Analysis Of Eric Larson s Work The Devil - 1585 Words

In Eric Larson’s work The Devil in the White City, he explores the historical occurrences of Chicago around 1893. More specifically it revolves around the World’s Fair meant to commemorate Columbus’ expedition in which he discovered the Americas. Larson researched the recorded information from letters sent and other works and tried to fill in the gaps of what may have happened. The two main plot points the book follows are that of Daniel Burnham, an architect working to make the fair happen, and H. H. Holmes, a serial killer who is using the fair to his advantage. The book also explores the Black City of Chicago and what holding the world’s fair would bring to Chicago given the context of the economic state of nineteenth century America. The following is an attempt to break down some of these key issues found in the pages of Larson’s work. Chicago had earned the nickname the Black City in its lower class areas because the town had become fairly impo verished. The area was industrial for the most part full of working class or unemployed people just trying to get by in life. As such it was not uncommon that people would go missing or die in an accident making it how a serial killer could go unnoticed for a while. The book also mentions the influx of young women coming to Chicago because of how many nightclubs and brothels had sprung up in the area it was easy for them to find work if they were willing. How the area looked very much reflected that, the houses beingShow MoreRelatedSexism and Disney2712 Words   |  11 Pagesinappropriate for impressionable young children. Better and more contemporary heroines need to be added to Disney’s wall of princesses in order to counteract years of sexism. Admittedly, many of Disney’s original works are not being viewed by their intended audience. Author of Patricia Digà ³n Regueiro s states, â€Å"it may be of interest to know that in his early cartoons created by Walt Disney were not directed at children and their stories are looking to make the audience laugh with characters who, on manyRead MoreProject Mgmt296381 Words   |  1186 PagesLeadership Chapter 2 Organization Strategy and Project Selection 1.4 Projects and programs (.2) 1.4.1 Managing the portfolio 1.4.3 Strategy and projects 2.3 Stakeholders and review boards 12.1 RFP’s and vendor selection (.3.4.5) 11.2.2.6 SWAT analysis 6.5.2.7 Schedule compression 9.4.2.5 Leadership skills G.1 Project leadership 10.1 Stakeholder management Chapter 11 Teams Chapter 3 Organization: Structure and Culture 2.4.1 Organization cultures [G.7] 2.4.2 Organization structure

Hamlet As A Tragic Hero - 1305 Words

Sympathy is a feeling of sorrow, pity, or understanding of someone else’s misfortune. Hamlet, in this case, is the tragic hero due to many different sources that cause the reader to have an immense amount of sympathy for him. A series of events such as murder, failed relationships, and all the madness, created the feeling of sympathy from the audience. These specific sources cause the reader to see the development of the overall themes of deceit, justice, and revenge. Deceit is one of the main themes presented throughout the play starting from the beginning, when Hamlet’s father comes back in the form of a ghost to tell him how they were both betrayed by Claudius. Old Hamlet tells his son about how Claudius, his brother, killed him†¦show more content†¦It can mean the act of cheating on one s spouse or it can mean any kind of other sexual sin, including incest. Whether she cheated on him or not, the marriage is seen as a betrayal to the Old Hamlet, as she marri ed so soon after his death. Another example of deceit throughout the play that creates sympathy for Hamlet is the tragic events involving love interest, Ophelia. Polonius, her father, deceived her into believing she wasn’t good enough for Hamlet and forced her to stop writing him. Ophelia seemed to be his only source of happiness and was ultimately taken away from him due to the lies and deceit of her father. The combination of deceit throughout the play creates an incredible amount of sympathy from the audience. The theme of revenge is triggered from the theme of deceit, for Hamlet’s taking of revenge occurred after the disastrous events that formed in the earlier acts of the play. The ghost of Old Hamlet says, â€Å"I am thy father s spirit, doom d for a certain term to walk the night and for the day confined to fast in fires till the foul crimes done in my days of nature are burnt and purged away. But that I am forbid to tell the secrets of my prison-house, I could a tale unfold whose lightest word would harrow up thy soul, freeze thy young blood, make thy two eyes, like stars, start from their spheres, thy knotted and combinà ¨d locks to part, and each particularShow MoreRelatedHamlet As A Tragic Hero850 Words   |  4 Pagesas a hero if they revenge? Well In the novel Hamlet the author, William Shakespeare creates tragic events where his main character Hamlet has to overcome to achieve his goal of killing his evil uncle Claudius. â€Å"In life one has to do bad thing in order to be a hero,the hero also has to make sacrifices in order to be successful† (John Barrowman). In Shakespeare Hamlet, should hamlet be considered a tragic hero judging by him following the hero steps. Shakespeare proves that Hamlet was a tragic heroRead MoreHamlet, A Tragic Hero1003 Words   |  5 Pagesmemorable tragic hero’s Hamlet is the definition of a tragic hero. In the book, Hamlet, Shakespeare’s character hamlet is determined on killin g his uncle the king. This goal proves to be challenging to him due to his morals. He often struggles with this throughout the book. This proves to be his downfall for not deciding to kill the king until the very end. A tragic hero has to have a fatal flaw that, combined with fate, brings tragedy. This is one of the key characteristics of a tragic hero. He hadRead MoreHamlet As A Tragic Hero1071 Words   |  5 Pages Hamlet as a Tragic Hero The Webster dictionary defines tragedy as, â€Å"a serious drama typically describing a conflict between the protagonist and a superior force and having a sorrowful or disastrous conclusion that excites pity or terror.† (Webster Dictionary) So a tragic hero is a character who goes through a conflict and suffers catastrophically as a direct result of his choices. You will see throughout this story that the character Hamlet is a clear example of Shakespeare’s tragic hero. ShakespeareRead MoreHamlet : A Tragic Hero995 Words   |  4 PagesHamlet: A Tragic Hero William Shakespeare is known through the ages as a brilliant playwright. He has written several comedies and tragedies that people have loved through decades. Shakespeare’s plays have been interpreted in many different ways and have been debated on which interpretation is correct. Some of these included even the basis of the character’s persona. In the Shakespearean tragedy Hamlet, the main protagonist, Prince Hamlet, is fated by the ghost of his late father that, becauseRead MoreHamlet as a Tragic Hero2505 Words   |  11 Pagesterror. A tragic hero, therefore, is the character who experiences such a conflict and suffers catastrophically as a result of his choices and related actions. The character of Hamlet is a clear representation of Shakespeares tragic hero, as he possesses all the necessary characteristics of such a hero. Hamlet is seen as a tragic hero as he has doomed others because of a serious error in judgment, also Hamlet is responsible for his own fat e and Hamlet has been endowed with a tragic flaw. TheseRead MoreHamlet; Tragic Hero3618 Words   |  15 Pages Hamlet; The Tragic Hero            Ã‚  Ã‚      In many plays there is always one person that is the tragic hero. They always possess some type of tragic flaw that in turn leads to their tragic deaths. In the Shakespearean play Hamlet the main character Hamlet is considered to be a tragic hero. By carefully analyzing the Shakespearean play Hamlet one can debate whether the main character Hamlet is a tragic hero. Although it is debatable whether or not Hamlet is a tragic hero, one wouldRead MoreIs Hamlet A Tragic Hero Essay961 Words   |  4 PagesTo be, or not to be: a hero. That is the question often asked of William Shakespeare’s tragedy, Hamlet: whether Hamlet II, Prince of Denmark, can be considered a hero. Throughout the play Hamlet proves himself to be a hero, although different from the usual sense of one. Hamlet is a tragic hero, â€Å"a great or virtuous character . . . who is destined for downfall, suffering, or defeat . . . who makes an error of judgment or has a fatal flaw tha t, combined with fate and external forces, brings on a tragedyRead MoreHamlet As The Tragic Hero Of The Play Hamlet 1314 Words   |  6 PagesIn order to better understand Hamlet one must first asses, and define man. According to webster dictionary a man is a male often having the qualities associated with bravery,script or toughness(site webster dictionary www.define a man.com here). We know the male figure is known to exhibit distinctive male traits such as strength, dignity, courage and be a provider and supporter. As seen in Hamlet one must understand the male figure to better understand Hamlet and why the male behave in such waysRead MoreHamlet: A Tragic Hero Essays697 Words   |  3 Pagestragedy of Hamlet, Shakespeare’s most popular and greatest tragedy, presents his genius as a playwright and includes many numbers of themes and literary techniques. In all tragedies, the main character, called a tragic hero, suffers and usually dies at the end. Prince Hamlet is a m odel example of a Shakespearean tragic hero. Every tragedy must have a tragic hero. A tragic hero must own many good traits, but has a flaw that ultimately leads to his downfall. If not for this tragic flaw, the hero would beRead More Hamlet: A Tragic Hero Essays873 Words   |  4 Pages â€Å"A tragic flaw is an error or defect in the tragic hero that leads to his downfall.† (http://www.bedfordstmartins.com/literature/bedlit/glossary_t.htm) In the history of literature, if the question of who was the most indecisive character was brought up, Hamlet would be a prime candidate. Hamlet had numerous chances to reap revenge for his father’s death but was only able to follow through after the accidental murder of his mother. Hamlet’s inability to make a decision ultimately leads to his demise

Change Management in Toyota-Free-Samples for Students-Myassignment

Question: Discuss about the Change management in Toyota. Answer: Introduction The purpose of this report is to highlight the recent changes in the organizational structure of Toyota Motors Corporation (TMC). The directors of the business organization wants to modify the structure of the organization in order to improve the decision making, to strengthen the oversight of the management and to give a necessary boost to the rate of innovation to the business organization (corporatenews.pressroom.toyota.com, 2017). This report highlights all the relevant aspects of the organization and demonstrates how the business corporation is going through the structural change to achieve the newly set targets or objectives. Organizational changes The management of Toyota Motor Corporation wants to alter the structure of the organization so that the employees can achieve the newly set target by the management and the organization can improve in sectors like decision making, management oversight and unique innovations (Hayes, 2014). In order to promote the organizations target of making better than ever cars by incessantly continuing the development of the general workforce. The business corporation has already made some significant changes in its structure to make sure that the organization becomes a product based company rather being a function based corporation. The management of the business corporation wants to make these necessary changes so that they can sustain the growth and development of the organization. The board of directors have realized the fact that while facing two significant challenges if the board members does not make necessary changes in the organizational structure, it would become impossible to sustain the growth of the organization (Kubiske et al., 2015). The primary challenge for the organization is to decide how to train and develop the workforce so that the employees can make quick and accurate decisions for the best interests of the organization. This aspect is immensely important as to come out from the issues that the organization is presently facing, it would require strong decision making skills employees with higher level of efficiency (Cummings Worley, 2014). It can be said in this context that change is necessary for sustenance and the change management is all about transforming and modifying the business o rganizations to sustain the effectiveness, productivity along with profitability. Change management is vital for the business corporations whose objective is to achieve and sustain success rate in complex, uncertain and ambiguous environment. The change management can be referred to as a major source of the competitive advantage (Doppelt, 2017). If a business organization is able to adapt to the market changes and modify them accordingly, they would surely be achieving more success and they will be having competitive advantage against the rival organizations. Change management model followed by Toyota It has been observed that change is a common factor that is present in all the business corporations irrespective of the industry, size and age of the organization. It is seen that, for long time sustenance, adapting to the changes is vital (Samuel, Found Williams, 2015). The notion of change management is familiar to most of the business organizations nowadays and the growth and development of the business organizations immensely depend on their rate of adaptation to the changes. It is seen that the management of Toyota Motor Corporation has chosen Kurt Lewins 3 stage model of changes for their organizational change. To get to the bottom of the model prescribed by Lewin, it would be easier to explain the model with a real life example. In this regard it can be said that if someone has a cube of ice and h wants a cone of ice instead, he will be needing to melt the ice first and then mold the ice into the shape of a cone and then refreeze it (Hayes, 2014). Figure: ice cube changing to a conical shape (Source: Cummings, Bridgman Brown, 2016) It is observed that this change has a process with three distinguishable stages. In this regard, it should be mentioned that to initiate any process of change, the individuals should understand the reason for the change. First stage (Unfreeze) According to the model of Lewin, the initial stage of the changing process includes the preparation of the management of the organization to accept the fact that change has become necessary and that includes breaching the present status quo before building a new way of operation. Developing a compelling message is the key that demonstrates why the existing structure of the organization is failing and why changes is needed in the organizational structure. The reasons can be like decreasing figures in sales, below average satisfaction level of the customers or poor financial reports and many more. The changes should take place at the core of the organizational structure (Doppelt, 2017). The existing values, beliefs and the attitude of the organization need to be challenged and the management must have adequate preparation to change the foundations of the organization that is present. The initial stage of the process is stressful, as the management of the organization needs to destroy the ways of operation and also putting every aspect of the organization off balance. In this way, the actions of the management can evoke strong reactions from the stakeholders of the organization and that is essential for the process (corporatenews.pressroom.toyota.com, 2018). Second stage (Change) After creating the phase of uncertainty in the previous unfreeze; phase, in this stage, the management should initiate to resolve the issues of uncertainty and search for new ways to accomplishing targets. In this phase, the workforce starts to regain their trust and act accordingly to support the organizational changes. The transition from unfreeze state to this phase does not occur suddenly and the workforce needs time to get used to with the changes in the organization (Hayes, 2014). To make the process successful, the people needs to understand the fact that how these changes will benefit the organization as well as the employees as it is necessary for them to know. In this regard, it should be mentioned that the process of change might harm some of the stakeholders of the organization but will benefit the organization and most of the external and internal stakeholders of the organization. It has been observed, that communication and time are the two vital aspects of the changes that takes place in the organizational structure. While managing a changing process, the management has to go through a lot of odd situations and to resolve the issues; it would require immense effort and time. Final stage (Refreeze) When the changes in the organization takes shape and the internal and external stakeholders adapt to the changes, it can be said that the business organization is ready for the final stage; Refreeze phase. This phase needs to help the individuals along with the organization in order to institutionalize or internalize the changes (Cummings, Bridgman Brown, 2016). This depicts that the changes are used at the every possible sectors and they are also included into the regular business operations. In this way the organization gets its stable form slowly and the workforce starts to give production with much more confidence and loyalty towards the organization and the metamorphosis gets completed. Changes in Toyota Motors Corporation After implementing the changes in the organizational structure of Toyota motors, some significant strategic changes has been observed and those are mentioned in this section: Quality management To increase the quality of the cars, the management of the organization uses TPS (Toyota Production System), as quality is one of the most important areas that can determine the success of the business organization (Doppelt, 2017). Design and services The management of the organization wants to improve the designs of the cars and the services of the organization by technological advancements as that can potentially attract more customers helping the organization to thrive in odd situations (Suh, 2017). Supply chain management The Toyota Motors generally use lean manufacturing for the supply chain management and the management of the organization use automation system for real life adjustments in the activity of supply chain management (Samuel, Found Williams, 2015). In this process, the organization diminishes the bullwhip effect in the supply chain. Inventory management To address the strategic decisions in the operational management, the organization tries to diminish the inventory level through just-in-time inventory management. The objective is to lower the size of the inventory and the corresponding cost. The change models: The 7S model: The McKinsey 7S model is a model to manage change in organizations which helps in improving the performance of the company. The model examines the likely impacts of future changes, aligns the departments and their modes of operations towards embracing the changes and finally determines the best procedure to implement the changes. The multinational companies like Toyota can use this model which takes into account strategies, structure, system, shared values, skills, styles and staffs (Hayes, 2014). This means that the company must judge factors like its current organizational value, structure and quality of the present human resources. Thus it can also plan to bring about changes in them so that it can embrace the organizational changes to make its decision making more dynamic. Figure 1. The 7S model (Source: Suh, 2017) The star model: The next change model which multinational companies like Toyota undergoing changes in their decision-making structure can adopt is the star model. The model would first take into account the strategies which are directing the changes within the organization like the need to make decision-making more dynamic. The second step is to consider whether the structure of the organization is eligible to support the change followed by an analysis of the process that would come into play to materialize the changes (Suzuki et al., 2017). Then the apex management considers the positive rewards or outcomes which the change would bring about on the people of the organization, the fifth component of the model. Figure 2. The star model (Source: Doppelt, 2017) The congruence model: The congruence model takes into account how a company processes information it gains from the internal and external sources. The model to make organizational changes more dynamic breaks down to the whole process into parts. Then it considers how the people of the organization, culture and formal organization coordinate with each other to bring about the changes (Samuel, Found Williams, 2015). Figure 3. Congruence model (Source: Samuel, Found Williams, 2015) The Burke Litwin model Burke Litwin change model takes into account the twelve factors namely, external environment, mission and strategy, leadership, management practices, work unit climate, tasks and skills, organizational culture, structure, systems, individual values and needs, motivation and individual and overall performance. The model assumes that multinational companies like Toyota come under strong influences of external environment which in turn impact the other elements like structure and processes. The model is efficient because it takes into those external factors of change force the internal factors of multinational organizations like Toyota to change. For example, increasing international competition requires Toyota to make its decision making more dynamic which requires it to change its entire decision making structure (Topel, 2018). Four frame model: The four frame model is especially appropriate for companies like Toyota which continuously bring about innovations in their operations, business models and organizational structures. The model takes into account four attributes of organizations namely, structural frame, human resource frame, political frame and symbolic frame (Hayes, 2014). Figure 4. Four framework model (Source: Suh, 2017) Case studies The following case study describes about the recent changes of the Toyota Companys Information Technology processes. Toyota has invested on 1Tech process for engineering expertise. 1Tech is one of the most successful as well as innovative companies of the world. Toyota has made this smart investment in order to integrate as well as improve their Information Technology processes. In addition to this, this investment has helped the company in transferring the skills to the information systems community of Toyota (Yamaguchi, 2017). The company has in turn, developed their collective procedure as well as standards by the help of their Information Systems department, which is also referred as Information Systems Methodology. This change has proved to be highly beneficial for the company itself. In addition to this, the company has also taken initiatives in managing both the business processes as well as software development cycle that governs it (Koopman, 2014). Furthermore, in Japan, the companys plants as well as those of the suppliers have been clustered near the Toyota City. The suppliers who were located at the greater distance have also been situated to the narrow corridor of delivery. Therefore, in the country of Japan, the suppliers made quite frequent as well as small batch deliveries along with the orders shipped from the individual suppliers. For frequently used and large parts, the trucks hauled the supplies directly between the consumers and the suppliers. For less frequently used and smaller parts, the trucks usually followed the looped routes and made quick as well as frequent stops before delivering the orders to the companys plants. One of the greatest advantages of localization is the closer relationships as it helps in facilitating the collaborative problem solving scenarios. In addition to this, the joint problem solving approach can also help in mitigating the overall impact of the unexpected disasters or crisis (Suh, 20 17). Executive Lineup: Toyota Group must adopt executive lineup strategy to acquire talented employees both within and outside the group. The aim of the organizational change within the group is to streamline decision making. According to this management decision, it can be stated that executive lineup would allow the group to bring new talented employees onboard who would be able to take more appropriate decisions to counteract the losses the company has suffered due to delayed or wrong decisions (Doppelt, 2017). The system of executive lineup would stand on the principles of appointing right people for right positions and stronger diversity management like employees more female and non-Japanese employees in higher posts. Executive positioning: The strategy of executive positioning would result in positioning of chairmen and presidents of the different business divisions of Toyota Group in more decision making positions to help the president and executive vice presidents. This significant organizational change would enable the chairpersons to supervise strategic areas of business of the Toyota Group more closely thus looking into customers needs better and ensuring their satisfaction. These strategies would encourage more active role in the management of the group. The experts executives are to be given the title of fellow and this would encourage more executive development. This conferring of titles would be given in January to align the process with the organizational changes (Koopman, 2014). The apex management would supervise this executive empowerment initiative to ensure strong next generation strategic human resources aligned with the organizational change (streamlining of decision making mechanism at Toyota Group). The corporate management divisions and business planning and operations are to be restructured as far as the persons holding those positions are concerned. The lengthy corporate strategy function which used to take decisions earlier would be reduced to in line with the executive positioning. Even the corporate strategy dvisions and the strategic top executive meeting offices are to be restructured. The organizational entities like overseas divisions of the Toyota Group are to revamped to align the to the new decision making vehicle (Suh, 2017). The Japan Sales Business Group would be categorized as per markets to enable decisions taking tailor-made for specific markets. The Toyota Production System (TPS) Group is to be newly restructured. These two strategies namely executive positioning and executive lineup would consolidate the strength of the Toyota Group which would boost its productivity in every business aspects. This would help in promoting the Toyota Production System in the entire automobile industry (Koopman, 2014). Conclusion Thus to conclude, it can be said that the business organization recently has gone through a changing process and that is for the best interest of the organization and all of its external and internal stakeholders. In the ever-changing global market, it has become necessary for all the business organizations to adapt to the changes in the market in order to sustain the growth and development of the business organization. Thus, the management of the business organization has chosen to change the organizational structure to sustain the rate of development and to maximize the productivity of the corporation along with the profitability References Cummings, S., Bridgman, T., Brown, K. G. (2016). Unfreezing change as three steps: Rethinking Kurt Lewins legacy for change management.human relations,69(1), 33-60. Cummings, T. G., Worley, C. G. (2014).Organization development and change. Cengage learning. Doppelt, B. (2017).Leading change toward sustainability: A change-management guide for business, government and civil society. Routledge. Hayes, J. (2014).The theory and practice of change management. Palgrave Macmillan. Koopman, P. (2014). A case study of Toyota unintended acceleration and software safety.Presentation. Sept. Kubiske, M. E., Foss, A. R., Burton, A. J., Jones, W. S., Lewin, K. F., Nagy, J., ... Karnosky, D. F. (2015). Supporting 13 years of global change research: the history, technology, and methods of the Aspen FACE Experiment.Gen. Tech. Rep. NRS-153. Newtown Square, PA: US Department of Agriculture, Forest Service, Northern Research Station. 50 p.,153, 1-50. Mahmood, I. P., Zhu, H., Zaheer, A. (2017). Centralization of intragroup equity ties and performance of business group affiliates.Strategic Management Journal,38(5), 1082-1100. Marinov, M., Orihashi, S., Kato, Y., Heller, D. (2017). Strategic upgrading of an overseas subsidiary through export promotion activities: the case of Kuozui Motor.International Journal of Automotive Technology and Management,17(4), 369-384. Samuel, D., Found, P., Williams, S. J. (2015). How did the publication of the book The Machine That Changed The World change management thinking? Exploring 25 years of lean literature.International Journal of Operations Production Management,35(10), 1386-1407. Suh, Y. (2017). Organizations for Global Simultaneous New Model Launching.Annals of Business Administrative Science,16(4), 177-188. Suzuki, T., Sugiura, H., Niinomi, A., Maezuka, S., Miyazaki, T., Habata, Y. (2017). New RWD 10 Speed Automatic Transmission for Passenger Vehicles.SAE International Journal of Engines,10(2017-01-1097), 695-700. Topel, R. H. (2018, January). Calibrating the social value of prospective new goods: The case of hydrogen fuel cell electric Vehicles. InAIP Conference Proceedings(Vol. 1924, No. 1, p. 020010). AIP Publishing. Toyota Announces Executive, Organizational and Personnel Changes | Corporate. (2018). Corporatenews.pressroom.toyota.com. Retrieved 11 February 2018, from https://corporatenews.pressroom.toyota.com/releases/toyota+announces+executive+organizational+personnel+changes.htm Yamaguchi, N. (2017). Changes in Product Development Approaches and Target Costing. InManagement Of Innovation Strategy In Japanese Companies(pp. 145-160).

Utopia an Example by

Utopia My own description of Utopia is living in a society which is communally organized and no shortage for food, home for everybody and recreation is free. There is no crime or prejudice either and we live like everyday's living seems to be the last. Our fashion never changes because we do not have tailors or dressmakers to design clothes for us. We can make our own designs as long as it does not surpass our simple standard. Our standard for clothes however is very simple and loose. Wearing fancy and colorful clothes as well as accessories is not a practice. Although there are no restrictions, we set our own boundaries just so we can be open to each other without inhibition. Need essay sample on "Utopia" topic? We will write a custom essay sample specifically for you Proceed Even our population is made up of multi-racial culture brought about by the unity of our endeavor and goals, we respect each other's religion and belief but we make sure that certain political thoughts or principles must not be incorporated or tolerated to avoid impartiality and segregation of ideas. We do not feel envy and greed because everyone knows everybody by heart. There is no need for a private property here as all people are friends. You can visit anyone and be treated as a family anytime. There is no stealing or burglary because everybody can get what he or she needs. Without the need for money we just go to our common store or groceries and pick everything we need. Although there is a difference between wants and needs, we usually go for our needs therefore everybody is practical with whatever they have. Everyone is welcome to do or make use of other's belonging but there is no abuse by anybody. We are like great big families who seem to have previously lived together and always longing for bonding. Our homes are always open to welcome and accept anyone. If anyone visits us we always make them feel comfortable and homely. It is like a sin for a visitor to leave our house without getting familiar with our family and our home. We do not have door locks as everyone is welcome to stay, eat, chat and sleep with us. Every new couple is provided with enough space for their home and backyard gardens. They can plant anything that pleases them. To be able to sustain our population, everyone has to work for the benefits of the many. We have to work the usual 6 hours a day - 3 hours in the morning, a 2 hour break for lunch and rest and then 3 hours work again in the afternoon. Everyone is free to pick up his or her own working hours as long as he/she has to complete a six hours work within the day. At the end of the day, everyone goes home for supper, bond with the family, visit neighbors or friends or whatever we want. Bedtime is usually at 8 o'clock in the evening and we have to sleep for eight hours to prepare for our next day's activities. During our free time, we can do whatever we want to do as long as it pleases us and does not bother other people. When a woman from our family gets married, she has to stay with her husband or her husband's family and we usually help them build their own house. For us boys, we are trained to be good fathers while we are young. We can also choose who would be our mate and each one of us is properly educated. Education is free and those who were already highly educated either teaches our young to be great or pursue further education and training which he applies to help our society. Our world, Utopia can be considered the perfect world because everybody is happy and contented and getting along well. We sometimes call our place 'The Great Land', because our ancestors has made this land and us great which in many ways is true. We are happy because we live in a world of no problems and worries. No murder, rape, burglary, envy, jealousy and we don't need politics to run our society because there is no such thing as government but only discipline and respect. Reference Thomas More "Utopia": Latin,1516 Lincoln Child "Utopia" New York : Fawcett Books, 2002.

A Guide to Similes vs. Metaphors - Freewrite Store

A Guide to Similes vs. Metaphors - Freewrite Store A picture is worth a thousand words. It’s an old saying that means you can convey a lot of information with a single image.  As a writer, you generally don’t have the benefit of imagery to go along with your words, so instead, you need to find simple and effective ways to paint vivid mental pictures for your readers. Ideally, you want your writing to be richly descriptive without using long-winded explanations. One way to do this is with the use of similes and metaphors. Both are ways of describing something by comparing it to something else, but there’s one subtle difference: A simile is when you say something is like something else. A metaphor is when you say something is something else. The best way to understand each method is to examine some examples. Similes â€Å"All at once he sprang into jerky agitation, like one of those flat wooden figures that are worked by a string.† (from Lord Jim by Joseph Conrad) Remember those toys? Their limbs had joints at the shoulders, elbows, hips and knees. One pull on the string dangling down from their back would cause their arms and legs to fly in all directions. By applying this mental image to a human body, you can clearly picture the action that Joseph Conrad was describing. â€Å"By this time Scarlett was boiling, ready to rear like a horse at the touch of a strange rough hand on its bridle.† (from Gone With The Wind by Margaret Mitchell) Margaret Mitchell could have said â€Å"Scarlett was very angry,† but by comparing her to an easily-startled horse, she has conveyed the explosive nature of the emotion simmering just under the surface, ready to burst out at the slightest provocation. â€Å"The guinea pigs, awake and nibbling, were making a sound like that of a wet cloth rubbed on glass in window-cleaning.† (from Arrowsmith by Sinclair Lewis) Anyone who has cleaned a window knows the distinctive noise that comes from the friction of a damp cloth on the glass. This quirky simile makes the sentence much more interesting than if Sinclair Lewis had merely said the guinea pigs were squeaking. â€Å"I had no choice but to hobble like an off-balance giraffe on my one flat, one four-inch heel arrangement.† (from The Devil Wears Prada by Lauren Weisberger) The use of a giraffe in this simile is perfect because it’s so easy to picture its long, gangly legs, and the way that a baby giraffe struggles to control its limbs when it first gets up after being born. As you can see from these examples, the object that the writer uses as a comparison is something that is easily identifiable to the reader, and that creates a distinct mental image, engaging the reader’s memory and imagination. Metaphors â€Å"Life is a highway.† (from the song by Tom Cochrane)â€Å"Life is a rollercoaster.† (from the song by Ronan Keating) Obviously, life is not actually a highway or a rollercoaster, but both these metaphors convey the fact that life is a long, twisting journey that has highs and lows. Both highways and rollercoasters conjure up images of adventure, excitement, fear, elation, beginnings and destinations. They’re both something that you travel on, and they present you with diverse experiences along the way. For comparison, the movie Forrest Gump contains the famous simile, â€Å"life is like a box of chocolates.† â€Å"Love is a snowmobile racing across the tundra, and then suddenly it flips over, pinning you underneath.† (from Matt Groening, The Big Book of Hell) While comparing love to a snowmobile crash might seem an unusual metaphor, it’s an effective one. It’s suggesting the rush and the exhilaration as you speed across the snow is much like the joyous out-of-control feeling when you fall head over heels for someone. Then, before you know it, the shock of commitment hits and suddenly you feel trapped. â€Å"Mr. Neck storms into class, a bull chasing thirty-three red flags." (from Speak by Laurie Anderson) While Mr. Neck isn’t really a bull, the imagery of him acting like one is highly evocative – wild eyes, flaring nostrils, huffing and puffing, each of his thirty-three students a red flag causing his rage. â€Å"‘Life,’ wrote a friend of mine, ‘is a public performance on the violin, in which you must learn the instrument as you go along.’† (from A Room with a View by E.M. Forster) If you’ve ever listened to a novice violinist, you’re probably familiar with the painful screeching noise that often accompanies their early attempts at music. The violin is notoriously hard to learn and can take many years to master, but the results can be glorious if you put enough work in, which makes it an excellent metaphor for life. â€Å"What light through yonder window breaks? It is the East, and Juliet is the sun!† (from Romeo and Juliet by William Shakespeare) No, Juliet is not a flaming ball of gas. The sun definitely is – but it’s much more than that. It’s the source of all life. It provides solar energy to feed plants which in turn feed other creatures and create oxygen. It governs the water cycle in our atmosphere. Without the sun, we’d cease to exist. And that’s how Romeo feels about Juliet. She is everything to him, and he cannot survive without her. William Shakespeare could have used a simile and said that Juliet was like the sun, suggesting she was radiant and beautiful, but that would have been much less powerful. How to use similes and metaphors Sophie opened the back door and stepped into the garden. It was hot and humid. Now, let’s use a simile and a metaphor to describe the same event. Simile: Sophie opened the back door and stepped into the garden. It was like walking into a sauna. Metaphor: Sophie opened the back door and stepped outside. The garden was a sauna. Either method works well and is more interesting than just stating it was hot and humid. The simile and metaphor both encourage the reader to recall the feeling of entering a sauna – the oppressive, close, muggy heat that makes sweat trickle down your back without evaporating. When you’re using similes and metaphors, there are a few things you need to avoid: 1. Awkward Comparisons If you say, â€Å"the smell hit me like falling rock†, it sounds awkward because a smell is not a physical object, and because smells don’t drop from the sky. 2. Overused Cliches A lot of similes and metaphors are clichà ©s, and these should be used very sparingly. A few examples: Dead as a dodo Stubborn as a bull Quiet as a mouse Raining cats and dogs The calm before the storm 3. Mixed metaphors A mixed metaphor is where you combine two or more incompatible metaphors, often with ridiculous results. â€Å"Sir, I smell a rat; I see him forming in the air and darkening the sky, but I'll nip him in the bud.† (attributed to Sir Boyle Roche) â€Å"Yes, you just like to play the cool Will Truman while I'm all the intense crazy one. Well, once the bowling shoe is on the other foot, look who's the good cop and look who's the bad cop.† (Grace Adler from Will Grace) â€Å"'I don't like it. When you open that Pandora's box, you will find it full of Trojan horses.† (Ernest Bevin, Labour Foreign Secretary) 4. Overuse Like all good things, similes and metaphors should be used in moderation. If you’re using several per paragraph, that’s probably too many. Use them conservatively for maximum effect. That's everything you need to know about when to use metaphors vs. similes in your writing.   Do you have a metaphor or simile that you are particularly proud of?   Let us know in the comments below!         About the author: Claire Wilkins is a freelance copywriter and editor from New Zealand. She loves to write about travel, health, home, and proper punctuation. After a career in financial services spanning almost three decades, Claire left the corporate world behind to start Unmistakable - her writing and editing business. She creates website copy, blogs, and newsletters for creative agencies and small businesses, and  specialises  in polishing existing content until it shines. In her spare time, Claire enjoys cloud-spotting, singing in the car and editing video.

Drivers Beware Stupid Laws Ahead!

Drivers Beware Stupid Laws Ahead! We all know that most driving laws are designed with our safety and best interests in mind. But times change, and sometimes the laws that fit them are late to the game. Here are some of the more hilarious laws that are still lurking around (longer than they should have): Driving in Oregon? Make sure you start your stopwatch when you open your door! Leaving it open too long may earn you a ticket.It’s also illegal to â€Å"demonstrate your physical endurance† while highway driving in Oregon- we just hope this doesn’t include staying awake behind the wheel!Need to catch up on the latest issue of X-Men or the Avengers? Just make sure you’re not driving in Oklahoma, where comic book reading and driving is a big no-no. We’re more concerned about driving where this behavior is legal.What’s up with Alabama? It’s actually legal to drive down a one-way street the wrong way if your vehicle is equipped with a lantern!Color careful? In Minneapolis it’s illegal to drive a red car down Lake Street and in Denver you can’t drive a black car on Sundays.Minnesota doesn’t want messy cars! In Minnetonka, it’s illegal to drive a vehicle with dirty wheels that make a mess on the roads.Sheep on board? If so, don’t drive through Montana- an unattended sheep in your truck cab can get you in hot water.Keep your weapons holstered when you see an animal from your vehicle in Tennessee. There’s no animal shooting if you’re in a moving car- unless it’s a whale (no joke, other than the law itself).No ice picks on your wheels in Montana folks†¦Who does this?Who knew Pennsylvania was so horse sensitive? If you’re driving by a team of horses, you must pull off the road and hide your vehicle under a blanket or canvas. And if you make the horses skittish, you’ll have to disassemble your vehicle(!)Yeah, these laws aren’t really enforced any longer, but still†¦driver s be wary, and stay safe on the roads. That’s always a good rule to follow!Read More at www.alltruckjobs.com

English99 Essay Example | Topics and Well Written Essays - 1000 words

English99 - Essay Example Homosexuals have risen to positions of power in the business, political, and artistic community, and discrimination has been dramatically reduced. In this respect, their civil rights battle and their victories have in some ways paralleled those of African-Americans. One of the biggest issues relating to their civil rights has been the American armys policy of Dont Ask, Dont Tell. America is almost alone in having a policy that discriminates against homosexuals openly serving in the military. Many other countries allow homosexuals to serve openly in their militaries. For example, Israel, Canada, and the U.K., all comparable democracies to the United States allow this to happen. All of these armies are considered to be world class and the presence of homosexuals does not â€Å"create an unacceptable risk to the high standards of morale, good order and discipline, and unit cohesion that are the essence of military capability.† Indeed, in Canada, Canadian Forces officers have even been married on Canadian army bases. While this might be unthinkable in the United States, there is no good reason for it to be so. Many American officers are now comparing their own army to international ones and determining that it is time to bring American practices more in line with practices around the world. These countries’ experience shows that an army does not fa ll apart when homosexuals are allowed the serve openly; there are no reported negative effects whatsoever. One of the main reasons that other countries allow homosexuals to serve openly is because courts have recognized that homosexuals have the right to be free of discrimination. In Canada, the Charter of Rights and Freedoms guarantees freedom from discrimination on the basis of sexual orientation. It simply isn’t possible to deny homosexuals the right to serve their country. These legal reasons have been recognized in other countries too and form the basis for many

Strengths and Weaknesses of Wireless Networking Essay

Strengths and Weaknesses of Wireless Networking - Essay Example Computer is a wonderful machine which is used in every field of life to perform different kind of tasks. At the present, almost all the organizations use computers to perform their business operations and daily tasks. When the number of users increases they also need to increase number of computers. In many cases, organizations need to process a large amount of data entered by different users simultaneously. In this scenario, the implementation of a network becomes essential. A network is a set of computers connected with each other to share data and other resources (i.e. peripherals like printer). In addition, numerous tools and techniques are available to establish a network. These days the trend of wireless networking is emerging quickly. In a wireless network, computers are connected without using wires (through air or waves) (Nash, 2000; Turban et al., 2005). This paper presents a detailed analysis of wireless networking technology. This research will outline advantages and disa dvantages of wireless networking. Computer Networks: An Overview The importance of computer networks is increasing day-by-day. At the present, there are a large number of modern network technologies available which offer an excellent support for businesses as well as individuals to communicate and collaborate with each other. Like other technologies computers networks are also classified into different categories. Normally, we classify them on the basis of geographical area. Different classes of computer networks are outlined below: Local Area Networks (LANs) This category of networks is very commonly used in our business and corporate areas. Usually, the local area network (LAN) is small and limited areas network that offer a greater capability to share resource and information on the network. LAN (local area network) is a type of network which is established for short geographical distance. This distance could be between homes or offices. Normally, this capacity is usable for shor t distance users (Mitchell, 2012). Wide area networks WAN is considerably bigger as compared to LAN. This technology based network system makes use of small LAN network to build a large network. This network is used by some large organizations, universities or multinational corporations. Usually wide area networks (WANs) are used to connected computers located in distant locations. These locations can be among cities, states, countries or among far geographical locations. In addition, this kind of network is established using internet (Mitchell, 2012). Network Designs The network technology varies in a number of ways. The implementation of a network heavily depends on its design. For this purpose, we have different network topologies, which can be used to design a network. The basic purpose of this design is to shown how systems will work and interact in physical arrangements. However, they are based on two major designs. One design is known as client server design while other is kn own as peer to peer design. Peer to peer design is the traditional telephone lines with dedicated links and communication arrangements. It is a network architecture, in which computers on the network have equal status and no one has control over others. Additionally, in such kind of network arrangement, each computer is called peer and each peer can act as both a server and client simultaneously. In simple words, in peer-to-peer network, none of the computers can have control over other computers. In addition, a any computer in a network can share devices (i.e. printer) or resources of other computers. For example, a printer connected with a computer can be used by other computers connected in a network. Figure 1Peer-to-Peer Network, Image Source: http://www.doubleeagleservicesinc.com/images/graphics/peertopeer.gif On the other hand, client-server is a network design scheme in which one of more computers act as servers and remaining act as client computers. In this

Challenges Faced by Records Centres in Zimbabwe Essay Example for Free

Challenges Faced by Records Centres in Zimbabwe Essay People frequently turn to technology because they find they cant manage their paper records. Either they are swamped by too much paper on site, or they cant find the documents they need, or both. By itself, technology cannot fix a records management problem; technology applications need a lot of research and planning to be effective. While automating records can be a valuable tool, there are challenges to integrating these technological devices into a record system. Tennessee State Library and Archives states that, a records centre is, â€Å"an interim storage and retrieval facility where inactive records of more than one agency may be administered on behalf of such agencies and may be stored and retrieved conveniently, economically, and in good order and inventory control until their final disposition and yet remain under the access and disposition control of their originating agencies. Roper and Miller (1999; 6) postulates that, â€Å"Records centre is a building or part of a building designed or adapted for the low-cost storage, maintenance and communication of semi-current records pending their ultimate disposal. † The Records Centre is responsible for protecting the records from unauthorized access, damage, and deterioration. Both legal control and control of access to the records is retained by the agency until the records are either transferred to the Archives section or destroyed. Automating as defined by Alexis L (1999; 5), â€Å"is the use of machines, control systems and information technologies to optimize productivity in the production of goods and delivery of services. † The scholar also propounds that, â€Å"the correct incentive for applying automation is to increase productivity, and/or quality beyond that possible with current human labor levels so as to realize economies of scale, and/or realize predictable quality levels. In the scope of industrialisation, automation is a step beyond mechanization. Whereas mechanization provides human operators with machinery to assist them with the muscular requirements of work, automation greatly decreases the need for human sensory and mental requirements while increasing load capacity, speed, and repeatability. † Automation plays an increasingly important role in the world economy and in daily experience. In support to the above, Dorf and Bishop (1998; 8) also states that, â€Å"automating is the control of an industrial process (manufacturing production, and so on) by automating rather that manual means. Roper and Miller (1999; 6) also point out automating as, â€Å"the use of machines or systems to perform tasks normally performed or collected by people. † Some of the challenges that are faced by records centres in Zimbabwe in automating their records systems include, upkeep and maintenance expenses, specialists are required, new hardware and software need to be purchased, local management and workers need to be trained, a complete re-appraisal of specialist staffing may be necessary (the recruitment of systems analyst already familiar with the design and implementation of distributed systems) among others. In relation to upkeep and maintenance expenses, Alexis L (1999; 5) propounds that, â€Å"Once technology is purchased for a records centre, the cost of upkeep and maintenance can be too great for the building to maintain. Outdated software and hardware components can be incompatible with available programs. Also, the cost of repairing broken equipment may be too expensive for records centre budgets. † The researcher also notes that in order for a records centre to successfully automate its records system, there must be a rolling replacement or updating plan in place to keep technology current and useful. There are also incompatibility issues in automating the record systems of records centres in Zimbabwe. According to Harvest (1992; 57), â€Å"Many records centres today have curricula and programs based on state or national assessments. The majority of these tests and measures are paper-and-pencil based in order to make them accessible for all users. Because learning with technology involves typing input into a computer, there is a disconnection between the assessments that determine government funding and the use of technology in the records centres. To adequately prepare for these tests, users need practice with authentic assessments most closely imitating those of the standardized test. Waites and Knott (1992; 523) states that, â€Å"automating records present an added challenge to records managers in records centres because they must deal with users of varying computer literacy levels. Some users enter the records centre fully versed in the applications of a computer, while oth ers come with no prior experience. It is difficult for records managers to deal with this vast difference and ensure that they provide users who need assistance with that assistance while not requiring capable users to slow their academic progress and wait. † Another challenge faced by these records centres in Zimbabwe in automating their records systems is that there is lack of support. Perderson (1987; 5) states that, â€Å"While technology can be a great addition to the records centres, it also can be a source of frustration for both the records manager and the user. Unless the records manager is well trained in technology and can support the hardware in the records centre, a technology expert will be needed to troubleshoot problems. If records centre cannot support the purchased technology, it essentially renders it useless in times of crisis or disrepair. † Additionally from the researcher’s point, technology often needs frequent maintenance to keep it in good condition for use. If all these are not available it means more money will be needed for the upkeep as well as hiring experts to use the automated systems. Training the staff and patrons to use a newly automated system can be challenging. According to the Colorado Department of Education, Training is expensive and you can never pay for enough. If the staff is unfamiliar with computerized records management software, they will need many hours of training to feel comfortable operating the system. A select number of staff will also need training to manage specialized operations, such as cataloguing or patron record management. Additionally, patrons will need assistance using the system to search for library materials. Some patrons may be reluctant to change to a new system, especially if they dont like computers. With proper training and plenty of support, users will adjust to the new system. Prythesh (1996) forwarded that, â€Å"because connection problems, downloading issues, policing software and other difficulties can cause road blocks when implementing a lesson in the technology based records centre, records managers sometimes shy away from using it simply because of lack of time. With all of the demands on users, the amount of time spent in the records centre is more and more valuable. † To lose a few minutes because of connectivity issues is not feasible, and its one important reason why automating records systems often fails in records centres in Zimbabwe. More time is lost due to connection problems. Technology is another hurdle to cross while automating a records system. When selecting records automation software, one must make sure it will work with the existing equipment or be financially prepared to purchase upgraded technology. Kerri Cox Online (2013) postulates that, â€Å"Analyze the records assistants workstations, patron access points, network server, Internet access and building electrical system. Some records centres may require minor technological upgrades, while others will require an expensive technological overhaul. † The technology team, or lack of one, can be another challenge of records system automation. Harvest (1992; 57) states that, â€Å"A records centre needs a strong technology support system in place prior to automation. Someone needs to oversee the automation process and troubleshoot any software or hardware problems. The researcher also notes that once the system is in place, the technology team will need to continue to monitor and upgrade the system. Apart from the challenges, automating records system in records centres has some benefits and some of them are higher production rates and increased productivity, more efficient use of materials, better product quality, improved safety, shorter workweeks for labour. Kerri Cox (2013) outlines that, â€Å"Higher output and increased productivity have been two of the biggest reasons in justifying the use of automation. Despite the claims of high quality from good workmanship by humans, automated systems typically perform the manufacturing process with less variability than human workers, resulting in greater control and consistency of product quality. Also, increased process control makes more efficient use of materials. † Also an automated system results in efficiency, Alexis L (1999; 5) forwards that, â€Å"they get more done than humans but cost less to operate. This is because they do need breaks, wages, holidays, canteens, heating and lighting. The quality of the work done is always of the same standard being materials are not wasted due to human error. The scholar in terms of speed also states that, â€Å"automated systems can process information much more quickly than humans. † This means they are good for controlling machinery that might need to be adjusted instantly. To sum up the researcher notes that, records systems automation is a great enhancement for a records centre, but it comes with plenty of headaches. It is a time-consuming process. Records Centres may struggle to have the proper technology for the automation. Staff and patrons may need a lot of training to properly operate the new system.

Anticipatory Grief Essays -- Psychology

Grief is a universal reaction experienced by all of us at some time in our lives. The capacity that makes each of us capable of warm, satisfying relationships also leaves us vulnerable to sadness, despair, and grief when such relationships are disrupted (Carr, 1969). Regardless of the actual relationship that might have existed prior to the death, we have the tendency to idealize the relationship once death has occurred and we expect expressions of normal grief. Unfortunately, "normal grief' is what society expects, but the needs of the individual prerequisites putting a label on grief. Because society influences our behavior through the secondary reinforcement of social approval during this time, we are not looking at the primary reinforcer of survival. The needs of each individual can only be understood in the light of knowledge of his/her own developmental background and the particular conflicts being mobilized, and what defenses are being used against these (Maddison & Raphael, 1 972). This same developmental background is important in another aspect of death called anticipatory grief. The term anticipatory grief was first used by Lindemann in 1944 to " ... denote a reaction to separation and the possibility of death rather than the inevitability of death" (Bourke, 1984). Over the years there has been much discussion and research has been done on anticipatory grief. But to this point research evidence is inconsistent. All research points to the fact that anticipated losses that face the individual are very real. "Their emotional investment in the individual's presence, the satisfactions and warmth that they have received through their attachment to her or him, are soon to be ended"(Kalish, 1977). Since Lindemann (... ... management of acute grief. American Journal of Psychiatry, 101, 141-148. Maddison, D. C. & Raphael, B. (1972). The family of the dying patient. In B. Schoenberg, A. Carr, A. Kutscher, D. Peretz, & I. Goldberg, (Eds.), Psychosocial aspects of terminal care (pp. 185-200). New York: Columbia Univ. Press. Marples, M. (1986). Helping family members cope with a senile relative. Social Casework: The Journal of Contemporary Social Work, 67, 490-498. Osterweis, M., Solomon, F., & Green, M. (1984). Bereavement: Reactions, consequences, and care. Washington, D.C.: National Academy Press. Rando, T. A. (1988). Anticipatory grief: The term is a misnomer but the phenomenon exits. Journal of Palliative Care, 4, 70-73. Rando, T. A. (1989). Anticipatory grief. In R. Kastenbaum & B. K. Kastenbaum (Eds.), Encyclopedia of death (12-15). Phoenix: The Oryx Press.

Carl Rogers Essay

Carl Rogers Carl Rogers Carl Ransom Rogers (January 8, 1902 – February 4, 1987) was an influential American psychologist and among the founders of the humanistic approach to psychology. Rogers is widely considered to be one of the founding fathers of psychotherapy research and was honored for his pioneering research with the Award for Distinguished Scientific Contributions by the American Psychological Association in 1956. The person-centered approach, his own unique approach to understanding personality and human relationships, found wide application in various domains such as psychotherapy and counseling (client-centered therapy), education (student-centered learning), organizations, and other group settings. For his professional work he was bestowed the Award for Distinguished Professional Contributions to Psychology by the APA in 1972. Towards the end of his life Carl Rogers was nominated for the Nobel Peace Prize for his work with national intergroup conflict in South Africa and Northern Ireland. In an empirical study by Haggbloom et al. (2002) using six criteria such as citations and recognition, Rogers was found to be the sixth most eminent psychologist of the 20th century and second, among clinicians, only to Sigmund Freud. The fully functioning person Optimal development, referred to below in proposition 14, results in a certain process rather than static state. Rogers describes this as the good life, where the organism continually aims to fulfill its full potential. He listed the characteristics of a fully functioning person (Rogers 1961): 1. A growing openness to experience – they move away from defensiveness and have no need for subception (a perceptual defense that involves unconsciously applying strategies to prevent a troubling stimulus from entering consciousness). 2. An increasingly existential lifestyle – living each moment fully – not distorting the moment to fit personality or self concept but allowing personality and self concept to emanate from the experience. This results in excitement, daring, adaptability, tolerance, spontaneity, nd a lack of rigidity and suggests a foundation of trust. â€Å"To open one’s spirit to what is going on now, and discover in that present process whatever structure it appears to have† (Rogers 1961) 3. Increasing organismic trust – they trust their own judgment and their ability to choose behavior that is appropriate for each moment. They do not rely on existing codes and social norms but trust that as they are open to experiences they wil l be able to trust their own sense of right and wrong. 4. Freedom of choice – not being shackled by the restrictions that influence an incongruent individual, they are able to make a wider range of choices more fluently. They believe that they play a role in determining their own behavior and so feel responsible for their own behavior. 5. Creativity – it follows that they will feel more free to be creative. They will also be more creative in the way they adapt to their own circumstances without feeling a need to conform. 6. Reliability and constructiveness – they can be trusted to act constructively. An individual who is open to all their needs will be able to maintain a balance between them. Even aggressive needs will be matched and balanced by intrinsic goodness in congruent individuals. www. bapca. org. uk/about-2/carl-rogers. html? tmpl=component&print=1&page= 1/4 3/22/13 Carl Rogers 7. A rich full life – he describes the life of the fully functioning individual as rich, full and exciting and suggests that they experience joy and pain, love and heartbreak, fear and courage more intensely. Rogers’ description of the good life: This process of the good life is not, I am convinced, a life for the faint-hearted. It involves the stretching and growing of becoming more and more of one’s potentialities. It involves the courage to be. It means launching oneself fully into the stream of life. (Rogers 1961) Nineteen propositions Rogers theory (as of 1951) was based on 19 propositions: 1. All individuals (organisms) exist in a continually changing world of experience (phenomenal field) of which they are the center. 2. The organism reacts to the field as it is experienced and perceived. This perceptual field is â€Å"reality† for the individual. 3. The organism reacts as an organized whole to this phenomenal field. 4. A portion of the total perceptual field gradually becomes differentiated as the self. 5. As a result of interaction with the environment, and particularly as a result of evaluational interaction with others, the structure of the self is formed – an organized, fluid but consistent conceptual pattern of perceptions of characteristics and relationships of the â€Å"I† or the â€Å"me†, together with values attached to these concepts. . The organism has one basic tendency and striving – to actualize, maintain and enhance the experiencing organism. 7. The best vantage point for understanding behavior is from the internal frame of reference of the individual. 8. Behavior is basically the goal-directed attempt of the organism to satisfy its needs as experienced, in the field as perceived. 9. Emotion accompanies, and in general facilitates, such goal directed behavior, the kind of emotion being related to the perceived significance of the behavior for the maintenance and enhancement of the organism. 10. The values attached to experiences, and the values that are a part of the self-structure, in some instances, are values experienced directly by the organism, and in some instances are values introjected or taken over from others, but perceived in distorted fashion, as if they had been experienced directly. 1. As experiences occur in the life of the individual, they are either, a) symbolized, perceived and organized into some relation to the self, b) ignored because there is no perceived relationship to the self structure, c) denied symbolization or given distorted symbolization because the experience is inconsistent with the structure of the self. 12. Most of the ways of behaving that are adopted by the organism are those that are consistent with the concept of self. 13. In some instances, behavior may be brought about by organic experiences and needs which have not been symbolized. Such behavior may be inconsistent with the structure of the self but in such instances the behavior is not â€Å"owned† by the individual. 14. Psychological adjustment exists when the concept of the self is such that all the sensory and visceral experiences of the organism are, or may be, assimilated on a symbolic level into a consistent relationship with the concept of self. 15. Psychological maladjustment exists when the organism denies awareness of significant sensory and visceral experiences, which consequently are not symbolized and organized into the gestalt of the self structure. When this situation exists, there is a basic or potential psychological tension. 16. Any experience which is inconsistent with the organization of the structure of the self may be www. bapca. org. uk/about-2/carl-rogers. html? tmpl=component&print=1&page= 2/4 3/22/13 Carl Rogers perceived as a threat, and the more of these perceptions there are, the more rigidly the self structure is organized to maintain itself. 7. Under certain conditions, involving primarily complete absence of threat to the self structure, experiences which are inconsistent with it may be perceived and examined, and the structure of self revised to assimilate and include such experiences. 18. When the individual perceives and accepts into one consistent and integrated system all his sensory and visceral ex periences, then he is necessarily more understanding of others and is more accepting of others as separate individuals. 9. As the individual perceives and accepts into his self structure more of his organic experiences, he finds that he is replacing his present value system – based extensively on introjections which have been distortedly symbolized – with a continuing organismic valuing process. Additionally, Rogers is known for practicing â€Å"unconditional positive regard,† which is defined as accepting a person â€Å"without negative judgment of †¦. [a person’s] basic worth. † Learner-centred education Carl Rogers applied his experiences with adult therapy to the education process and developed the concept of learner-centered teaching. He had the following five hypotheses regarding learner-centered education: -â€Å"A person cannot teach another person directly; a person can only facilitate another’s learning† (Rogers, 1951). This is a result of his personality theory, which states that everyone exists in a constantly changing world of experience in which he or she is the center. Each person reacts and responds based on perception and experience. The belief is that what the student does is more important than what the teacher does. The focus is on the student (Rogers, 1951). Therefore, the background and experiences of the learner are essential to how and what is learned. Each student will process what he or she learns differently depending on what he or she brings to the classroom. -â€Å"A person learns significantly only those things that are perceived as being involved in the maintenance of or enhancement of the structure of self† (Rogers, 1951). Therefore, relevancy to the student is essential for learning. The students’ experiences become the core of the course. -â€Å"Experience which, if assimilated, would involve a change in the organization of self, tends to be resisted through denial or distortion of symbolism† (Rogers, 1951). If the content or presentation of a course is inconsistent with preconceived information, the student will learn if he or she is open to varying concepts. Being open to consider concepts that vary from one’s own is vital to learning. Therefore, gently encouraging open-mindedness is helpful in engaging the student in learning. Also, it is important, for this reason, that new information is relevant and related to existing experience. -â€Å"The structure and organization of self appears to become more rigid under threats and to relax its boundaries when completely free from threat† (Rogers, 1951). If students believe that concepts are being forced upon them, they might become uncomfortable and fearful. A barrier is created by a tone of threat in the classroom. Therefore, an open, friendly environment in which trust is developed is essential in the online classroom. Fear of retribution for not agreeing with a concept should be eliminated. A classroom tone of support helps to alleviate fears and encourages students to have the courage to explore concepts and beliefs that vary from those they bring to the classroom. Also, new information might threaten the student’s concept of him- or herself; therefore, the less vulnerable the student feels, the more likely he or she will be able to open up to the learning process. -â€Å"The educational situation which most effectively promotes significant learning is one in which (a) threat to the self of the learner is reduced to a minimum and (b) differentiated perception of the field is www. bapca. org. k/about-2/carl-rogers. html? tmpl=component;print=1;page= 3/4 3/22/13 Carl Rogers facilitated† (Rogers, 1951). The instructor should be open to learning from the students and also working to connect the students to the subject matter. Frequent interaction with the students will help achieve this goal. The instructor’s acceptance of being a mentor who guides rat her than the expert who tells is instrumental to student-centered, nonthreatening, and unforced learning. This article is taken from the Wikipedia entry for Carl Rogers. www. bapca. org. uk/about-2/carl-rogers. html? tmpl=component&print=1&page= 4/4

Lld Cover Letter

To Whom It May Concern: During this semester our class had to write three major essays, which are: Rhetorical Analysis (RA), Discipline Investigation (DI), and Critical Reading Reflection (CRR). The Rhetorical Analysis paper is based on how â€Å"to develop your understanding of rhetoric by investigating how a writer constructed a professional document or text in your major field. † It is also â€Å"to practice analytical thinking and clear writing. Basically, I had to research a professional document that is in the field that I want to succeed in my future career.I had to analysis what the rhetorical strategies and appeals are and explain it. The Discipline Investigation paper is based on â€Å"to investigate a discourse community you hope to join and to learn about the kinds of text that community uses. † Before I started this paper, I researched about the job position I would be interested in the future and set up interviews with general managers from hotels. I aske d questions to get more outside knowledge and get to know how the job works personally.The Critical Reading Reflection is based on the book we read which is, The Mind at Work and personal experiences with work. My first best essay is the Discipline Investigation, then the second best is Rhetorical Analysis, then the third best is Critical Reading Reflection. My best essay out of the three is the Discipline Investigation. I started out researching for my career choice and then I interviewed a professional to get the inside scoop of the job and daily routines. As I was developing my paper, I thought the hardest part was not being so technical my ideas but to explain and describe the details.For example, writing about the daily routine part I had started writing periodically what he did each day instead of writing explanation of the skills and knowledge he used in his job. The resources I used to write this paper are book, Internet, and personal interview. I find it helpful to research in all the areas, so you can see the different kinds of information you get from each types of source. There were different ways how I improved on my Discipline Investigation essay from the Rhetorical Analysis essay.First, I would read my paper out loud to see if I have any grammatical errors. Second, I would have friends and classmates peer-edit my paper to see if it is grammatically correct, clear and simple organizations, and make sure all my ideas and requirements are there. Third, I definitely paid more attention writing my paper more concisely since I had the idea of how my instructor was going to grade my essay. Fourth, before even starting on the paper I check to make sure I will address the prompt correctly in my essay.Fifth, I realized that free writing and jotting ideas down and creating an outline for brainstorming helps a lot in order to get the flow of writing consistently. In conclusion, I believe there are some improvements as a writer after taking LLD100A course. I learned to be more precise and focus more while I write my papers. My best paper was Discipline Investigation. Writing my best paper, I feel that I have benefited a lot from the methods of my writing improvements. As I take everything step-by-step I believe that I will process as a writer. Sincerely, xxxx

Asian Theatre essays

Asian Theatre essays Asian theatre is comprised of more than one geographic area. It consists of India, China and Japan. Each brought their own uniqueness to Asian theatre. Asian theatre as it pertains to China will be discussed in this chapter. Ancient Chinese chronicles mention other theatrical activities such as skits, pantomimes, juggling, singing and dancing. This serves as an indication that there were early Chinese versions of popular entertainment. During the Yuan Dynasty, China was ruled not by a Chinese emperor but rather by a Mongol. There was an outbreak of drama in the Yuan Dynasty. Yuan drama was usually written in four acts. Usually the leading character sang all of the music in any given act. The poetic content in these plays was considered the central factor in their success. One of the most famous plays that have survived from this period is The Romance of the Western Chamber, by Wang Shifu. Also, by this point both males and females alike were performing on stage. Chinese theatre in the Ming Dynasty, which came when the Mongols were overthrown after the Yuan Dynasty, brought back traditional social behavior. A Chinese emperor was restored to the throne during this time. Dramatists reverted to writing only for the elite, and theaters lost contact with the broad public. Lute Song by Gao Ming was a best known play of this time. It dealt with questions of family loyalty. In particular it dealt with a husband leaving his wife abandoned. Beijing Opera was formed from elements of folk theater and other genres popular among ordinary people. It was originally called Peking Opera because for many years it was known westerners as Peking. It is not like the grand opera of the west. It combines music and theater, but is also based on dance and even acrobatics. The theater arrangement for these operas are like a modern dinner theater. The audience has dinner and drinks as the performance goes on. The costumes and ...

How to Say All 50 Us States in French (And Why We Should Care)

How to Say All 50 Us States in French (And Why We Should Care) Why should we care how to say the names of all 50 states in French? Well, history, for one thing. Aside from knowing French equivalents of geographic terms that could come in handy, theres a long-standing American soft spot for all things French. Many of the French share a fascination with all things  Ãƒâ€°tats-Unis (United States). We need to know their words; they, ours. The Franco-American Alliance The United States and France have had a deep and complex friendship since before the American Revolution, when  Louis XVI’s regime came to America’s aid by providing money, arms, and military advisers, essential assistance best symbolized by the Marquis de Lafayette. The subsequent French Revolution and Napoleon Bonaparte’s rise to power also benefited the U.S. in 1803, when Napoleon’s woes in Europe and the Caribbean forced him to sell the entire Louisiana territory to the United States, in the words of  Oxford Research Encyclopedias. Says Oxford contributor  Kathryn C. Statler, a University of San Diego historian  : Franco-American economic and cultural contacts increased throughout the 19th century, as trade between the two countries prospered and as Americans flocked to France to study art, architecture, music, and medicine. The French gift of the Statue of Liberty in the late 19th century solidified Franco-American bonds, which became even more secure during World War I. Indeed, during the war, the United States provided France with trade, loans, military assistance, and millions of soldiers, viewing such aid as repayment for French help during the American Revolution. World War II once again saw the United States fighting in France to liberate the country from Nazi control....The Franco-American alliance has been primarily amicable in nature, and when it has not, leaders and citizens on both sides of the Atlantic have moved quickly to remedy the situation. A long line of official, semi-official, and unofficial diplomats, beginning with the Marquis de Lafayette’s staunch support of the American Revolution, has ensured the lasting success of the Franco-American alliance. Today, Americans are still flocking to France for tourism and cultural enrichment, and millions of French have been coming to the US, a product of the great French love affair with la vie Amà ©ricaine and its  freedom, financial opportunity, blend of cultures, and ability to pick up and move whenever and wherever. French and French Canadians Living in the United States As of the 2010 census, there are about 10.4 million U.S. residents of French or French Canadian descent: 8,228,623 French and 2,100,842 French Canadian. Some 2 million speak  French at home  and 750,000 more U.S. residents speak a  French-based creole language. In North America, French-based language groups, mainly in New England, Louisiana, and to a lesser extent, New York, Michigan, Mississippi, Missouri, Florida, and North Carolina, include Quà ©bà ©cois, other French Canadian, Acadian, Cajun, and Louisiana Creole. So, for all that and more, we have a vested interest in knowing what the French call all 50 states. 50 State Names in French The list below details all 50 state names in English and French. Most states are masculine; only nine are feminine and they are indicated by (f.). Knowing the gender will help you choose the correct  definite article  and geographic  prepositions to use with each state. Most names are identical in both English and French, but when they do not share the same spelling, English names are provided in parentheses after the French names. Les États-Unis dAmà ©rique the United States of America Abbreviations: É-U  (US) and  Ãƒâ€°-UA  (USA) AlabamaAlaskaArizonaArkansasCalifornie (f.)  (California)Caroline du Nord  (f.) (North Carolina)Caroline du Sud  (f.)  (South Carolina)ColoradoConnecticutDakota du Nord  (North Dakota)Dakota du Sud (South Dakota)DelawareFloride  (f.)  (Florida)Gà ©orgie (f.)  (Georgia)Hawaà ¯Ã‚  (Hawaii)IdahoIllinoisIndianaIowaKansasKentuckyLouisiane  (f.)  (Louisiana)MaineMarylandMassachusettsMichiganMinnesotaMississippiMissouriMontanaNebraskaNevadaNew HampshireNew Jerseylà ©tat de New York*  (New York State)Nouveau-Mexique  (New Mexico)OhioOklahomaOregonPennsylvanie  (f.)  (Pennsylvania)Rhode IslandTennesseeTexasUtahVermontVirginie  (f.)  (Virginia)Virginie-Occidentale  (f.)  (West Virginia)là ©tat de Washington*  (Washington State)WisconsinWyoming Plus, Washington, D.C. (formerly the District of Columbia), a compact federal district under the jurisdiction of the US Congress. As such, the capital district is not part of any state. It is spelled the same in English and in French. *These are said this way to distinguish between cities and states with the same name.

The 4 pillars of SMS Assignment Example | Topics and Well Written Essays - 500 words

The 4 pillars of SMS - Assignment Example In this regard, the 4 common pillars of SMS are safety policy, risk management, assurance and promotion. This component establishes the top management’s dedication to constantly improve safety. This is because it entails the organizational policies and structure that define the responsibilities of the management to ensure safety precautions (Waring, 2006). Organizations cannot effectively operate without the observation of safety policies, which help in reducing confusion and errors. The safety policy component is efficient for creating a proactive and predictive program because it offers new regulations that can help in improving equipment and system designs (Ludwig, 2007). For instance, the management can decide to employ new safety programs that will reduce the occurrence of risks. This SMS component determines the requirement for improved risk controls based on the appraisal of suitable risk. The pillar also offers a formal system of hazard recognition, risk evaluation, resource distribution and system monitoring. The component is suitable for creating a proactive and predictive safety program because it helps engineers develop, determine and administer a safety culture that decreases injuries (Waring, 2006). As a result, the safety risk management pillar provides a proactive response before the occurrence of risks. This is because it predicts and tries to prevent accidents through the appropriate response mechanisms. This SMS pillar comprises of coaching, communication and other activities to establish a favorable safety culture within all workforce levels. It is prudent that constant communication of safety values and performances help to support a sound safety culture. Its value in the predictive safety program is that the communication and training initiatives are essential for equipping workers with the required skills to tackle emerging threats (Ludwig, 2007). The workforce needs to acquire modern training facilities in order to prepare for

Abolitionist Women in 1790-1850 Research Paper Example | Topics and Well Written Essays - 1250 words

Abolitionist Women in 1790-1850 - Research Paper Example As the Victorian cultural age began to seep into the previous colonies, the rights that women previously enjoyed began to be stripped away. The history of the abolitionist movement among white women was an attempt to better than position in the newly formed United States of America. Not only did these women want to gain more political clout but also to recapture the rights that were taken away. The women who took a stand prior to 1790 became the forerunners in the women’s abolitionist movement. Immigrants came to North America to get away from persecution in Europe in hopes of being able to have the ability to live their lives how they say fit. In the new country there was the ability to make the laws they want, in the manner that benefited the community the most. Because of this the laws and regulations regarding voting and land owning were different that of Europe. Initially women held many of the same rights as their male counterparts. This was due to both a lack of populat ion as well as many of these women held positions of power in their home countries and that attitude carried over to when they immigrated to the United States. Most of the colonies before 1776 and the creation of the United States allowed women to vote in elections. When the states gained the power to rewrite their constitutions, many retracted the right and refused to allow women the freedom to vote. It was only New Jersey who maintained the right to vote for women in the 19th century when the men who held power stripped the right as well. Although women were not allowed to publically voice their opinion, many were still maintained as the head of household, and their husbands listened to what the women were saying. Women have always held a position of power inside the home, while men tended to be powerful outside the home. Because of this, many women began to meet while husband worked to talk about the political and social issues of the time. When their husbands returned home, thes e homemakers related what they learned and how they felt to their husbands who in turn responded by voting a specific way. These small groups of women also began to vocally demand change with a lot of the societal issues of the time. What began as small home based groups quickly turned into large groups of women meeting to discuss suffrage and other issues occurring in their respective areas. Due to the Victorian era of cultural ideals, women were expected to be at home, managing the home and not dealing with political or social issues.1 So when women started to come out of the houses to fight for suffrage and abolishing slavery it was considered scandalous. Due to the causes that women were fighting for, it commonly believed that there should be more black women than white women. Many of the issues these women fought against directly impacted the black populations. However during the abolitionist movements of the late 1790s and early 1800s the majority of women who were vocal were white.2 This is not to say that there were not highly vocal black women, but the majority of the abolitionist movements were white women. Soon after the United States became a country, individual states began to take away many of the rights that women held prior to 1776. This caused many women to stand up for their rights. In the beginning they were viewed as a group of women who had too much time on their hands, and could cause no real waves in both the social or political realms. In 1780 however laws started to be passed that allowed a method for slaves to become free. This led to the Northwest Ordinance of 1878 that stated all slaves northwest of the Ohio River were free, and prohibited the act of slavery.

Testing on Animals. Some people are FOR and some people are against Essay

Testing on Animals. Some people are FOR and some people are against - Essay Example Animal testing or animal research involves using animals other than humans for doing research. While such studies may involve mere observation of the animals or their behaviors, in most cases, tin many cases, they involve subjecting the animals to unnatural situations such as in the case of drug testing. Some of the animals that are commonly used in research include mice, guinea pigs, frogs, birds, zebra fish, and primates, to mention but a few (Humane Society International, 2014). Different organizations offer different statistics relating to the number of animals that are used for research across the world and in the U.S. annually. According to Speaking of Research (2014), between 13.6 and 25 million animals are used for research in the United States annually. According to ProCon (2014), roughly 26 million animals are subjected to research tests for commercial or scientific purposes in the United States of America alone annually. In New Zealand and Australia, in excess of six milli on animals are used for teaching and testing annually according to Animals Australia (2014). The statistics, as varied as they are for the few countries mentioned, are nothing short of appalling. The reality is that millions of animals are used for experimentation throughout the world, and more so in developed countries. Do Something (2014) notes that more than 100 million animals suffer burns, abuse, or are poisoned in labs in the United States annually. Many of the animals used for testing die accidentally during the tests or are intentionally killed by researchers. One wonders whether or not it is right for animals to be subjected to pain and suffering by humans as they try to look for solutions that face the world. Different people have different views concerning animal testing. While some experts note that animal testing is useful because it goes a long way in saving humans from preventable deaths and provides good testing grounds for new products, others note that the

Analysis of Indias Automobile Industry

Analysis of Indias Automobile Industry Following Indias growing openness, the arrival of new and existing models, easy availability of finance at relatively low rate of interest and price discounts offered by the dealers and manufacturers all have stirred the demand for vehicles and a strong growth of the Indian automobile industry. The data obtained from ministry of commerce and industry, shows high growth obtained since 2001- 02 in automobile production continuing in the first three quarters of the 2004-05. Annual growth was 16.0 per cent in April-December, 2004; the growth rate in 2003-04 was 15.1 per cent The automobile industry grew at a compound annual growth rate (CAGR) of 22 per cent between 1992 and 1997. With investment exceeding Rs. 50,000 crore, the turnover of the automobile industry exceeded Rs. 59,518 crore in 2002-03. Including turnover of the auto-component sector, the automotive industrys turnover, which was above Rs. 84,000 crore in 2002-03, is estimated to have exceeded Rs.1,00,000 crore ( USD 22. 74 b illion) in 2003-04. Automobile Dealers Network in India. In terms of Car dealer networks and authorized service stations, Maruti leads the pack with Dealer networks and workshops across the country. The other leading automobile manufacturers are also trying to cope up and are opening their service stations and dealer workshops in all the metros and major cities of the country. Dealers offer varying kind of discount of finances who in turn pass it on to the customers in the form of reduced interest rates. Major Manufacturers in Automobile Industry Maruti Udyog Ltd. General Motors India Ford India Ltd. Eicher Motors Bajaj Auto Daewoo Motors India Hero Motors Hindustan Motors Hyundai Motor India Ltd. Royal Enfield Motors Telco TVS Motors DC Designs Swaraj Mazda Ltd Government has liberalized the norms for foreign investment and import of technology and that appears to have benefited the automobile sector. The production of total vehicles increased from 4.2 million in 1998- 99 to 7.3 million in 2003-04. It is likely that the production of such vehicles will exceed 10 million in the next couple of years. The industry has adopted the global standards and this was manifested in the increasing exports of the sector. After a temporary slump during 1998- 99 and 1999-00, such exports registered robust growth rates of well over 50 per cent in 2002-03 and 2003-04 each to exceed two and- a-half times the export figure for 2001-02. The Key Factors Behind This Upswing Sales incentives, introduction of new models as well as variants coupled with easy availability of low cost finance with comfortable repayment options continued to drive demand and sales of automobiles during the first two quarters of the current year. The risk of an increase in the interest rates, the impact of delayed monsoons on rural demand, and increase in the costs of inputs such as steel are the key concerns for the players in the industry. As the players continue to introduce new models and variants, the competition may intensify further. The ability of the players to contain costs and focus on exports will be critical for the performance of their respective companies. LITERATURE REVIEW As noted by NMCC (2006), competitiveness of manufacturing sector is a very broad Multi-dimensional concept that embraces numerous aspects such as price, quality, Productivity, Efficiency and macro-economic environment. The OECD definition of Competitiveness, which is most widely quoted, also considers employment and sustainability, while being exposed to international competition, as features pertaining to competitiveness. There are numerous studies on auto industry in India, published by industry associations, consultancy organisations, research bodies and peer-reviewed journals. In this section, various studies on the Indian auto industry are reviewed, under different heads pertaining to competitiveness, namely, global comparisons, policy environment and evolution of the Indian auto industry, productivity, aspects related to supply-chain and industrial structure and technology and other aspects. Global Comparisons The Investment Information and Credit Rating Agency of India (ICRA, 2003) studies the competitiveness of the Indian auto industry, by global comparisons of macro environment, policies and cost structure. This has a detailed account on the evolution of the global auto industry. The United States was the first major player from 1900 to 1960, after which Japan took its place as the cost-efficient leader. Cost efficiency being the only real means in as mature an industry as automobiles to retain or improve market share, global auto manufacturers have been sourcing from the developing countries. India and China have emerged as favourite destinations for the first-tier OEMs since late 1980s.There are only a few dominant Indian OEMs, while the number of OEMs is very large in China (122 car manufacturers and 120 motorcycle manufacturers). According to this study, the major advantage of the Indian economy is educated and skilled workforce with knowledge of English. Our disadvantages include p oor infrastructure, complicated tax structure, inflexible labour laws, inter-state policy differences and inconsistencies. The drivers of Chinese economic growth are FDI, labour productivity growth, which was 1.5 times higher than that in India in the last decade, and domestic demand. Fiscal pressure is mounting on the Chinese government, while India is in a better state. Based on comparisons of cost composition to pinpoint the areas in which the Indian auto industry is at a disadvantage, this study recommends a VAT regime, speedy procedures, imports duty cuts on raw materials, common testing and design facility, labour reforms, up gradation of design and engineering capabilities and brand building. ICRA (2004a) analyses the implications of the India-ASEAN5 Free Trade Agreements for the Indian automotive industry. ASEAN economies are globally more integrated than India. The current size of Indian and ASEAN market for automobiles is more or less the same but the Indian market has a larger growth potential than the ASEAN market due to the low level of penetration. The labour cost is low in India but the stringent labour regulations erode this advantage. The level of infrastructure is better in India than Indonesia and the Philippines but worse than that in other ASEAN countries. The financial and banking sector is better in India than in the ASEAN countries. The study notes that there is a huge excess capacity in ASEAN countries, in comparison with that in India, which will help them to tackle the excess demand that may arise in future. The study finds a 20-30 per cent cost disadvantage for Indian companies on account of taxation and infrastructure and 5-20 per cent labour cost ad vantage over comparable ASEAN-member-based companies. Similar findings are noted in a study by the Automotive Component Manufacturers Association of India (ACMA, 2004), particularly in comparison with Thailand. ICRA (2004b) analyses the impact of Preferential Trade Agreement (PTA) with MERCOSUR on the automobile sector in India. This study finds a significant threat of imports in sub-compact and compact cars and certain auto-components. There is huge excess capacity and intense competition in MERCOSUR countries, propelling them to look for export opportunities. This is true especially of Brazil, which has a well developed auto-component sector with huge economies of scale. Further, weak currency in all MERCOSUR countries provides a natural tariff barrier. In addition, MERCOSUR countries have an equitable arrangement within themselves to have a balanced trade, with fair level of exports and imports. The Indian auto industry could gain from this PTA with MERCOSUR only if it is assured of the balanced trade, as MERCOSUR countries practise among themselves. ICRA (2005) studies the possible impact of FTA with South Africa on the Indian automobile industry. The study finds that there are a few policies in South Africa that indirectly subsidise the auto industry, unlike India, in terms of financial grants. Hence it is suggested that India could minimise losses only if it goes for inclusion of certain auto components, which involve huge logistic costs of imports, creating a natural protection (for example, stampings, glass, seats, plastics and tyres) and those in which India enjoys economies of scale and is cost-competitive (e.g. castings and forgings) in this FTA. If South Africa is ready to discontinue the schemes such as Motor Industry Development Programme (MIDP), India could include all automotive components in this FTA. There should be a minimum local content of 60 per cent and the agreement should not be trade balancing as India will not gain much in that case. Policy Environment and Evolution of Indian Auto Industry In this section, studies on the policy environment pertaining to the Indian auto industry and its evolution over the years have been reviewed. Pingle (2000) reviews the policy framework of Indias automobile industry and its impact on its growth. While the ties between bureaucrats and the managers of state-owned enterprises played a positive role especially since the late 1980s, ties between politicians and industrialists and between politicians and labour leaders have impeded the growth. The first phase of 1940s and 1950s was characterised by socialist ideology and vested interests, resulting in protection to the domestic auto industry and entry barriers for foreign firms. There was a good relationship between politicians and industrialists in this phase, but bureaucrats played little role. Development of ancillaries segment as recommended by the L.K. Jha Committee report in 1960 was a major event that took place towards the end of this phase. During the second phase of rules, regulations and politics, many political developments and economic problems affected the auto industry, especially passenger cars segment, in the 196 0s and 1970s. Though politicians picked winners and losers mainly by licensing production, this situation changed with oil crises and other related political and macro-economic constraints. The third phase starting in the early 1980s was characterised by delicensing, liberalisation and opening up of FDI in the auto sector. These policies resulted in the establishment of new LCV manufacturers (for example, Swaraj Mazda, DCM Toyota) and passenger car manufacturers.7 All these developments led to structural changes in the Indian auto industry. Pingle argues that state intervention and ownership need not imply poor results and performance, as demonstrated by Maruti Udyog Limited (MUL). Further, the noncontractual relations between bureaucrats and MUL dictated most of the policies in the 1980s, which were biased towards passenger cars and MUL in particular. However, DCosta (2002) argues that MULs success is not particularly attributable to the support from bureaucrats. Rather, any firm that is as good as MUL in terms of scale economies, first-comer advantage, affordability, product novelty, consumer choice, financing schemes and extensive servicing networks would have performed as well, even in the absence of bureaucratic support. DCosta has other criticisms about Pingle (2000). The major shortcoming of Pingles study is that it ignores the issues related to sectorspecific technologies and regional differences across the country. Piplai (2001) examines the effects of liberalisation on the Indian vehicle industry, in terms of production, marketing, export, technology tie-up, product upgradation and profitability. Till the 1940s, the Indian auto industry was non-existent, since automobile were imported from General Motors and Ford. In early 1940s, Hindustan Motors and Premier Auto started, by importing know-how from General Motors and Fiat respectively. Since the 1950s, a few other companies entered the market for two-wheelers and commercial vehicles. However, most of them either imported or indigenously produced auto-components, till the mid-1950s, when India had launched import substitution programme, thereby resulting in a distinctly separate auto-component sector. Due to the high degree of regulation and protection in the 1970s and 1980s, the reforms in the early 1990s had led to a boom in the auto industry till 1996, but the response of the industry in terms of massive expansion of capacities and entry of multinationals led to an acute over-capacity. Intense competition had led to price wars and aggressive cost-cutting measures including layoffs and large-scale retrenchment. While Indian companies started focusing on the price-sensitive commercially used vehicles, foreign companies continued utilizing their expertise on technology-intensive vehicles for individual and corporate uses. Thus, Piplai concludes that vehicle industry has not gained much from the reforms, other than being thrusted upon a high degree of unsustainable competition. In August 2006, a Draft of Automotive Mission Plan Statement prepared in consultation with the industry was released by the Ministry of Heavy Industries and Public Enterprises. This was finally released as a report in December 2006. This document draws an action plan to take the turnover of the automotive industry in India to US$145 billion by 2016, accounting for more than 10 per cent of the GDP and providing additional employment to 25 million peo ple, by 2016. A special emphasis is laid on small cars, MUVs, two-wheelers and auto-components. Measures suggested include setting up of a National Auto Institute, streamlining government/educational/research institutions to the needs of the auto industry, upgrading infrastructure, considering changes in duty structure and fiscal incentives for RD. Similarly, NMCC (2006), which lays down a national strategy for manufacturing, recognises the importance of the Indian automobile and auto-component industry, particularly the latter, as a competitive knowledge-based industry with immense employment generation potential. McKinsey (2005) predicts the growth potential of India-based automotive component manufacturing at around 500 per cent, from 2005 to 2015. This report describes the initiatives required from industry players, the Government and the ACMA to capture this potential. This study was based on interviews and workshops with 20 suppliers and 7 OEMs and survey with ACMA members. Increase in cost pressures on OEMs in developed countries, coupled with the emergence of skilled, cost-competitive suppliers in Low Cost Countries (LCCs), is likely to facilitate further acceleration of sourcing of automotive components from LCCs. The analysis identifies strong engineering skills and an emerging culture of cost-competitiveness as the major strengths of the Indian auto component sector, while its weaknesses include slow growth in domestic demand and structural disadvantages such as power tariffs and indirect taxes. The policy recommendations of this study include VAT implementation, lower indirect taxes , power reforms, tax benefits linked to export earnings, duty-cut for raw material imports, RD incentives for a longer period, establishment of auto parks, benefits for export-seeking investments, human resources development and modernisation fund for new investments in auto clusters. Industry players have been advised to improve their operational performance, determine their strategic posture as one among those identified in the study, improve capabilities in line with their posture and invest very rapidly in a planned manner. ACMA needs to promote India as a brand, enable sourcing from India by global customers and promote the quality and productivity efforts of the auto component firms in India. ACMA (2006) notes that Indias joining the WP (Working Party) 29: 1998 Agreement for global harmonisation of automotive standards, coupled with the funding of National Automotive Testing and Research Infrastructure Project (NATRIP) by the Government of India, has increased prospects of the Indian auto industry rising up to global standards in the near future, in all aspects. Narayanan (1998) analyses the effects of deregulation policy on technology acquisition and competitiveness in the Indian automobile industry during the 1980s and finds that competitiveness has depended on the ability to build technological advantages, even in an era of capacity-licensing. In a liberalised regime, this would depend on firms ability to bring about technological changes, as inferred from the behaviour of new firms in the sample considered. Further, vertical integration could score over subcontracting in a liberal regime. This is probably because of the entry of new foreign firms that produce technologically superior and guaranteed quality vehicles and choose to produce most of the components in-house.8 Narayanan (2004) analyses the determinants of growth of Indian automobile firms during three different policy regimes, namely, licensing (1980-81 to 1984-85), deregulation (1985-86 to 1990-91) and liberalisation (1991-92 to 1995-96). Un like the prediction by Narayanan (1 998), this study finds that vertical integration is detrimental for growth in a liberalised regime as it potentially limits diversification. Narayanan (2006) also finds that vertical integration plays a positive role in a regulated regime, while it is not conducive for export competitiveness in a liberal regime. Kathuria (1995) notes that the time-bound indigenization programme for commercial vehicles in the 1980s facilitated the upgradation of vendor skills and modifying vehicles to suit local conditions, which demand functional efficiency, overloading capabilities, fuel economy, frequent changes in speed and easy repair and maintenance. Kathuria also mentions that the choice between vertical integration and subcontracting crucially depends on the policy regime: In a liberal regime, vertical integration may not work. Productivity Sharma (2006) analyses the performance of the Indian auto industry with respect to the productivity growth. Partial and total factor productivity of the Indian automobile industry have been calculated for the period from 1990-91 to 2003-04, using the Divisia- Tornquist index for the estimation of the total factor productivity growth. The author finds that the domestic auto industry has registered a negative and insignificant productivity growth during the last one and a half decade. Among the partial factor productivity indices only labour productivity has seen a significant improvement, while the productivity of other three inputs (capital, energy and materials) havent shown any significant improvement. Labour productivity has increased mainly due to the increase in the capital intensity, which has grown at a rate of 0.14 per cent per annum from 1990-91 to 2003-04. Aspects Related to Supply Chain and Industrial Structure In this section, the studies that examine the aspects pertaining to local and global auto supply chains as well as the structure of the Indian auto industry are reviewed. Humphrey (1999) compares the impact of globalisation on supply chain networks in the auto industry in Brazil and India. According to Humphrey, global auto industry hubs were situated in three regions, namely, North America, Western Europe and Japan. Brazil and India are examples of the countries which could develop the indigenous auto industry despite not being situated very close to any of these regions. Hence, Humphrey compares the auto industries in these two countries. This study considers auto industry as a producer-driven commodity chain, wherein global auto assemblers control the entire supply chain from components to dealerships. While the global auto assembly majors used to produce 60-70 per cent of the value inhouse till the 1980s, various phenomenal developments have started taking place since the 1980s, such as the emergence of independent dealers and rise of catalogue suppliers who supply their standard and indigenously designed components/modules to many assemblers. Bra zil and India had liberalised auto investments and tariff structure since 1990. Prior to 1991, India had a much more protectionist regime than Brazil, in terms of licensing and quantitative restrictions on both imports and domestic production. Inflows of auto FDI occurred in both the countries since the mid-1990s. Further, Brazil and India have emerged as preferred suppliers for global auto assemblers. When the global auto assemblers entered India and Brazil, the phenomenon of follow-source was also happening. Now, there are parallel global networks of both assemblers and Tier-1 suppliers. Even Indian component suppliers have opportunities to enter the global auto supply chains, mainly in low technology products made to detailed drawings but the space for domestic industry is diminishing. With the global centralization of product engineering, skill requirements are likely to be immense in process engineering, particularly in assemblers and Tier-1 component manufacturers. Sutton (2000) compares the auto-component supply chains in India and China, based on field surveys. In both these countries, the supply chain has developed very rapidly at the level of car makers and Tier-1 suppliers, with quality levels close to world standards, largely driven by the entry of multinational car makers. But, the Tier-2 suppliers are still not up to the global standards. The domestic content requirements, based on the infant industry argument, have helped the international car makers in enhancing the production capabilities of the domestic players effectively, as shown by increases in auto-component exports from India and China. Of the top ten exporting firms in India and China, five and six are domestic ones, respectively. Enhanced supply-chain capabilities have benefited the domestic auto-makers as well, such as Mahindra and Mahindra in India, who have been able to capture a sizeable market share with their indigenously designed and assembled MUV. Some leading compon ent producers in China and India strategically use highly capital intensive techniques such as robotics, occasionally, despite the low wages, mainly on account of their concerns to achieve high levels of quality. This in combination with employing high-quality workforce even at shop floor is another strategic choice of a few leading firms in India, to promote exports. Many Tier-1 firms follow the standard Japanese work practices to improve quality and minimise costs. Interactions between carmakers and component suppliers have also helped the latter improve quality. Addressing a larger question of the impact of Foreign Direct Investment (FDI) on the domestic industry and economy, Tewari (2000) studies the automotive supply chain of Tamil Nadu, based on field surveys. Studies such as Humphrey (1999) show that entry of global auto majors in India and Brazil have impeded domestic firms, while this study shows evidence for the fact that medium-sized firms, which entered in the mid-1990s in Tamil Nadu have formed networks with smaller domestic suppliers and helped them upgrade their technologies. These medium-sized suppliers require more support from the government, since they play a crucial role in facilitating the development of the domestic auto industry. Joint ventures and technical tie-ups with overseas suppliers have been the strategies that were followed by well-performing auto component manufacturers, long before the global auto majors entered India. These relationships and the entry of foreign OEMs not only promote employment and income, but also diffusion of technologies and knowledge to the entire supply chain, including smaller firms. Veloso and Kumar (2002) provide an overview of the major trends taking place in the global automotive industry, emphasising on the Asian market. Consumer preferences, government regulations and intense competition have been driving the firms towards new technologies, modernisation, research and changes in design and production. Market saturation in Triad regions (the United States, Western Europe and Japan) and rapid emergence of markets in Asia have led to increasing diversity in market needs. As a result, there are many models and segments coming up rapidly. Auto majors have started adopting a global perspective and reorganising their vehicle portfolio around product platforms, modules and systems. They are also minimising the number of suppliers, by opting for bigger ones, based on cost and quality competitiveness, RD capacity and proximity to development centres. Mergers and acquisitions are taking place for consolidation. Suppliers have been taking new roles, as systems integrat ors, global standardiser-systems manufacturers, component specialists and raw material suppliers. These roles are based on their focus, market presence, critical capabilities and types of components and systems. The automobile industry in India had been facing the problem of overcapacity by 2000 and the auto-component sector was not so developed as to be able to deliver products of world-class quality. Chinese tariff and quota policies, coupled with local content regulations protect the auto industry in China immensely. However, the Chinese auto industry suffers from fragmentation, lower quality, lack of technological upgradation and managerial skills. Consolidation and liberalisation that are happening recently in China are expected to promote its auto industry. Auto industries in the ASEAN and Korea have recovered quickly from the Asian crisis of 1998. This report concludes with some aspects that any study on auto sector should focus on, such as evaluation of the capabilities of a uto-component supply chain both large and small suppliers, strategies of OEMs, cost, delivery, dependability, quality, product development, process development, flexibility, facilities/equipment, technology, process, workforce and organisation, logistics and supply chain, research and engineering and interfaces. ACMA (2006) presents the recent trends in the Indian auto industry as a whole and their implications for automotive supply chain in India. The market-oriented growth and growing automobile industry in India have ensured bright prospects for the Indian autocomponent sector, which is vibrant and competitive. Huge future growth potential of the automobile industry and increased access to consumer finance may lead India to a place among the top five automotive economies by 2025. Most of the ACMA members have at least one standards certification. They are embracing world-class modern shop-floor practices. The auto-component sector has been showing high rates of growth ofproduction and exports, with a comprehensive production range, transforming as an attractive OEMs Tier-1 supplier. Many leading OEMs and Tier-1 companies have plans of sourcing from Indian auto-component manufacturers, who are scaling up, establishing partnerships in India and abroad, acquiring foreign companies and establ ishing Greenfield investments overseas. Proficiency in understanding technical drawings, understanding of different global standards, appropriate automation, flexibility in small-batch production and use of Information Technology (IT) for design, development and simulation are some of the growing capabilities among Indian auto-component manufacturers. India is expected to emerge as the next big automotive RD base, given its IT capabilities coupled with automotive domain knowledge and shifting of automotive design centres to India, by global MNCs, as it is a potentially excellent base for prototyping, testing, validating and producing auto-components. Technology and Other Aspects Kathuria (1996) analyses the Commercial Vehicles (CV) industry in India in a detailed manner, dwelling on the concepts of vertical integration and subcontracting, production technology and technological change. After an overview of the global auto industry, Kathuria traces the developments in the Indian auto industry from the 1950s to 1991. To evaluate the competitiveness of Indian commercial vehicles manufacturers in the domestic market, growth trends, structural trends, market shares, profitability, productivity ratios, prices, quality, dealer network and performance are analysed. Macro and micro performance of Indias vehicle exports with major markets and Indian vehicle characteristics have been outlined, along with an analysis of global demand patterns. Domestic resource costs and global comparison of prices, credit and service are the other international trade-related aspects analysed in this study. On vertical integration, the analysis leads to the conclusion that the Indian CV industry needs to learn from the international experience to get into subcontracting and buying-in. Lack of scales and high inventories had impeded the competitiveness of Indian CV firms in the 1980s. RD capabilities and new product ranges were the result of the challenges arising from time-bound indigenisation programme, but still Indian technology frontier remained far below global levels. Further, different firms have followed very different strategies and hence the impacts on their technological capabilities were also very different. However, success of Indian firms despite such a wide range of strategies is partly due to the protection available to them in the domestic market. Kathuria concludes that the Indian auto industry in general and CV industry in particular, have a lot to learn from the global auto industry, in terms of best-practice technology and vertical integration and supplier relationship. The study rightly predicted that the industry would see heightened activity and recommended that the government should ensure that the domestic firms do not lose out because of the unrestricted entry of highly competitive foreign firms. Narayanan (1998) finds that during the 1980s, technology acquisition through imports of technology and in-house RD efforts explains much of differences in competitiveness, as measured by changes in market share, at the firm level, in the Indian automobile industry. Based on an econometric analysis, which considers technology acquisition, skill intensity, component imports, firm size, product differentiation, age and vertical integration as the determinants of competitiveness, Narayanan finds that competitiveness has depended on the ability to build technological advantages, even in an era of capacity licensing. This is facilitated by complementing imported technology with in-house RD efforts. Narayanan (2004) uses two-way fixed effects estimation of the firm growth as a function of variables capturing technology, such as RD expenditure as a proportion of sales, foreign equity participation and import of capital goods. Role of technology depends on the technological regime in which the firm operates. In a licensed regime, firms with foreign equity grow faster because of better access to resources and technology. In a deregulated regime, import of capital goods has been the technology-related variable that triggered growth. In a liberal regime, growth is positively influenced by the intra-firm technology transfer. Narayanan (2006) analyses the determinants of export intensity of Indian automobile firms using a Tobit model, taking the variables discussed in Narayanan (1998) and Narayanan (2004) as the determinants. This study is based on the premises that there is a systematic difference in the characteristics and performance between the firms that export and those which sell in the domestic market, mainly in terms of technology acquisition, which in turn depends on the policy regime. Technology acquisition, firm size, vertical integration, capital intensity, imports of components and policy regime are found to be the main determinants of export competitiveness, by this analysis. SUMMARY OF LITERATURE REVIEW The studies reviewed so far were of a wide range in terms of objectives, Analysis of Indias Automobile Industry Analysis of Indias Automobile Industry Following Indias growing openness, the arrival of new and existing models, easy availability of finance at relatively low rate of interest and price discounts offered by the dealers and manufacturers all have stirred the demand for vehicles and a strong growth of the Indian automobile industry. The data obtained from ministry of commerce and industry, shows high growth obtained since 2001- 02 in automobile production continuing in the first three quarters of the 2004-05. Annual growth was 16.0 per cent in April-December, 2004; the growth rate in 2003-04 was 15.1 per cent The automobile industry grew at a compound annual growth rate (CAGR) of 22 per cent between 1992 and 1997. With investment exceeding Rs. 50,000 crore, the turnover of the automobile industry exceeded Rs. 59,518 crore in 2002-03. Including turnover of the auto-component sector, the automotive industrys turnover, which was above Rs. 84,000 crore in 2002-03, is estimated to have exceeded Rs.1,00,000 crore ( USD 22. 74 b illion) in 2003-04. Automobile Dealers Network in India. In terms of Car dealer networks and authorized service stations, Maruti leads the pack with Dealer networks and workshops across the country. The other leading automobile manufacturers are also trying to cope up and are opening their service stations and dealer workshops in all the metros and major cities of the country. Dealers offer varying kind of discount of finances who in turn pass it on to the customers in the form of reduced interest rates. Major Manufacturers in Automobile Industry Maruti Udyog Ltd. General Motors India Ford India Ltd. Eicher Motors Bajaj Auto Daewoo Motors India Hero Motors Hindustan Motors Hyundai Motor India Ltd. Royal Enfield Motors Telco TVS Motors DC Designs Swaraj Mazda Ltd Government has liberalized the norms for foreign investment and import of technology and that appears to have benefited the automobile sector. The production of total vehicles increased from 4.2 million in 1998- 99 to 7.3 million in 2003-04. It is likely that the production of such vehicles will exceed 10 million in the next couple of years. The industry has adopted the global standards and this was manifested in the increasing exports of the sector. After a temporary slump during 1998- 99 and 1999-00, such exports registered robust growth rates of well over 50 per cent in 2002-03 and 2003-04 each to exceed two and- a-half times the export figure for 2001-02. The Key Factors Behind This Upswing Sales incentives, introduction of new models as well as variants coupled with easy availability of low cost finance with comfortable repayment options continued to drive demand and sales of automobiles during the first two quarters of the current year. The risk of an increase in the interest rates, the impact of delayed monsoons on rural demand, and increase in the costs of inputs such as steel are the key concerns for the players in the industry. As the players continue to introduce new models and variants, the competition may intensify further. The ability of the players to contain costs and focus on exports will be critical for the performance of their respective companies. LITERATURE REVIEW As noted by NMCC (2006), competitiveness of manufacturing sector is a very broad Multi-dimensional concept that embraces numerous aspects such as price, quality, Productivity, Efficiency and macro-economic environment. The OECD definition of Competitiveness, which is most widely quoted, also considers employment and sustainability, while being exposed to international competition, as features pertaining to competitiveness. There are numerous studies on auto industry in India, published by industry associations, consultancy organisations, research bodies and peer-reviewed journals. In this section, various studies on the Indian auto industry are reviewed, under different heads pertaining to competitiveness, namely, global comparisons, policy environment and evolution of the Indian auto industry, productivity, aspects related to supply-chain and industrial structure and technology and other aspects. Global Comparisons The Investment Information and Credit Rating Agency of India (ICRA, 2003) studies the competitiveness of the Indian auto industry, by global comparisons of macro environment, policies and cost structure. This has a detailed account on the evolution of the global auto industry. The United States was the first major player from 1900 to 1960, after which Japan took its place as the cost-efficient leader. Cost efficiency being the only real means in as mature an industry as automobiles to retain or improve market share, global auto manufacturers have been sourcing from the developing countries. India and China have emerged as favourite destinations for the first-tier OEMs since late 1980s.There are only a few dominant Indian OEMs, while the number of OEMs is very large in China (122 car manufacturers and 120 motorcycle manufacturers). According to this study, the major advantage of the Indian economy is educated and skilled workforce with knowledge of English. Our disadvantages include p oor infrastructure, complicated tax structure, inflexible labour laws, inter-state policy differences and inconsistencies. The drivers of Chinese economic growth are FDI, labour productivity growth, which was 1.5 times higher than that in India in the last decade, and domestic demand. Fiscal pressure is mounting on the Chinese government, while India is in a better state. Based on comparisons of cost composition to pinpoint the areas in which the Indian auto industry is at a disadvantage, this study recommends a VAT regime, speedy procedures, imports duty cuts on raw materials, common testing and design facility, labour reforms, up gradation of design and engineering capabilities and brand building. ICRA (2004a) analyses the implications of the India-ASEAN5 Free Trade Agreements for the Indian automotive industry. ASEAN economies are globally more integrated than India. The current size of Indian and ASEAN market for automobiles is more or less the same but the Indian market has a larger growth potential than the ASEAN market due to the low level of penetration. The labour cost is low in India but the stringent labour regulations erode this advantage. The level of infrastructure is better in India than Indonesia and the Philippines but worse than that in other ASEAN countries. The financial and banking sector is better in India than in the ASEAN countries. The study notes that there is a huge excess capacity in ASEAN countries, in comparison with that in India, which will help them to tackle the excess demand that may arise in future. The study finds a 20-30 per cent cost disadvantage for Indian companies on account of taxation and infrastructure and 5-20 per cent labour cost ad vantage over comparable ASEAN-member-based companies. Similar findings are noted in a study by the Automotive Component Manufacturers Association of India (ACMA, 2004), particularly in comparison with Thailand. ICRA (2004b) analyses the impact of Preferential Trade Agreement (PTA) with MERCOSUR on the automobile sector in India. This study finds a significant threat of imports in sub-compact and compact cars and certain auto-components. There is huge excess capacity and intense competition in MERCOSUR countries, propelling them to look for export opportunities. This is true especially of Brazil, which has a well developed auto-component sector with huge economies of scale. Further, weak currency in all MERCOSUR countries provides a natural tariff barrier. In addition, MERCOSUR countries have an equitable arrangement within themselves to have a balanced trade, with fair level of exports and imports. The Indian auto industry could gain from this PTA with MERCOSUR only if it is assured of the balanced trade, as MERCOSUR countries practise among themselves. ICRA (2005) studies the possible impact of FTA with South Africa on the Indian automobile industry. The study finds that there are a few policies in South Africa that indirectly subsidise the auto industry, unlike India, in terms of financial grants. Hence it is suggested that India could minimise losses only if it goes for inclusion of certain auto components, which involve huge logistic costs of imports, creating a natural protection (for example, stampings, glass, seats, plastics and tyres) and those in which India enjoys economies of scale and is cost-competitive (e.g. castings and forgings) in this FTA. If South Africa is ready to discontinue the schemes such as Motor Industry Development Programme (MIDP), India could include all automotive components in this FTA. There should be a minimum local content of 60 per cent and the agreement should not be trade balancing as India will not gain much in that case. Policy Environment and Evolution of Indian Auto Industry In this section, studies on the policy environment pertaining to the Indian auto industry and its evolution over the years have been reviewed. Pingle (2000) reviews the policy framework of Indias automobile industry and its impact on its growth. While the ties between bureaucrats and the managers of state-owned enterprises played a positive role especially since the late 1980s, ties between politicians and industrialists and between politicians and labour leaders have impeded the growth. The first phase of 1940s and 1950s was characterised by socialist ideology and vested interests, resulting in protection to the domestic auto industry and entry barriers for foreign firms. There was a good relationship between politicians and industrialists in this phase, but bureaucrats played little role. Development of ancillaries segment as recommended by the L.K. Jha Committee report in 1960 was a major event that took place towards the end of this phase. During the second phase of rules, regulations and politics, many political developments and economic problems affected the auto industry, especially passenger cars segment, in the 196 0s and 1970s. Though politicians picked winners and losers mainly by licensing production, this situation changed with oil crises and other related political and macro-economic constraints. The third phase starting in the early 1980s was characterised by delicensing, liberalisation and opening up of FDI in the auto sector. These policies resulted in the establishment of new LCV manufacturers (for example, Swaraj Mazda, DCM Toyota) and passenger car manufacturers.7 All these developments led to structural changes in the Indian auto industry. Pingle argues that state intervention and ownership need not imply poor results and performance, as demonstrated by Maruti Udyog Limited (MUL). Further, the noncontractual relations between bureaucrats and MUL dictated most of the policies in the 1980s, which were biased towards passenger cars and MUL in particular. However, DCosta (2002) argues that MULs success is not particularly attributable to the support from bureaucrats. Rather, any firm that is as good as MUL in terms of scale economies, first-comer advantage, affordability, product novelty, consumer choice, financing schemes and extensive servicing networks would have performed as well, even in the absence of bureaucratic support. DCosta has other criticisms about Pingle (2000). The major shortcoming of Pingles study is that it ignores the issues related to sectorspecific technologies and regional differences across the country. Piplai (2001) examines the effects of liberalisation on the Indian vehicle industry, in terms of production, marketing, export, technology tie-up, product upgradation and profitability. Till the 1940s, the Indian auto industry was non-existent, since automobile were imported from General Motors and Ford. In early 1940s, Hindustan Motors and Premier Auto started, by importing know-how from General Motors and Fiat respectively. Since the 1950s, a few other companies entered the market for two-wheelers and commercial vehicles. However, most of them either imported or indigenously produced auto-components, till the mid-1950s, when India had launched import substitution programme, thereby resulting in a distinctly separate auto-component sector. Due to the high degree of regulation and protection in the 1970s and 1980s, the reforms in the early 1990s had led to a boom in the auto industry till 1996, but the response of the industry in terms of massive expansion of capacities and entry of multinationals led to an acute over-capacity. Intense competition had led to price wars and aggressive cost-cutting measures including layoffs and large-scale retrenchment. While Indian companies started focusing on the price-sensitive commercially used vehicles, foreign companies continued utilizing their expertise on technology-intensive vehicles for individual and corporate uses. Thus, Piplai concludes that vehicle industry has not gained much from the reforms, other than being thrusted upon a high degree of unsustainable competition. In August 2006, a Draft of Automotive Mission Plan Statement prepared in consultation with the industry was released by the Ministry of Heavy Industries and Public Enterprises. This was finally released as a report in December 2006. This document draws an action plan to take the turnover of the automotive industry in India to US$145 billion by 2016, accounting for more than 10 per cent of the GDP and providing additional employment to 25 million peo ple, by 2016. A special emphasis is laid on small cars, MUVs, two-wheelers and auto-components. Measures suggested include setting up of a National Auto Institute, streamlining government/educational/research institutions to the needs of the auto industry, upgrading infrastructure, considering changes in duty structure and fiscal incentives for RD. Similarly, NMCC (2006), which lays down a national strategy for manufacturing, recognises the importance of the Indian automobile and auto-component industry, particularly the latter, as a competitive knowledge-based industry with immense employment generation potential. McKinsey (2005) predicts the growth potential of India-based automotive component manufacturing at around 500 per cent, from 2005 to 2015. This report describes the initiatives required from industry players, the Government and the ACMA to capture this potential. This study was based on interviews and workshops with 20 suppliers and 7 OEMs and survey with ACMA members. Increase in cost pressures on OEMs in developed countries, coupled with the emergence of skilled, cost-competitive suppliers in Low Cost Countries (LCCs), is likely to facilitate further acceleration of sourcing of automotive components from LCCs. The analysis identifies strong engineering skills and an emerging culture of cost-competitiveness as the major strengths of the Indian auto component sector, while its weaknesses include slow growth in domestic demand and structural disadvantages such as power tariffs and indirect taxes. The policy recommendations of this study include VAT implementation, lower indirect taxes , power reforms, tax benefits linked to export earnings, duty-cut for raw material imports, RD incentives for a longer period, establishment of auto parks, benefits for export-seeking investments, human resources development and modernisation fund for new investments in auto clusters. Industry players have been advised to improve their operational performance, determine their strategic posture as one among those identified in the study, improve capabilities in line with their posture and invest very rapidly in a planned manner. ACMA needs to promote India as a brand, enable sourcing from India by global customers and promote the quality and productivity efforts of the auto component firms in India. ACMA (2006) notes that Indias joining the WP (Working Party) 29: 1998 Agreement for global harmonisation of automotive standards, coupled with the funding of National Automotive Testing and Research Infrastructure Project (NATRIP) by the Government of India, has increased prospects of the Indian auto industry rising up to global standards in the near future, in all aspects. Narayanan (1998) analyses the effects of deregulation policy on technology acquisition and competitiveness in the Indian automobile industry during the 1980s and finds that competitiveness has depended on the ability to build technological advantages, even in an era of capacity-licensing. In a liberalised regime, this would depend on firms ability to bring about technological changes, as inferred from the behaviour of new firms in the sample considered. Further, vertical integration could score over subcontracting in a liberal regime. This is probably because of the entry of new foreign firms that produce technologically superior and guaranteed quality vehicles and choose to produce most of the components in-house.8 Narayanan (2004) analyses the determinants of growth of Indian automobile firms during three different policy regimes, namely, licensing (1980-81 to 1984-85), deregulation (1985-86 to 1990-91) and liberalisation (1991-92 to 1995-96). Un like the prediction by Narayanan (1 998), this study finds that vertical integration is detrimental for growth in a liberalised regime as it potentially limits diversification. Narayanan (2006) also finds that vertical integration plays a positive role in a regulated regime, while it is not conducive for export competitiveness in a liberal regime. Kathuria (1995) notes that the time-bound indigenization programme for commercial vehicles in the 1980s facilitated the upgradation of vendor skills and modifying vehicles to suit local conditions, which demand functional efficiency, overloading capabilities, fuel economy, frequent changes in speed and easy repair and maintenance. Kathuria also mentions that the choice between vertical integration and subcontracting crucially depends on the policy regime: In a liberal regime, vertical integration may not work. Productivity Sharma (2006) analyses the performance of the Indian auto industry with respect to the productivity growth. Partial and total factor productivity of the Indian automobile industry have been calculated for the period from 1990-91 to 2003-04, using the Divisia- Tornquist index for the estimation of the total factor productivity growth. The author finds that the domestic auto industry has registered a negative and insignificant productivity growth during the last one and a half decade. Among the partial factor productivity indices only labour productivity has seen a significant improvement, while the productivity of other three inputs (capital, energy and materials) havent shown any significant improvement. Labour productivity has increased mainly due to the increase in the capital intensity, which has grown at a rate of 0.14 per cent per annum from 1990-91 to 2003-04. Aspects Related to Supply Chain and Industrial Structure In this section, the studies that examine the aspects pertaining to local and global auto supply chains as well as the structure of the Indian auto industry are reviewed. Humphrey (1999) compares the impact of globalisation on supply chain networks in the auto industry in Brazil and India. According to Humphrey, global auto industry hubs were situated in three regions, namely, North America, Western Europe and Japan. Brazil and India are examples of the countries which could develop the indigenous auto industry despite not being situated very close to any of these regions. Hence, Humphrey compares the auto industries in these two countries. This study considers auto industry as a producer-driven commodity chain, wherein global auto assemblers control the entire supply chain from components to dealerships. While the global auto assembly majors used to produce 60-70 per cent of the value inhouse till the 1980s, various phenomenal developments have started taking place since the 1980s, such as the emergence of independent dealers and rise of catalogue suppliers who supply their standard and indigenously designed components/modules to many assemblers. Bra zil and India had liberalised auto investments and tariff structure since 1990. Prior to 1991, India had a much more protectionist regime than Brazil, in terms of licensing and quantitative restrictions on both imports and domestic production. Inflows of auto FDI occurred in both the countries since the mid-1990s. Further, Brazil and India have emerged as preferred suppliers for global auto assemblers. When the global auto assemblers entered India and Brazil, the phenomenon of follow-source was also happening. Now, there are parallel global networks of both assemblers and Tier-1 suppliers. Even Indian component suppliers have opportunities to enter the global auto supply chains, mainly in low technology products made to detailed drawings but the space for domestic industry is diminishing. With the global centralization of product engineering, skill requirements are likely to be immense in process engineering, particularly in assemblers and Tier-1 component manufacturers. Sutton (2000) compares the auto-component supply chains in India and China, based on field surveys. In both these countries, the supply chain has developed very rapidly at the level of car makers and Tier-1 suppliers, with quality levels close to world standards, largely driven by the entry of multinational car makers. But, the Tier-2 suppliers are still not up to the global standards. The domestic content requirements, based on the infant industry argument, have helped the international car makers in enhancing the production capabilities of the domestic players effectively, as shown by increases in auto-component exports from India and China. Of the top ten exporting firms in India and China, five and six are domestic ones, respectively. Enhanced supply-chain capabilities have benefited the domestic auto-makers as well, such as Mahindra and Mahindra in India, who have been able to capture a sizeable market share with their indigenously designed and assembled MUV. Some leading compon ent producers in China and India strategically use highly capital intensive techniques such as robotics, occasionally, despite the low wages, mainly on account of their concerns to achieve high levels of quality. This in combination with employing high-quality workforce even at shop floor is another strategic choice of a few leading firms in India, to promote exports. Many Tier-1 firms follow the standard Japanese work practices to improve quality and minimise costs. Interactions between carmakers and component suppliers have also helped the latter improve quality. Addressing a larger question of the impact of Foreign Direct Investment (FDI) on the domestic industry and economy, Tewari (2000) studies the automotive supply chain of Tamil Nadu, based on field surveys. Studies such as Humphrey (1999) show that entry of global auto majors in India and Brazil have impeded domestic firms, while this study shows evidence for the fact that medium-sized firms, which entered in the mid-1990s in Tamil Nadu have formed networks with smaller domestic suppliers and helped them upgrade their technologies. These medium-sized suppliers require more support from the government, since they play a crucial role in facilitating the development of the domestic auto industry. Joint ventures and technical tie-ups with overseas suppliers have been the strategies that were followed by well-performing auto component manufacturers, long before the global auto majors entered India. These relationships and the entry of foreign OEMs not only promote employment and income, but also diffusion of technologies and knowledge to the entire supply chain, including smaller firms. Veloso and Kumar (2002) provide an overview of the major trends taking place in the global automotive industry, emphasising on the Asian market. Consumer preferences, government regulations and intense competition have been driving the firms towards new technologies, modernisation, research and changes in design and production. Market saturation in Triad regions (the United States, Western Europe and Japan) and rapid emergence of markets in Asia have led to increasing diversity in market needs. As a result, there are many models and segments coming up rapidly. Auto majors have started adopting a global perspective and reorganising their vehicle portfolio around product platforms, modules and systems. They are also minimising the number of suppliers, by opting for bigger ones, based on cost and quality competitiveness, RD capacity and proximity to development centres. Mergers and acquisitions are taking place for consolidation. Suppliers have been taking new roles, as systems integrat ors, global standardiser-systems manufacturers, component specialists and raw material suppliers. These roles are based on their focus, market presence, critical capabilities and types of components and systems. The automobile industry in India had been facing the problem of overcapacity by 2000 and the auto-component sector was not so developed as to be able to deliver products of world-class quality. Chinese tariff and quota policies, coupled with local content regulations protect the auto industry in China immensely. However, the Chinese auto industry suffers from fragmentation, lower quality, lack of technological upgradation and managerial skills. Consolidation and liberalisation that are happening recently in China are expected to promote its auto industry. Auto industries in the ASEAN and Korea have recovered quickly from the Asian crisis of 1998. This report concludes with some aspects that any study on auto sector should focus on, such as evaluation of the capabilities of a uto-component supply chain both large and small suppliers, strategies of OEMs, cost, delivery, dependability, quality, product development, process development, flexibility, facilities/equipment, technology, process, workforce and organisation, logistics and supply chain, research and engineering and interfaces. ACMA (2006) presents the recent trends in the Indian auto industry as a whole and their implications for automotive supply chain in India. The market-oriented growth and growing automobile industry in India have ensured bright prospects for the Indian autocomponent sector, which is vibrant and competitive. Huge future growth potential of the automobile industry and increased access to consumer finance may lead India to a place among the top five automotive economies by 2025. Most of the ACMA members have at least one standards certification. They are embracing world-class modern shop-floor practices. The auto-component sector has been showing high rates of growth ofproduction and exports, with a comprehensive production range, transforming as an attractive OEMs Tier-1 supplier. Many leading OEMs and Tier-1 companies have plans of sourcing from Indian auto-component manufacturers, who are scaling up, establishing partnerships in India and abroad, acquiring foreign companies and establ ishing Greenfield investments overseas. Proficiency in understanding technical drawings, understanding of different global standards, appropriate automation, flexibility in small-batch production and use of Information Technology (IT) for design, development and simulation are some of the growing capabilities among Indian auto-component manufacturers. India is expected to emerge as the next big automotive RD base, given its IT capabilities coupled with automotive domain knowledge and shifting of automotive design centres to India, by global MNCs, as it is a potentially excellent base for prototyping, testing, validating and producing auto-components. Technology and Other Aspects Kathuria (1996) analyses the Commercial Vehicles (CV) industry in India in a detailed manner, dwelling on the concepts of vertical integration and subcontracting, production technology and technological change. After an overview of the global auto industry, Kathuria traces the developments in the Indian auto industry from the 1950s to 1991. To evaluate the competitiveness of Indian commercial vehicles manufacturers in the domestic market, growth trends, structural trends, market shares, profitability, productivity ratios, prices, quality, dealer network and performance are analysed. Macro and micro performance of Indias vehicle exports with major markets and Indian vehicle characteristics have been outlined, along with an analysis of global demand patterns. Domestic resource costs and global comparison of prices, credit and service are the other international trade-related aspects analysed in this study. On vertical integration, the analysis leads to the conclusion that the Indian CV industry needs to learn from the international experience to get into subcontracting and buying-in. Lack of scales and high inventories had impeded the competitiveness of Indian CV firms in the 1980s. RD capabilities and new product ranges were the result of the challenges arising from time-bound indigenisation programme, but still Indian technology frontier remained far below global levels. Further, different firms have followed very different strategies and hence the impacts on their technological capabilities were also very different. However, success of Indian firms despite such a wide range of strategies is partly due to the protection available to them in the domestic market. Kathuria concludes that the Indian auto industry in general and CV industry in particular, have a lot to learn from the global auto industry, in terms of best-practice technology and vertical integration and supplier relationship. The study rightly predicted that the industry would see heightened activity and recommended that the government should ensure that the domestic firms do not lose out because of the unrestricted entry of highly competitive foreign firms. Narayanan (1998) finds that during the 1980s, technology acquisition through imports of technology and in-house RD efforts explains much of differences in competitiveness, as measured by changes in market share, at the firm level, in the Indian automobile industry. Based on an econometric analysis, which considers technology acquisition, skill intensity, component imports, firm size, product differentiation, age and vertical integration as the determinants of competitiveness, Narayanan finds that competitiveness has depended on the ability to build technological advantages, even in an era of capacity licensing. This is facilitated by complementing imported technology with in-house RD efforts. Narayanan (2004) uses two-way fixed effects estimation of the firm growth as a function of variables capturing technology, such as RD expenditure as a proportion of sales, foreign equity participation and import of capital goods. Role of technology depends on the technological regime in which the firm operates. In a licensed regime, firms with foreign equity grow faster because of better access to resources and technology. In a deregulated regime, import of capital goods has been the technology-related variable that triggered growth. In a liberal regime, growth is positively influenced by the intra-firm technology transfer. Narayanan (2006) analyses the determinants of export intensity of Indian automobile firms using a Tobit model, taking the variables discussed in Narayanan (1998) and Narayanan (2004) as the determinants. This study is based on the premises that there is a systematic difference in the characteristics and performance between the firms that export and those which sell in the domestic market, mainly in terms of technology acquisition, which in turn depends on the policy regime. Technology acquisition, firm size, vertical integration, capital intensity, imports of components and policy regime are found to be the main determinants of export competitiveness, by this analysis. SUMMARY OF LITERATURE REVIEW The studies reviewed so far were of a wide range in terms of objectives,