Cultural Technology And Its Effects On Society - 1262 Words

More than simply gaining power in the public eye, biology has also begun to displace culture. By understanding the human body anatomically, biology has led humans to innovate technology to repair body irregularities creating better lives. On the other hand, cultural technology has brought about video games and fantasy football which provide entertainment by making individuals more unproductive. On top of that, biology provides information backed up by factual evidence and typically multiple trials conducted in a laboratory. In comparison, cultural solutions to worldly topics tend to be inaccurate or simply lack sound logic. For example, culture may indicate that the sky is blue because of the reflection of the ocean, when in reality the†¦show more content†¦Early human civilizations had males and females both as hunters and gatherers treating both sexes with equal power and authority. In today’s era, culture has evolved into â€Å"a man’s world† or even â€Å"a white man’s world†. Cultural values have severely decreased the women in positions of power within a company as well as caused outbreaks of violence. The values instilled from culture has led this nation to violent flare-ups depicted from the Michael Brown shooting in Ferguson, Missouri, and countless other cases. Culture has built bridges dividing people, whereas biology has called for unity. In a nation and globe pushing for equality, biology is the constantly increasing influence for human beings as supposed to the diminishing morals of culture. Although the future seems to be very tell-tale of biology being the commanding force, there are still many conflicts that occur in the present between biology and culture as can be seen by the examination of depression. One of the most common reasons patients deal with depression is a result of early accounts of trauma. Trauma not only causes extremely disturbing flashbacks, but also a changes hormones and impulses o f memory causing a person to only remember figments of the event at sporadic moments. Martha Stout expands on this by stating, â€Å"Overwhelming emotional significance registered by the amygdala actually leads to a decrease in hippocampal activation, such that some of the traumatic input is not usefully organized by

Essay on Janie in Their Eyes Were Watching God - 1123 Words

The Charater of Janie in Their Eyes Were Watching God In Zora Neale Hurstons Their Eyes Were Watching God, Janie Crawford is the heroine. She helps women to deal with their own problems by dealing with hers. She deals with personal relationships as well as searches for self-awareness. Janie Crawford is more than a heroine, however, she is a woman who has overcome the restrictions placed on her by the oppressive forces and people in her life. As a young woman, Janie had no complaints about her role in society and fit in as most young people do. Eventually, Janie made it her purpose to outgrow this mold, defying her societal role and fulfilling her dream of becoming the assertive woman she always wanted to be. To†¦show more content†¦Janies quest is for self-discovery and self-definition, but she encounters many obstacles while trying to win this quest. Janie is a black woman who asserts herself beyond expectation. She has a persistence that characterizes her search for the love that she dreamed of since she was a girl. Janie understands the societal status that her life has handed her, yet she is determined to overcome this, and she is resentful toward anyone or anything that interferes with her quest for happiness. So de white man throw down de load and tell de nigger man tuh pick it up. He pick it up because he have to, but he dont tote it. He hand it to his womenfolks. De nigger woman is de mule uh de world so fur as Ah can see, (Page 14) laments Janies grandmother as she tried to justify the marriage that she has arranged for her granddaughter with Logan Killicks. This paragraph establishes the existence of the inferior status of women in Janies society, a status which Janie must somehow overcome in order to emerge a heroine in the end of the novel. Janie refuses to let this societal constraint deter her from her dream. She knew now that marriage did not make love. Janies first dream was dead, so she became a woman (Page 24). Janie has acknowledged that at that point in time, her dream wasShow MoreRelated Essay on the Voice of Janie in Their Eyes Were Watching God1797 Words   |  8 PagesThe Powerful Voice of Janie in Their Eyes Were Watching God The world of Janie Crawford in Their Eyes Were Watching God was one of oppression and disappointment. She left the world of her suffocating grandmother to live with a man whom she did not love, and in fact did not even know. She then left him to marry another man who offered her wealth in terms of material possessions but left her in utter spiritual poverty. After her second husbands death, she claims responsibility and controlRead MoreEssay about The Growth of Janie in Their Eyes Were Watching God2970 Words   |  12 PagesThe Growth of Janie in Their Eyes Were Watching God      Ã‚  Ã‚  Ã‚  Ã‚   Human beings love inertia. It is human nature to fear the unknown and to desire stability in life. 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Emerging Multinationals In Emerging Markets -Myassignmenthelp.Com

Question: Discuss About The Emerging Multinationals In Emerging Markets? Answer: Introducation Among the business titans in Asia, Ratan N. Tata stands out for his modesty. The Tata group is a global enterprise that was found in 1868, by Jamsetji Tata (Sen, 1975). With their headquarters based in India, the group operates in more than 100 countries worldwide with more than 100 independent companies (Thomsen, 2011). The company is involved in goods and services including; software, beverages, steel, cars, consulting services, hotels, and phones. As at 2015/2016, the revenue earned by Tata was $103.5 billion and the employee strength was of over 660,000 people ("Standalone Results", 2018) The case explains the aggressive expansion implemented by Tata group in the last several years under the leadership of Ratan Tata. This aggressiveness and diversification led to challenges and issues that affected the company on a long term and short-term basis as discussed. Secondary problems The rapid growth of Tata group resulted in the emergence of 300 subsidiaries companies in different 50 businesses ("Standalone Results", 2018). This aggressive growth resulted in different problems, which were short-term and long-term. They included: Emerging organization structure According to Osagie (2012), the emergence of two different organizational structure in different geographical location can represent a significant problem in productivity and quality when the aggressive acquisition of business occurs. From the case study of Tata, the group tried to trade their motors from their production under another company in Britain named Rover, but the venture did not succeed as it lasted for only two years along with critics about quality (Ramamurti and Sigh, 2009). Dailymail (2012), Listed the car as the least reliable car in the UK with a failure rate of about 70%. It was followed by another affiliate of Tata jaguar with the failure rate of 45% (Massey, 2012). Divergence of ventures and investments The aggressive growth of Tata led to the acquisition of several companies and other companies merged such as the acquisition of Tata BP solar limited and Daewoos truck unit. Therefore, in case of acquisition of merger, a process should be installed to manage cultural differences between organizations. This created a long-term issue for Tata group since it is almost impossible to create one strategy to serve more than 100 companies with 300 subsidiaries (Taylor, 2000). A more aggressive risk deal is faced by Tata group at the global level where some measures are being implemented by Tata to compensate for their global competitive weakness. Human resource - Tata Global Beverages Due to complaints by workers against corporation concerning abuse and exploitation of tea pickers, an investigation was launched against international Finance Corporation. The workers were complaining about poor working conditions, long working hours with poor wages, and being forced to buy shares without adequate information ("Standalone Results", 2018). The investigations realized that ICFC could not address and identify some issues regarding social, labor, and environment that could violate the international and India law. Organization structure, the divergence of ventures and investments. Cross-Cultural management must be applied in MNCs such as Tata Group to overcome future obstacles that will create conflict within the organization, further insight whether the new employ or current employee may want to continue with their previous culture, which in turn may lead, to lack of cooperation in the organization should be looked at. This may result to emotional conflict thereafter affect the impact on job performance, individual performance and Tata group success (Genc and Cuervo-Cazurra, 2008). Tata group operates more than 300 subsidiaries from 100 companies. Therefore, an old strategy or an organized structures with no reforms will results in critical emotional conflict, high staff turnover, and reduce in social assimilation between the employees in the firm. As acquisitions and simultaneous structural integration still being used, it may result in favoritism and biased atmosphere within the firm (F.Pinar, 2010). Accordingly, deep-level diversity is the variances in del icate, complexity to perceive attributes such as attitude, value, and personality. While surface-level diversity is characterized by an obvious variance and easier to distinguish such as gender, race, and age (F.Pinar, 2010). Refer to Appendix A. Human resource Tata Global Beverages Tata tea is number one brand in India and is the large brand by value and volume. The Tata Global Beverage (TGB) is ranked second in the world and host many regional and global brands in the world according to Tata Global Beverage (2016), Tata tea had a turnover contribution of 36%. The pride of Tata as mentioned by Srivastava et al., (2012) comes from its strong corporate social responsibility across all their business entities. The TGBs culture is helped by five core values that act as a guiding principle for the entire organization. One of their core value is doing well which ensures that they do the right thing to both community and environment and their actions are ethical. Having strong corporate responsibility image, it was a blow for the company to be linked to human and labor rights abuse (Shah, 2014). The image and the reputation of the company were affected, and the trust that the company received from the shareholders, suppliers, consumers, and employees was compromised. When the image of the company has been tarnished, it is hard for the public and stakeholders to restore belief in the company. This may affect the sale of production, as consumers will neglect the company that has broken their trust (Thite, 2013). Tata group may consider employing development practitioner Tata group may consider employing development practitioner who is an expert in applied behavioral science, experience in organizational development, and conversant with different culture (Khanna and Palepu, 2010)s. This will help in bringing different groups together and making strategies that will favor all parties Ratan Tata will have to consider the successor Ratan Tata will have to consider the successor (Hult, Snow and Kandemir, 2003), who will implement strategies that will be welcomed by both groups. The successor must work in hand with strategists to ensure all workers recognize the culture of the organization. Establishment of (TQM) total quality management facilities should also be employed to ensure brands such as Land Rover and Jaguar stabilize in quality. Retaining older and experienced workers With the increase in the development of technology, managers tend to neglect older employs for reasons such that they are resistant toward new technology (Henkens, 2005). According to Heywood et al (2010)., older workers have are productive, experienced and have higher motives. The successor Natarajan Chandrasekaran should consider mixing old workers and new workers for better performance. Forming a team consisting of outside professionals. Plans have been made by the new CEO taking over the operations of the firm, small firms of Tata that do not bring many profits are going to be merged. This will increase the efficiency of the company (Mohile, 2017). One of the directors of the board Ajay Piramal suggested that a group of outside professional be brought up. This was in an attempt of creating independence and unbiased decisions and inputs. Recommendations and justifications Culture conflict management will be supervising, monitoring, and integrating harmony between cultures within the firm (Choi, 2013). This implies that in hiring an expert, the expert must be well conversant with the different cultures within Tata Group organization. Forming group consisting of outside professionals It is important to have the contribution of older workers who have been with the firm for long. This will help in creating more productive decision-making. When these decisions are blended with those of hired expertise, the new C.E.O will have an easy time in making a decision. Implementation, control, and follow-up Adopting Macoby and Scudder 5 steps of managing conflicts associated with different background Except conflict can be foreseen by getting information Stop a strategy can be formed that prevents conflict from occurring Identify you must understand what the conflict is all about Manage be diplomatic in managing conflicts Resolve get good ways of solving your conflicts (Maccoby, 2012). About internal and the external team, it is important to delegate work to different groups regarding their expertise. This will ensure that specialization is maintained and a good response is gotten from all areas. References Acar, F. P. (2010). Analyzing the effects of diversity perceptions and shared leadership on emotional conflict: A dynamic approach. The International Journal of Human Resource Management, 21(10), 1733-1753. Belo-Osagie, H. (2012). Financial management digest: Emerging risk management challenges. Journal of Financial Management Analysis, 25(1), 91. Choi, Y. (2013). The influence of conflict management culture on job satisfaction. Social Behavior and Personality: an international journal, 41(4), 687-692. Cuervo-Cazurra, A., Genc, M. (2008). Transforming disadvantages into advantages: Developing-country MNEs in the least developed countries. journal of international Business Studies, 39(6), 957-979. Heywood, J. S., Jirjahn, U., Tsertsvardze, G. (2010). Hiring older workers and employing older workers: German evidence. Journal of population economics, 23(2), 595-615. Hult, G. T. M., Snow, C. C., Kandemir, D. (2003). The role of entrepreneurship in building cultural competitiveness in different organizational types. Journal of management, 29(3), 401-426. Maccoby, M. (2012). Managing Conflict between Bureaucratics and Interactives. Research-Technology Management, 55(2), 55. Srivastava, A. K., Negi, G., Mishra, V., Pandey, S. (2012). Corporate social responsibility: A case study of TATA group. IOSR Journal of Business and Management, 3(5), 17-27. Standalone Results. (2018). Tataglobalbeverages.com. Retrieved 18 February 2018, from https://www.tataglobalbeverages.com/investors/investor-relations/results-and-presentation/Standalone-results Taylor, C. R. (2000). Emerging issues in marketing. Psychology Marketing, 17(6), 441-447. Ramamurti, R., Singh, J. V. (Eds.). (2009). Emerging multinationals in emerging markets. Cambridge University Press. Khanna, T., Palepu, K. G. (2010). Winning in emerging markets: A road map for strategy and execution. Harvard Business Press. Sen, S. K. (1975). The house of Tata, 1839-1939. Calcutta: Progressive Publishers. Thomsen, S. (2011). Trust ownership of the Tata Group. Thite, M. (2013). Interview with Ratan Tata, Chairman Emeritus, Tata Group. Global Business Review, 14(3), 549-552. Shah, S. (2014). Corporate social responsibility: a way of life at the Tata Group. Journal of Human Values, 20(1), 59-74.