Transmigration Of The Soul Platos Theory Of Human Knowledge Essays

Transmigration Of The Soul: Plato's Theory Of Human Knowledge Plato contended that all true knowledge is recollection. He stated that we all have innate knowledge that tells us about the things we experience in our world. This knowledge, Plato believed, was gained when the soul resided in the invisible realm, the realm of The Forms and The Good. Plato's theory of The Forms argued that everything in the natural world is representative of the ideal of that form. For example, a table is representative of the ideal form Table. The form is the perfect ideal on which the physical table is modeled. These forms do not exist in the natural world, as they are perfect, and there is nothing perfect in the natural world. Rather the forms exist in the invisible realm, the realm of The Good. When the soul resided in the invisible realm, it experienced these perfect forms and retained that knowledge. However, when the soul is born into the natural world, it forgets that knowledge. In this world, the soul has no experience of perfection, and, therefore, cannot remember the forms. Yet, when the soul is confronted with something resembling the forms, it recollects what it once knew. We call this learning, but Plato believed it is actually recollection. For example, when we see two sticks that are the same length, we say that they are equal. Yet, there is nothing in the natural world that shows us true equality. Therefore, we must have had knowledge of the idea of equality before we entered this world. When we see the two sticks of the same length, it triggers the recollection of the idea of equality. Hence, Plato argues that our soul, before it entered this world, had knowledge of the form of equality when it was a part of the invisible realm. Upon entering this world, this knowledge was forgotten and had to be recollected. Thus, all knowledge of the forms, such as equality, justice, etc. is recollected. However, in proving that what we call learning is actually recollection, Plato also proved that the soul is immortal. As was stated, there is no example of true perfection in our world. Yet, we can imagine the idea of perfection. Where could this idea come from if we have not experienced it in our world? We must have experienced it at some point if the idea is within us. Thus, Plato argued that the soul must have existed outside of the natural world. In order for this to be so, it must be immortal, living before it came into this world. It only stands to reason, Plato contended, that it must continue to exist after it leaves this world. How else would it have been in existence before it came into this world? Plato believed that it was a rational assumption that our soul must continue to exist even after our death. Whether Plato believed that the soul migrates from one lifetime to another, one body to another, some would say is unclear. However, I believe that the idea of recollection leans heavily on the assumption that the soul is residing within the invisible realm before it comes into existence in the physical realm. If the soul migrates from one body to another at one person's death and another's birth, then we would still have no explanation for the soul's knowledge of the forms. For wouldn't the previous life have been spent in the natural world, just as this life is? As has already been argued, there is nothing perfect in this world and, therefore, no way of discerning the true forms. Thus, if the soul resided in this physical world in its previous life, where would it have gained knowledge of the forms? Therefore, I believe that Plato's intention was that the soul resides within the invisible realm until its birth into the natural world. It is while it resides within this realm and experiences the perfection of the forms and The Good, that it gains true knowledge. This true knowledge is remembered when the soul experiences, within the natural world, something resembling the ideal forms. It follows, therefore, that when the soul leaves the body at death, it must return to the invisible realm, the realm of

This essay is an investigative report on Fast Food Nation.

This essay is an investigative report on Fast Food Nation. Many people blindly go to fast food restaurants without thinking "what lies behind the shinny happy faces of every fast food transaction" (Schlosser 10). Eric Schlosser's book "Fast Food Nation" looks to change that. Schlosser's intentions when writing this book was to inform the reader of the dark side of the fast food industry. Schlosser pulls from numerous sources to support his arguments. While he neglects to include some information that may conflict with his argument, overall, he used his sources properly and truthfully.In the chapter entitled "Behind the Counter", Schlosser points out that "increasing the federal minimum wage by a dollar would add about two cents to the cost of a fast food hamburger" (Schlosser 73). In the note on page 309, Schlosser cites an article entitled "Impact of Minimum Wage Increases." The article displays several scenarios within a number of studies that show how an increase in minimum wage would cause a very slight spike in the price of fast food.Fa st food in NepalThe article researched minimum wage increases in past years and the affect they had on the price of food. In 1992, minimum wage was increased fifty cents and the price of fast food was only raised approximately one cent.The article supports Schlosser's argument that for every dollar increase to minimum wage the price of fast food would rise a mere two cents. Schlosser includes this statistic to illustrate the greedy behavior of the corporations running the fast food industry and to disprove the argument that raising the minimum wage would be a costly measure. It was a universal belief that the fast food industry did not want a minimum wage increase because it would cost them a large amount of money to continue the operation of their companies. Schlosser uses his resource...

Comparable Worth Compared to Equal Pay

Comparable Worth Compared to Equal Pay Comparable worth is shorthand for equal pay for work of equal value or equal pay for work of comparable worth. The doctrine of comparable worth is an attempt to remedy the inequities of pay which result from a long history of sex-segregated jobs and different pay scales for female and male jobs. Market rates, in this view, reflect past discriminatory practices, and cannot be the only basis of deciding current pay equity. Comparable worth looks at the skills and responsibilities of different jobs and attempts to correlate compensation to those skills and responsibilities. Comparable worth systems seek to fairly compensate jobs held primarily by women or by men more equitably by comparing the educational and skill requirements, task activities, and responsibility in different jobs, and attempting to compensate each job in relation to such factors rather than by the traditional pay history of the jobs. Equal Pay vs. Comparable Worth The Equal Pay Act of 1973  and many court decisions on pay equity revolve around the requirement that  the work being compared be equal work.  This approach to equity assumes that there are men and women in the job category and that they should not be paid differently for doing the same work. What happens when jobs are distributed differently, where there are different jobs, some held traditionally by mostly men and some held traditionally by mostly women?  How does equal pay for equal work apply? The effect of the ghettos of male and female jobs is that often, the male jobs were traditionally compensated more highly in part because they were held by men, and the female jobs were compensated less well in part because they were held by women. The comparable value approach then moves to looking at the work itself: What skills are required? How much training and education? What level of responsibility is involved? Example Traditionally, the job of a licensed practical nurse has been held mostly by women, and the job of a licensed electrician mostly by men.  If the skills and responsibilities and required training levels are found to be relatively equal, then a compensation system involving both jobs would adjust compensation to bring the LPNs pay into line with the electricians pay. A common example in a large organization, like state employees, might be outdoor lawn maintenance compared to nursery school aides.  The former has traditionally been done more by men and the latter by women.  The level of responsibility and education required is higher for the nursery school aides, and lifting small children may be similar to lifting requirements for those maintaining the lawn who lift bags of soil and other materials. Yet traditionally, the nursery school aides were paid less than the lawn maintenance crew, probably because of the historical connections of the jobs with men (once assumed to be breadwinners) and women (once assumed to be earning pin money).  Is the responsibility for a lawn of more value than the responsibility for the education and welfare of small children? The Effect of Comparable Worth Adjustments By using more objective standards applied to otherwise-different jobs, the effect is usually to increase pay to the jobs where women dominate in numbers. Often, the effect is also to equalize pay across racial lines as well, where jobs had been distributed differently by race. In most actual implementations of comparable worth, the pay of the lower-paid group is adjusted upwards, and the pay of the higher-paid group is allowed to grow more slowly than it would have without the comparable worth system in place.  It is not common practice in such implementations for the higher-paid group to have their wages or salaries cut from current levels. Where Comparable Worth Is Used Most comparable worth agreements have been the result of labor union negotiations or other agreements  and are more likely to be in the public sector than the private sector. The approach lends itself better to large organizations, whether public or private and has little effect on such jobs as domestic workers, where few people work in each workplace. The union AFSCME (American Federation of State, County, and Municipal Employees) has been particularly active in winning comparable worth agreements. Opponents of comparable worth generally argue for the difficulty of judging true worth of a job, and for allowing the market forces to balance a variety of social values. Bibliography Linda M. Blum. Between Feminism and Labor: The Significance of the Comparable Worth Movement. 1991.Sara M. Evans, Barbara N. Nelson. Wage Justice: Comparable Worth and the Paradox of Technocratic Reform. 1989, 1991.Joan Acker. Doing Comparable Worth: Gender, Class, and Pay Equity. 1989, 1991.Helen Remick. Comparable Worth and Wage Discrimination. 1984, 1985.

Resolute Forest Products Inc Research Paper Example | Topics and Well Written Essays - 2500 words

Resolute Forest Products Inc - Research Paper Example Where there is competition, there is always the need to devise a competitive strategy that can guarantee competitive advantage for the company. It is in line with this that a comprehensive company analysis is necessary to identifying the current market position of the company, understanding ways in which the company has responded to the competitions that it is faced with, what the weaknesses and strengths of the company has been in its quest to be competitive, corporate strategies that can work best for the company, and a comprehensive financial assessment for the company. Presently, Resolute Forest Product Inc can be said to be at a position where the company has failed to maximise its potential on the global economic competition. As a result, even though the company continues to record increases in revenue and operating incomes, these have not been translated into net income, total assets, and total equity. 2.0 Organization Overview Resolute Forest Product Inc is the outcome of a m erger between Bowater and Abitibi-Consolidated, which took place in January 2007. The company is mainly into the manufacturing of pulp and paper and is headquartered in Montreal, Quebec, Canada. Noting the importance of supply chain management to the company and the devastating consequence that can be associated with shortages in supply of raw materials, the company has as part of its major corporate strategies to operate and manage its own forest base that is responsible for supplying the company with its raw materials (Kanter, 2012). In line with this, the company boasts of owning an approximate value of 14.9 million hectares of forestland in North America as at the end of 2011 (Kim, 2011). This has generally being a workable strategy that has made the company to become recognized with efficiency in meeting demand from consumers. With growing concerns on global warming and the need to reduce the emission of greenhouse gases, Resolute Forest Product Inc pledged its commitment to th is call in November 2011 when it became a member of the World Wildlife Fund’s Climate Saver’s Program (Chen, 2012). Together with other stakeholders and members therefore, the company is in a joint course to helping reduce greenhouse gas emission by 65% by 2015. The operations of the company have not been free from lawsuits to and from the company. For example in May 2013, The Star (2013) reported of a $7,000,000 defamation lawsuit filed against Greenpeace Canada and some of its employees for alleged interference with economic relations with their customers (Aulakh, 2013). Greenpeace Canada has however seen the lawsuit as a mere attempt to for Resolute to launch a Strategic Lawsuit Against Public Participation (SLAPP). 3.0 SWOT Analysis Strength Weaknesses 1. The company has a very reliable raw material base that makes the dependence on suppliers very limited. 2. Reduced dependence on suppliers means the company has sufficient savings on external spending that minimize d the cost of doing business 3. The company commands very high annual revenue and operating income that makes it have very strong competitive urge over its competitors, knowing that diversification and other means of raising funds for the company with

History of the Rockettes Research Paper Example | Topics and Well Written Essays - 1250 words

History of the Rockettes - Research Paper Example The Rockettes have a long history that spans several decades. Most people who enter the Radio City Music Hall may not know that the Rockettes were a group that was formed in 1925 in St. Louis, Missouri by Russell Markert. Markert originally called the group, â€Å"The Missouri Rockets† (The Radio City Rockettes). Markert decided to create this group after he saw the John Tiller Girls who were a part of the Ziegfeld Follies in 1922. Markert thought that he would be able to put together a group comprised of leggy women who could do â€Å"complicated tap routines† and â€Å"eye-high kicks† that in his words, would â€Å"knock your socks off† (The Radio City Rockettes). Eventually, the Missouri Rockets were moved to New York to perform at the Roxy Theater, then owned by S.L. â€Å"Roxy† Rothafel, who was the theater impresario. The Missouri Rockets performed in a program at that time called Rain or Shine. There were actually three different groups of women who comprised the Missouri Rockets until Rothafel, so imp ressed by the women, pulled them all together and renamed them the Roxyettes. In 1932, the Radio City Music Hall had its opening night and the Roxyettes performed for the first time on this stage; since then, there have been hundreds of performances and they have become famous. During this opening night, they were part of 17 groups who performed including such performers as the Flying Wallendas, Ray Bolger and Martha Graham (The Radio City Rockettes). In 1934, the group was â€Å"streamlined† and the Rockettes were born. In the early years of the Rockettes all girls were white and their height had to be between 5’6† tall and 5’10† to 5’10  ½Ã¢â‚¬  tall. In 1985, Setseko Maruhashi became the first Asian (Japan-born) Rockette and in 1988, Jennifer Jones became the first African-American. For many years, there was controversy about hiring African-Americans because it was felt that they would â€Å"distract from the consistent

Evaluation of the strategy practices of Haier Group

Evaluation of the strategy practices of Haier Group This analysis report is prepared to evaluate the strategy practices adopted by Haier group in recent years. Qingdao Haier Group is a consumer electrical maker which transformed from a refrigerator factory in Qingdao, Shandong Province, China founded in 1984. In 1992, the company had simplified their company name from Qingdao Haier Group to its current name, Haier Group. A new director was appointed in 1984, who is Mr. Zhang Ruimin. Thus, a new management team was formed and leaded under Zhang, to solve companys problems, such as debts, lack of quality control and poor management. This report will be discussed under various collection of sources which found related to Haier group, which includes books, websites, media articles, journal articles, Haiers official website and Haiers yearly annual reports. All the sources will be using in the analysis to support and prove that the related theories have been applied into the companys strategies. 1.0 Introduction Strategic management can be described as the identification of the purpose of the organization and the plans and actions to achieve that purpose. Corporate level strategy means the strategic decisions that lead companies to diversify from one business areas. It also means the role of the corporate headquarters in directing and influencing strategy across a multi-product group of companies (Richard Lynch, 2009). In this strategic analysis, discussions will be focused into three main segments. A general Haiers company overview will be done in the first place to investigate the milestones they have been gone through in past decade. Analysis continues in analyze corporate internal and external environment, SWOT analysis and Haiers unique OEC Management will be criticized in details in this segment. Moreover, the next segment discusses how Haier strategically competes in the local and international markets by using Ansoff Matrix and The Strategic Clock theories. Haiers internalization strategies will be evaluated in the last segment that includes Joint Ventures and Acquisitions where the corporate adopts in the process of globalization. 2.0 Corporate Background Haier Group was founded in 1984 with headquarters in Qingdao, Shandong Province, China. In 1984, Haier produced and selling only a single model of refrigerator, it shows that Haier Group has been gone through major developments in years. Today, they rank themselves as one of the worlds leading white goods home appliance manufacturers (Haier, 2008). In last few decades Haier has grown their group to become the 4th largest white goods manufacturer and one of Chinas Top 100 IT Companies guided by the business philosophy of CEO Zhang Ruimin. Mainly, they has experienced a strategy for growth which is mainly formed into three major development stages, known as Brand Building, Diversification and Globalization (Haier, 2008). According to Michael Kanellos, 2008 Haier is trying to expand its presence globally and go up market. The company has been selling air conditioners, fridges, and other household items in the U.S. since 2000. But in 2006, it began selling LCD televisions. In November, it began selling music players. They has never been satisfied to just become a national brand, in January 2005, Haiers refrigerators were selected as best sellers in the UK by Ethical Consumer (Haier Worldwide, 2008) Haier employ over 50, 000 workers throughout the world, it has 240 subordinate companies and 30 design centers, plants and also trade companies. Their product categories are range from refrigerators, refrigerating cabinets, washing machine, air conditioners, home theatre systems, televisions, mobile phones, water heaters, DVD players and integrated furniture. Haier broadly recognized as a world leader in the technology domains of networked home appliances, intelligent integrated home furniture, digitalization and large scale integrated circuits. Different with other corporations, Haier is a state-owed company leading among others Chinese companies along with its brand name. They have been well developed and consistent which has leaded them rapidly expansion into the international market after the successfulness in its local country, and it is continues to grow until today. 3.0 Discussions 3.1 Haiers Internal and External Strategic Environment 3.1.1 SWOT Analysis The central purpose of the SWOT analysis (see appendix ) is to identify strategies that align, fit or match a companys resources and capabilities to the demands of the environment in which the company operates (Gerry Johnson et al, 2008). Organizations have to critically evaluate all strategic alternatives by using SWOT analysis to achieve its major goals and targets. In other words, Haier practices SWOT as to build on strengths so as to utilize opportunities and counteract threats, and at the same time correct its weakness. Haier has strong technology strength, they are broadly well known by leading nine products in its domestic markets share and also the top three white goods brand in terms of three products (refrigerator, air-conditioner and washing machine) in global market. They are also a world-class group in the fields of household appliances, network appliances, digital and large range integrated circuits and new equipments. Beside that, Haier also has a long term fundamental drive, which is innovation force that applies in its producing and management. As a result, their innovation in providing after-sales service has brings significance response from its customers. New upgraded products like dual drive washing machine, safe care water heater, four temperatures zone refrigerator and smart air conditioner are all been created under Haiers innovation strengths in improving products. Although Haier has a world level of technologies, but they has low level of core technology as they deeply relies on few world well known companies who supply core accessories and core components for Haier. Like for example, Haier used chips which made from Philips in its television industry, also, they bought quality compressors from Mitsubishi in its air-conditioner production. This will be a major weakness for Haier in expanding globally. Haier also weak in channels, the do not have a complete one. They even unable to deliver products to retailers, cost has increased as they needs to rent warehouses for storage purpose. Global economic integration is an opportunity and also a challenge for Haier. Haier may obtain the best quality raw materials from the international markets, recruit the best talents from all over the world, and discover more international markets. Haier should catch this chance and make full use of it to help in its process of globalization. The most important market for Haier is still its domestic market, which is China. As Haier hold more than 26.2% of the overall home appliance market in China, and the household appliances market continues to growth more than 20% every year. Thus, in future, China is still the best market for Haier to earn although they have been entering into international markets. Haier faces tough competition since entering into international markets. In the same industry, there are others worldwide recognized brands such as Panasonic, Samsung, Philips, LG and many mores. Haier is still new in other nations besides China and Asia markets; it is hard to compete with those strong rivals exclusive marketing. As China has bad country image of producing low quality and cheap price products, it is a major problem of Haier which aims to offers premium range of products, they have to against with this threat in order to build its brand into other nation. 3.1.2 OEC Management in Haier OEC stands for Overall Every Control, it also can be indicates as overall everyday/ everyone/ everythings control and clear of every workers in Haier. The CEO of Haier, Zhang, has created the unique OEC management control system to aims at overall control of everything that every employee finishes on his or her job everyday with a 1% increase over what was done the previous day. The OEC management control system has three aspects: target setting, control, checking and clearance; and incentive mechanism. Workers of Haier are awarded based on the quality of their work; it is either red reward or yellow penalty cards will be given. Other than that, promotion is decided by using open biding system to ensure the fairness in the awarding process (Thomas W. Lin, 2005). OEM is a strategic process with all that this involves in terms of the human resources of the company, its change culture and leadership. Thomas W. Lin, 2005 stated that Haiers OEC management-control system and enterprise culture have the following characteristics: Focus on and understand customer value, product quality, operating efficiency, innovation, and speed to market. Commit top management and leadership to creating a new way of management and a performance culture. Involve management and employees in creating the OEC management-control system. Allow them to become familiar with OEC so they feel included and share in ownership of the system. Educate management and employees. Use seminars and weekly company newsletters to explain the firms strategy, customer value, OEC management, and the idea of every employee being a strategic business unit to enable them to understand the concepts and appreciate the benefits. Create desired incentives, and reassure employees that they will be evaluated properly in accordance with their performance. 3.2 Strategic achieves Competitive Advantages If an organization possesses superior knowledge to its competitors then this can deliver core competencies which, in turn, produce competitive advantage (David Campbell, 2007). This segment will be discusses on how Haier adopts Ansoff Matrix and The Strategic Clock to achieve create competitive advantages. 3.2.1 Ansoff Matrix The most commonly used model for anaylysing the possible strategic directions that an organization can follows is the Ansoff Matrix (see appendix ). There are four broad alternatives, which are market penetration, product development, market development and diversification (David Campbell, 2007). Product development involves developing new products for the same existing markets a company has. The ability to innovate is crucial in developing products for rapidly changing consumer markets (Anthony Henry, 2008). In other explanation, product development simply means a company offers or delivers modified or brand new products to the same targeted markets. In the beginning, Haier has only four types of main products, which are refrigerators, air-conditinors, washing machines, and freezers. But in year 1999, Haier had launched a brand new product, named All media, All-digital television. It was a successful launching that has widely attracting a big number of users. Besides that, Haier also developing varieties in the same product line, the modified new products was targeted in the original markets. For example, some new model has been modified in refrigerator line such as little prince series (see appendix ). Market development involves entering new markets with the firms existing products. This may be done by targeting new market segments and new geographical areas, or by devising new uses for its products (Anthony Henry, 2008). Another strategy which Haier adopts to grow is market development. As market development declares as expand existing products to new markets, so it is either through new segments, new users, new geographies, or all three at the same time. In the case of Haier, they overseas to integrates into the global big markets and economies together with their premium white goods. Haier develops in most of the Europe countries included United Kingdom, United States, Germany, and Italy. Thus, they become an international corporation and involves in most of the household appliances manufacturing industry, and also entered cell phone manufacturing, insurance and finance. In the year 2001, they even involves in pharmaceutical industry. Diversification occurs when an organization moves away from a single product or dominant business area into other business areas, which may or may not be related to the original product. Although diversification is a solid strategy that defined as takes the company away from both its existing products and markets, but Gerry Johnson et al, 2008 suggests that a good deal of diversification in practice involves building on relationships with existing markets or products. Diversification is a matter of degree. Clearly Haier has almost perfectly practiced diversification by adopts both product development and market development. Moreover, diversifications have brought extra hidden competitive advantages towards the company. A very common justification of diversification is dispersion risk across a sort of businesses. Haier India has laughed Haier Mobile in year 2005, a whole new product created to entering into new markets. Haier Telecom India Pvt. Ltd. started operations in December 2005 to market Haier Mobiles (see appendix ). With the growing opportunities in India and around the world HTIL has marked its presence across four continents in the high growth centers of Asia, Africa, South America and Europe (Haier Mobiles, 2005). Diversification has been involves in Haier growth stage, besides improvement and growing on white goods industry, they also expanded into other industries that includes communication and IT products, Haier pharmacy, Haier Software and Haier real estate. Diversify from one product to a variety of products (in 1984, we had refrigerators only, and in 1998, we had dozens of products), from white goods to brown goods through capital operation in a way of activating shock fish. Tangible assets were activated using intangible assets and the business was expanded and strengthened at the minimum cost and in the shortest time (Haier, 2008). 3.2.2 The Strategic Clock Cliff Bowman and Richard DAveni emphasis that competitive advantage is achieved by providing customers with what they want, or need, better or more effectively than competitors. The strategy clock (see appendix ) represents different positions in a market where customers have different requirements in terms of money and value (Gerry Johnson et al, 2008). It is important for a firm to focuses on which markets customer they are targeting at, as different customer may have different perceptions on the same product. Most of the consumer have different needs and at the same time searching for different benefits and values. Like for example, for an air-conditioning user, they choose the product based on price or functionality? Haier using differentiation strategy on their new air-conditioning (see appendix ) which has added auto cleaning system. It not just keeps the room chill but at the same time has self-cleaning system works through its new created technology, there is a unique open and close feature adds on to the model. Haier is achieving competitive advantage because with the extra value added on the product yet it still charged at the same price, this shows that they had offers extra benefit that makes their product different from other competitors with a competitive price. 3.3 Strategic competes in International Markets Since 1998, Haier Group exported its outputs first to Germany, then to European countries. After years, they started to entry US markets, Middle Eastern countries, South-eastern countries, and India. According to Charles W. L. Hill et al, 2007 companies need to consider carefully all the possible ways they can set up their operations to minimum risk. He also suggested Haier believes that globalization is not just export, but more crucially create the export license. In order to decrease the risk of entering a new market, they pursue strategic alliances to position its company into new areas, beside that; new plant will be set up (or acquisition decision will be made) only if there is a market and the plant must at least reach a breakeven point. 3.3.1 Strategic Alliances One of the most common ways to entry a new market with low risk is through strategic alliances (see appendix ), where a company can share and use the resources and capabilities held by its partner company. There are some reasons behind of why Haier choosing strategic alliances. First; they may feel that it can benefit from its local partners knowledge of a host nations competitive conditions, culture, language, political systems and business systems. Second, when the development costs and risks of opening up a foreign market are high, they may gain by sharing these costs and risks with its local partner. Third, political considerations in some nations make strategic the only feasible entry mode (Charles W. L. Hill et al, 2007). A New York based import corporation named Welbilt Appliances which owed by Michael Jemal approached Haier to invites them to entry US market in 1994. In the same year, Welbilt Appliances bought 150,000 units consists of three models of compact refrigerators that met the safety and energy standards of US from Haier. All units were sold in a year under Welbilts name. Haier America was formed in 1999 after the successfulness of the mini-refrigerators line, a new office has located in Manhattan with 17 staffs, and for the first year of operations, they target to reach $50 million dollar of sales. After three years, they had reach a wonderful result that they had sold 80,000 full size refrigerators, approximately 2% of the US market. 3.3.2 Acquisition Acquisitions are often been use to enter a new market area for the company when they need other companys competencies to survive in the area. The benefits behind acquisitions are a company can purchase a market leader in a strong cash position overnight, rather than spend years building up market leadership through internal development (Charles W. L. Hill et al, 2007). A company choose to acquiring another company for certain reasons, and for Haier, it simply because they need to move fast in internalization. Charles W. L. Hill et al, 2008 argues that acquisitions are also perceived to be somewhat less risky than internal new ventures, primarily because they involve less certainty. Given the nature of internal new ventures, large uncertainties are associated with projecting future profitability, revenue and cash flow. In the year 2001, a refrigerator plant located in Padova, Italy (one of the most giant manufacturers which producing build-in appliances) has been chosen by Haier to acquire and invested $8 million dollar, the new plant is planned to manufacture build-in freezers and refrigerators for the fast growing build-in sector on that time in European market. Right in the next year, another new Italy-based organization named Haier A/C Trading has been formed and air-conditioners were began to been supplying in the local market. 4.0 Conclusion and Recommendation From the analysis, all the findings showed that today Haiers achievement are much related with the strategies they practised. Based on the SWOT analysis, there is evidences show that Haier has its strengths to competes in its targeted industry, the OEM Management system has even strengthen up its capability to overcome possible threats and help them to catch opportunities for now and future. By practising diversification and other related strategies under Ansoff Matrix, it has allowed Haier to gain competitive advantages in local and international market making them the well-known premium white goods brand in the world. Combination of all strategies has brought Haier to reach first-class performance, and also achieve the quality of service class in its industry, they are still the only Asian company awarded Five Star Diamond Award. Competitive-oriented overseas market entry and uses strategies in gaining competitive advantages are the major motive of Haier to compete with world giants in its internationalisation planning and will be continues reaching successfulness in the future.

Negligence Definition Essay

A failure to behave with the level of care that someone of ordinary prudence would have exercised under the same circumstances. The behavior usually consists of actions, but can also consist of omissions when there is some duty to act (e.g., a duty to help victims of one’s previous conduct). OVERVIEW Primary factors to consider in ascertaining whether the person’s conduct lacks reasonable care are the foreseeable likelihood that the person’s conduct will result in harm, the foreseeable severity of harm that may ensue, and the burden of precautions to eliminate or reduce the risk of harm. See Restatement (Third) of Torts: Liability for Physical Harm  § 3 (P.F.D. No. 1, 2005). Negligent conduct may consist of either an act, or an omission to act when there is a duty to do so. See Restatement (Second) of Torts  § 282 (1965). Five elements are required to establish a prima facie case of negligence: the existence of a legal duty to exercise reasonable care; a failure to exercise reasonable care; cause in fact of physical harm by the negligent conduct; physical harm in the form of actual damages; and proximate cause, a showing that the harm is within the scope of liability. Negligence is an actionable tort. This means that if one person’s carelessness causes an other personal injury, the injured party may sue to recover damages (money) for his or her injuries. The idea that a person can sue for negligence is a relatively new phenomenon, only about a century old. The reason for negligence’s late recognition is because common law traditionally recognized only intentional torts; that is, it held parties responsible for injuries that were the result of intentional acts. It was irrelevant that the actor did not intend to injure anyone, much less the injured party, but it only needed to be shown that the actor intended the action that caused the injury. In these cases, evidence of who caused what injury was affirmative, direct, and fairly objective. The concept of permitting someone to recover damages for injuries caused by someone’s lack of action or failure to do something was a revolutionary concept. Since its recognition as an action in tort, negligence has become a major source of very large jury awards. It is the root of all product liability cases. When  people complain about our legal system and the outrageous verdicts being awarded nowadays, they are speaking about negligence. Originally, negligence was recognized by the courts as part of the common law. Over time, as causes of action became more numerous and as damages became larger, various efforts were undertaken to limit the appeal of negligence lawsuits. The doctrine of contributory negligence eventually evolved, in some states, into a system of comparative fault that permitted recovery on a completely relative scale. Thus, in an accident one could be 90 percent at fault for one’s own personal injury and still sue to recover the 10 percent of the damages suffered that were caused by the other party.