture: 1. Most important point is that culture cannot be present at birth but is learnt through experience. 2. Various aspects of culture are built in 3. Culture is shared 4. Culture defines the boundaries of different groups. Figure . 1. The diagram below shows the different elements of culture Models of culture The iceberg concept of culture Hoft (1995) describes culture as being like an iceberg (Fig. 2). : The tip of it is primarily in awareness (Surface culture), while nine-tenths of it hidden below the surface, (Deep culture), and is primarily out of awareness. Deep culture is the most crucial part and is the one which outsiders find difficult to spot. Every culture is defined by the powerful and invisible dimensions of deep culture which consists of norms and values and the implicit basic assumptions. The iceberg model implies that the visible dimensions of surface culture are simply expressions of the deeper culture dimensions1 which we cannot see, hence, we are unable to understand what the foundations are. For this reason, understanding different cultural backgrounds becomes difficult. Cultural differences however must be understood and acknowledged before they can be managed. Culture is the way in which a group of people solve problems. 2 Figure 2. The Iceberg Model (Hoft 1995) Trompenaars (1993) describes the onion-like model. Trompenaars portrays culture to consist of three layers which can be peeled of layer by layer. The first outer layer consists of artefacts and products, the second layer norms and values and the third inner implicit layer of the onion represents basic assumptions. Figure 3. The onion-like model Trompenaars F. (1993) A set of basic assumptions is developed by each and every different culture which is measured by dimensions. Cultures distinguish themselves from each other in the way they deal with these dimensions. Geert Hofstedes model of cultural dimensions (The Hofstedess Studies) Geert Hofstede carried out a study in forty countries on IBM, a multi-national company. His aim was to identify the basic dimensions of differences between national cultures and he discovered four such dimensions. Power distance: this is the extent to which an unequal distribution of power is accepted by members of a society. It is about hierarchy. Hofstedes findings revealed that the countries with low power distance included Australia, Israel, Denmark and Sweden and those with high power distance were the Philippines, Mexico, Venezuela, India and Brazil. Femininity-masculinity: this dimension refers to the extent to which highly assertive masculine values predominate (acquisition of money at the expense of others) versus showing sensitivity and concern for others welfare and the quality of life. Japan Australia, Venezuela, Italy and Mexico were found to be high on this dimensions compared to countries such as Thailand, Finland, Denmark, Sweden and Yugoslavia. Uncertainty avoidance: is the extent to which members of a society feel threatened by ambiguous situations and have created beliefs and institution which try to avoid these. Greece, Portugal, Japan, Peru and France were countries which had high on uncertainty avoidance while Denmark, Sweden, Britain, the USA and India were low on this dimension.

Nature versus Nurture Essay Example | Topics and Well Written Essays - 500 words

Nature versus Nurture - Essay Example Clearly, genetics are at work in heredity, predisposition to disease, and physical characteristics. Yet, environment can also reduce the possibility of disease or bad behavior. Genetics and environment both contribute to our overall being in much the same way that both height and width contribute to the area of a rectangle. Genetics are certainly a powerful force of nature that rules outcomes above and beyond our conscious control. We cannot control our eye color or the number of fingers we grew as children. Still, "to concede that some people are genetically encoded to have shorter fuses than others or are more likely to gain weight if granted unlimited access to Oreos is hardly to embrace a view of humans as lumbering robots ruled by genes" (Shea). However, the question does linger as to how much of our behavior is really outside our control. Our belief in free will may be little more than the rationalization for the actions that we are destined to take. There is a sensible limit to the power of genetics as expressed in nature. According to Lamm and Jablonka, "an organism with the same genotype can develop along different trajectories, depending on the inputs it receives" (Lamm and Jablonka 309). This leads to evolutionary changes, as well as identical twins with markedly different abilities and attitudes.

Non native(introduced),exotic species and their impacts to the Essay

Non native(introduced),exotic species and their impacts to the ebvironment - Essay Example For example, U.S. Executive Order 13112 defines invasive species as â€Å"an alien species whose introduction does or is likely to cause economic or environmental harm or harm to human health† (Clinton, 1999). Non-native species either can be introduced unintentionally and accidentally or can be transported by humans intentionally and purposely. It is estimated that more than 50,000 non-native species have been introduced into the United States. Many of these introduced species are beneficial, such as â€Å"corn, wheat, rice, and other food crops, and cattle, poultry, and other livestock† which â€Å"provide more than 98% of the U.S. food system at a value of approximately $800 billion per year† (Pimentel, Zuniga, & Morrison, 2005). Some introduced species also are used for â€Å"landscape restoration, biological pest control, sport, pets, and food processing† (Pimentel et al, 2005). However, there are many invasive species with harmful economic, ecologica l or human health impacts. One study estimated â€Å"approximately $97 billion in damages from 79 exotic species during the period from 1906 to1991† (Pimentel et al, 2005). ... ?survives from one growing season to another by forming perennating buds (surviving from season to season) and enduring a period of dormancy during the winter† (â€Å"NYIS.INFO†). Mature giant hogweed can reach a height of 3 to 5 m with hollow stems approximately 5 to 10 cm in diameter and compound leaves as big as 1.5 m (Nice, Johnson, & Bauman, 2004). Giant hogweed has aggressive, invasive and toxic nature and so, it is on the Federal Noxious Weed List (Nice et al, 2004). Originally, giant hogweed belongs to the Caucasus region of Eurasia. Because of its beauty and huge size, in 19th century giant hogweed was introduced to Great Britain as an ornamental curiosity in the 19th century. Later, the plant was imported to the United States â€Å"as a showpiece in arboreta and Victorian gardens (one of the plant’s first North American plantings of giant hogweed was in gardens near Highland Park in the City of Rochester, New York)† (â€Å"NYIS.INFO†). Ever since, giant hogweed has spread in many areas, including Broome, Cattaraugus, Cayuga, Chautauqua, Erie, Genesee, Herkimer, Jefferson, Lewis, Livingston, Madison, Monroe, Nassau, Niagara, Oneida, Onondaga, Ontario, Orleans, Oswego, Putnam, Schuyler, Steuben, Tompkins, Wayne, Wyoming, and Yates Counties in New York; Connecticut; the District of Columbia; Illinois; Maine; Maryland; Massachusetts; Michigan; Ohio; Oregon; Pennsylvania; Washington; Wisconsin; and Ontario and Vancouver Island in Canada (â€Å"NYIS.INFO†). Giant hogweed has ecological and human health impacts. Colonies of this plant easily become dense â€Å"owing to the plant’s prolific seed production and rapid growth rate† (â€Å"NYIS.INFO†). Due to its deep taproots and huge leaves, giant hogweed hinders the growth of native plants by denying them light and

Operation management Essay Example | Topics and Well Written Essays - 3250 words

Operation management - Essay Example From this research it is clear that although OM is usually thought to be concerned with day-to-day operations of a limited number of resources and functionalities of a business, it is still an all encompassing field of study and more so in today’s fast paced business environment that demands that businesses brace up their operations strategies to face the highly competitive marketplace. While short-term goals of a business are important to be achieved in terms of efficiency and increased productivity, it is the business’s ability to achieve these results in the long-term that determines its success in the market, making it imperative that it tie its short-term efforts strategically for sustainability and profitability. Technological advancements and innovative approaches to business have constantly changed the face of the market for any business across the world, opening new avenues and options for implementing change in the way business is done. The sole focus being to increase productivity and reduce cost to attain a competitive advantage for survival in the long run. Different methodologies have been available through sets of frameworks for implementing the change strategically for operations of a firm and these will be explored and in the report. Research methodologies that are a best fit for implementing operations strategy will also be studied while exploring the concepts of soft systems methods like lean management, Six Sigma, etc. that help understand the relevance and success of operations strategy in OM.... that help understand the relevance and success of operations strategy in OM. Further, the process of OM itself will be understood with reference to the various development stages of a business in any market. 2. Defining Operations Management â€Å"OM is defined as the process of design, planning, controlling and executing operations in manufacturing and service industries† (Will et al., 2002). The management of a firm’s operations can be found to deal with a wide variety of activities including the design and management of products, services, processes and supply chains through acquisitions, development and utilization of resources at strategic, tactical and operational levels to deliver value to customer while increasing profitability for all the stakeholders of the business. OM encompasses tactical issues ranging from plant layout and structure, project management methods to equipment selection and replacement, operational issues like inventory management, process and production scheduling and controlling, quality control, and policies related to equipment handling and maintenance, etc. (MIT Sloan, 2011). 3. Strategy in Operations An operations strategy reflects what a firm does in the market and is one of the functional strategies of a firm that reflects its decisions which determine the direction of its operations. As the term operations refers to activities or functions of the firm that relate to the producing of products and services, operations strategy is well concerned with the long-term management of resources that are required to produce these products and services (Slack et al., 2010). 4. Importance of operations strategy a.

IKEAs Entry Into South America

IKEAs Entry Into South America Executive Summary Ikea seeks to continue expanding its retail presence around the world through worldwide franchising of the Ikea concept. We propose an immediate expansion of Ikea into South America, specifically a storefront in Brazil. Using a balanced scorecard approach we address the primary issues in such an expansion. We also believe Brazil is a logical candidate for longer term expansion on the manufacturing (sourcing) side of Ikea and provide supporting analysis for such expansion. Although we have limited access to actual Financials, we believe the initial investment required to be about $20 million. Sales estimates exceed $70million per year. Since costs should also be typical of other sites around the world, expected earnings after tax are 8% of sales. In addition to the need for access to capital, a well-located site for retail activity must be secured. This site would be at the edge of Rio de Janeiro or Sao Paulo near highway access. Marketing Strategy: All marketing is based on the IKEA business idea: We shall offer a wide range of home furnishing items of good design and function, at prices so low, that the majority of people can afford to buy them Although Brazilian customers are used to negotiating on price, we feel a fixed price retail store will do well since the prices are low, and the shopping experience is primarily self-service. Most of the over 6000 products will continue to be produced in Asia and Europe. All products will continue to come through Ikeas distribution channel. Since the majority of furniture comes in a flat package, the distribution method has been proven to be cost effective. The possible need for regional distribution center is a risk factor that would increase investment required. The regulatory environment in Brazil allows foreign investment and the repatriation of profits. With respect to people, Ikea has a strong culture. Ikea is a value driven company that values hard work. About 400 Employees will be hired for the first Ikea Brazil store. Training is available through Ikea University, which is uses traveling instructors and on line training materials. Overall Brazil looks like an attractive entry point into the South American furniture market. Background Founded in the late 1940s by Ingvar Kamprad created the concept of IKEA, a furniture company that provided quality fashionable furniture at prices everyone can afford. Although its business model at the time was much different then the mega stores today, this fundamental approach to furniture has remained the same. Despite its very risk-adverse nature, IKEA became the first furniture company to expand internationally. High bulk to value, high transportation costs, and susceptibility to damage are all issues IKEA was able to overcome with its innovative approach of selling furniture collapsed flat boxes. This approach not only lowered its shipping and inventory costs, but also creatively transferred the labor-intensive assembly costs to the customer. IKEAs innovate approach to adding the consumer to the value chain in effort to keep prices low and quality high has won it very loyal fans everywhere it has reached. Packed to the brim, its stores attract customers from great distances who load up their cars to furnish entire rooms or homes in a single trip. Constantly introducing new innovative new products, its model rooms in its stores and catalogs have provided a creative way introduce its new products to complement its existing product line. The model rooms and catalogs teach the customers how to piece together an entire room from the furniture to the dà ©cor with all IKEA products. Fashionable and trendy it encourages customers to live the IKEA life. Financials Background: Ikea is a privately owned company with an extraordinarily opaque organization. Financial statements are not publicly available. The Ikea Group is ultimately owned by the Stitching Ingka Foundation, a charitable trust based in the Netherlands. The Ikea Group manufactures and sells products. Franchise stores are a part of the IKEA group, as shown in figure 1. However, Inter Ikea Systems, a separate company, owns Ikeas intellectual property. Franchises: Inter IKEA Systems B.V. constantly seeks market expansion, and grants new franchises to markets/territories according to a detailed expansion plan (Company Web Site). Ikea has identified location as a primary success factor, since store sales volume is so dependent on location. Franchises are granted only to organizations and/or individuals that can secure a strong market position and market penetration in the given territory [and have] the financial strength and potential as well as have identified well located sites for the retail activity. Investment required: Based on recent examples, such as the Ikea store opened in Israel in 2003, typical investment is ~ $15M with a leased store. It is estimated that another $5M would be required for the building and infrastructure improvements. It is also estimated that a new distribution center may be required for the region. If this is required, it is likely multiple stores will be needed to justify such an investment. Revenue: With 190 stores, sales top 12.2B Euro. This means on average each store generates 67M euro ($78M/store). To validate this assumption, it should be noted that Germany accounts for 1/5th of turnover with a proportionate 33 stores. Costs: The Ikea store concept requires relatively little human resources, so costs are a function of other overhead such as lease, warehousing, utilities, taxes and advertising. It can be noted that manufacturing is primarily Poland and Asia, as Ikea grows in size, it should consider Brazil as third major manufacturing center for local and worldwide use. Earnings: After tax earnings for the IKEA group were shared in the 1997 book, The History of Ikea. Figures in the book show Ikea posted a profit of $905 million or 8% of sales. Other sources have estimated after tax profits as high as 18%. This indicates the stores are equally profitable, but must be verified before moving forward. Profits and royalties can be repatriated from Brazil. While not all of IKEA stores were profitable, most were. In order to go forward with this project we would want to verify the success factors and make sure our pro-forma financial statements were similar to other successful stores. Planned Store information Size 24,000 to 32,000 square meters Products 6,000 to 10,000 Room Settings 45 to 50 Parking Spaces 800 to 2000 Customer Loading Spaces 20 to 50 Cash Lanes 16 to 30 Restaurant Seating 400 to 700 Co-Workers 380 to 500 Land 24 to 30 Acres Production Brazil has abundance of high quality wood and low labor prices. This is an important reason for IKEA-Brazil to produce the furniture in Brazil and distribute locally. Brazilian taste for furniture indicates that they appreciate wider moldings that the standard American moldings. This along with a few more customizations might be essential to market IKEA products in the Brazilian market. In the late 90s there has been an increase in quantity (+2.5%) and a simultaneous increase in exports (+11%), which show the increasing competitiveness of the Brazilian industry on international markets. Factors at the root of this process are most certainly the use of ever more advanced technology acquired thanks to huge investments in capital goods (in 1996 US$ 220 million was invested in machinery, mainly from Italy, Germany and the United States) which has increased the productive capacity of sector companies, and the effects of the process of opening up to international trade which intensify the significant comparative advantages of Brazil compared to other exporting countries: excellent quality raw materials at low costs and flexible labor. Delivery Latin Americas most important trade show happens at Brazil and this is the most sought after trade show. Brazil stands as the main sourcing country for furniture for the whole of Latin America. Brazil is the largest country in South America and shares its border with a lot of countries. Since the South-east of Brazil is the economic center of Brazil, cities Rio de Janeiro and Sà £o Paulo are favorable places to establish IKEA stores. Land transportation is becoming more effective in that about 85% of Brazils people and products are transported by road. Brazilian highways are of modern design and link all the state capitals by paved roads. Problems still arise in the rural and remote areas as water floods the roads making them impassable for days. Sometimes road construction after the floods is delayed inhibiting travel even more. IKEA-Brazil can offer high quality products at low prices with the efficient methods of distribution and close relationships with manufacturers. This will ensure that even during problematic situations like flooding, the majority of the sales are not affected due to transportation issues. The same principle used everywhere else where the need for distribution is cut out by offering flat-packaged items that are warehoused in the stores and picked up by the customers on site, will be the key. The customer is spared shipping, storage and assembly costs resulting in dramatically lower product prices. Issues with the labor workforce Labor is cheap in Brazil compared to Europe and America. But with this cheap workforce and swinging economy of the country comes a multitude of issues that are worth investigating. Half of the labor force in Brazil is employed in the informal sector. Even though the government employs minimum wage, this is hardly followed and the wages are compensated often with respect to the fluctuations in the economy. In Brazil, 50 percent of the workforce is outside formal collective bargaining structures. Thus the labor laws in Brazil might make it expensive to employ workforce. Quality Goals International companies are already sourcing out of Brazil for the past many years. Crossmart Brazil has nearly three decades of experience sourcing product for European catalogs out of 40 Brazilian plants. Crossmart relies on seven inspectors who constantly visit plants to check moisture content, finishes and overall quality. It is estimated that the company currently does $20 million a year in French mail orders alone. In the southeastern production centers of Brazil, we find products with a good qualitative level thanks to the use of modern production processes and suitable machinery. The effects of technological innovation and design created by some important trade fairs in these regions are also worth mentioning. With this kind of a history, the IKEA plant in Brazil should be able to achieve the quality standards that they have been able to measure up to internationally. Their products are not over-engineered to give a greater finish than the customer requires. Nevertheless quality is taken very seriously and the whole supply chain participates. The Ikea definition of quality is that the product must first be available in the store and secondly it must match up to the customers expectations: it must be complete, free from defects and easy to assemble. Returns to stores are analyzed and each product is carefully monitored. Legal and Regulatory It is important to note that Brazil is very friendly to foreign investors – domestic investors and foreign investors are treated equally. The largest restriction is that you must obtain a permanent visa in order to invest in Brazil as a foreigner – however, earnings may be repatriated after waiting for foreign currency to become available. The Ministry of Labor must approve this visa application. The minimum investment required is $200,000 (US) or the equivalent. The National Immigration Council can make exceptions if the new venture will create at least ten new jobs, or is of social interest. Once the visa is granted it will be valid for two years. At the conclusion of the initial two-year period the Ministry of Labor will perform an evaluation of the business to determine the feasibility of the venture before granting a definite extension. Internal Standards Foreign investors are encouraged to initiate discussions with state development agencies within the country. These agencies are available for government incentive programs. In addition to contacting local agencies it is important to note that a wide range of credit and financing options are available to investors through both foreign and domestic banks operating in Brazil. Finally, foreign investors are expected to import the funds for all major fixed capital requirements. Cultural and Environmental Conditions Personal contact is more important in business than other forms of communications (i.e. telephone or mail). This is largely because the working relationships in Brazil are built on trust. The most common form of doing business in Brazil is through incorporated subsidiaries; branches are very difficult to operate. Joint ventures do not require a local Brazilian partner, however, it is still encouraged. It is essential to establish a network of connections with the public sector in Brazil. The culture in Brazil relies heavily on favors and ‘who you know. These connections are important, but it is important to remember that these connections can, and will, change. Lastly, be prepared to negotiate on prices! Do not expect sales to occur quickly, and keep your best price till last. People IKEA has a company philosophy to create a better life for its customers, as well as its co-workers. This has significantly influenced the companys workplace environment. IKEA received the Family Champion award and is recognized as a great place to work here in America. IKEA empowers their coworkers and respects their personal lives. This has had a tremendous influence on job productivity, growth and development, which ultimately benefits the customer. The IKEA workplace includes many benefits and family friendly initiatives to support co-workers needs. In 2002, IKEA saw a 26% decrease in sales staff turnover. In addition, women represent more than 48% in management positions and are 47% of the companys top earners. This provides a proper fit for both IKEA and the Brazilian workforce. Brazil is a nation in which the richest 20 percent of the people receive 64 percent of the national income. It is a nation in which 40 percent of the people live on the equivalent of $2 US a day and over 20 percent live on the equivalent of $1 US a day. In May 2003 unemployment was up to 12.8%-it highest level in 14 months. For those that did work, the average wages in May 2003 fell to $290 US, 15% lower than a year earlier. However, the Brazilian workforce is renewing. The job market is very attractive to the ages of 25 to 39 years old. Brazilian women are making up a larger portion of the workforce. In 1970, only 18.5 percent of Brazilian women worked outside the home. This has since rose to 51 percent of the Brazilian workforce. The number of High School graduates has also risen from 35 percent in 1994 to 43 percent currently. A.T. Kearneys 2004 Top 12 Ranking for Offshore Location attractiveness includes Brazil: India China Malaysia Czech Republic Singapore Philippines Brazil Canada Chile Poland Hungary New Zealand The A.T. Kearney Offshore Location Attractiveness Index analyzed the top 25 off-shoring destinations against 39 measurements in three major categories: cost, people skills and availability, and business environment. The study team assigned weights reflecting the drivers of off-shoring decisions based on A.T. Kearney research and engagement experience. Because cost advantages have been the primary impetus behind off shoring, financial factors constitute 40 percent of the total index weight. People skills and availability and business environment each received a 30 percent weighting. Cost advantages and a large workforce Brazils strong points. IKEA has responded to national needs and cultural sensitivity issues. This has been a challenge for IKEA, but IKEA is meeting these challenges by finding a balance between country level autonomy and centralized intervention. To maintain service, quality and logistic standards, franchisees are audited for performance. The headquarters provides extensive training and operational support to the workers of all kind. The new organization has become flatter and is delegating more responsibility to subsidiaries. In addition, IKEA is committed to social policies to both employees and customers. IWAY provisions include health and safety standards, employee conditions such as access to rest areas and toilets, working hours and a minimum wage. IWAY is enforced worldwide but the criterion varies according to local culture and employment legislation. This is an additional benefit for the Brazilian workforce, where there has been some disparity in working conditions for minorities and women. IKEA has developed a mentoring program for learning and personal development of both the mentee and mentor with the expectation that by helping people to be partners they will become better employees. The evolution for the program is for IKEAs mentees to become IKEAs future mentors and Partners for Growth to become self-sustaining and seamless with the culture. IKEAs program is innovative, not only because it is grounded in the values of IKEAs culture, but also because it focuses on personal learning and development. It will help to secure its future as they expand, by creating a diverse group of leaders. Partners for Growth is now entering its second phase and is creating a culture where mentoring is available to all managers at IKEA. IKEA has launched Partners for Growth throughout the organization. Partners for Growth facilitates individual learning, promotes personal and professional growth and development, and has four strategic goals: Develop Leaders from top to bottom Support career development across the board Develop and support diversity through IKEA organization Strengthen IKEA culture References: Welcome to the Smart State, Queensland Australia http://www.sd.qld.gov.au Welcome to the Brazilian-American Chamber of Commerce http://www.brazilchamber.org Foreign Investments in Brazil http://www.cni.org.br/produtos/com_ext/src/doing05.pdf Isreal Investment News, Third Quarter 2001 http://www.moit.gov.il/root/Hidden/ipc/InvestNews17.htm The Diamondback Online, June 26, 2003 http://www.inform.umd.edu/News/Diamondback/archives/2003/06/26/news6.html Human Environment and Design, International Retailing http://www.hed.msu.edu/internationalretailing/company/IKEA/ Improving Supply Chain Management in the UK Furniture Industry, Case Study – Ikea Trading Area Poland http://www.pyetait.com/furniture-supplychain/docs/Case-Study-IKEA.doc Ikeas our vision http://www.ikea.com/content/about/vision/ Burt, Tim (1998). Ikea rated among Swedens top three businesses, Financial Times (London), Front Page- Companies Markets, pp. 23. The miracle of Amulet, Guardian Unlimited http://www.guardian.co.uk/g2/story/0,3604,1240462,00.html Brazil and Its History http://mdmd.essortment.com/brazilhistory_rmfq.htm Furniture Today, Brazil showing Good growth, March 22, 2004 http://www.furnituretoday.com/article/CA419023.html?display=Special+Report â€Å"Mentoring Relationships: Using Partner Preparation tools.† Mentor, Vol. 6, No 4.

Music and Religion in African-American Slave Culture

The buying, selling, and trading of human beings for personal labor, slavery, Is often thought to be singlehandedly the most atrocious thing that mankind as a whole has created. The horrors these innocent men, women, and children faced on a day to day basis was parallelled perhaps only by the soldiers fighting the war over their freedom. Though slavery was full of negatives, it also blossomed with positives as a means to cope.African-American slaves used several aspects of their native African ulture to cope, two primary components being music and religion. Slaves worked under constant watch by their owners, constantly fearing punishment for a slip-up. Enslaved African-Americans obviously resented the way they were being treated, end devised ways to rebel against their owners right under their noses.Reaching back to their African roots, slaves sang seemingly harmless songs to one another as they worked under the sweltering sum Little did their owners know that the slaves had eaved in tricate secret messages into their lyrical pieces, such as metaphors intended to ridicule their masters or to send signals to other slaves. Their music was a mix of tribal African rhythms and American religious music, as they relied heavily on their religion to cope from day to day.Even though their outlook was bleak, Slaves stayed positive in the face of sheer adversity through their faith. The most common faith emong slaves was that of christlanlty. he christlan doctrine being passed down from fathers to sons and so on, Initially, some slaves were not chrlstlan. and held fast to their old polytheistic beliefs from their home, Africa. Asslmllatlon was inevitable however, and nearly all negro slaves were converted Their native religion did not cease to exist, but rather lived on through a stylized take on christianity.They incorporated several aspects of the African religion with christianity, such as rituals and vocalization. Sometimes both religion and music came hand in hand to t he slaves, who praised their Lord through song and dance. Slaves kept their heads high in hopes of being freed someday. Even today, the Influences of slave music and religion can be seen In modern religion, gospel music, hip-hop, rap. and the like. Even though slavery Is a memory many try to forget, It can still be remembered positively through the culture that emerged through the confinement