How Knowledge and Learning Survived in the Middle Ages

How Knowledge and Learning Survived in the Middle Ages They began as men alone, solitary ascetics in wattle huts in the desert, living off berries and nuts, contemplating the nature of God, and praying for their own salvation. It wasnt long before others joined them, living nearby for comfort and safety, if not for conviviality. Individuals of wisdom and experience like Saint Anthony taught the way to spiritual harmony to the monks who sat at their feet. Rules were then established by holy men like  Saint Pachomius  and Saint Benedict to govern what had become, in spite of their first intentions, a community. Monasteries, abbeys, priories- all were built to house men or women (or, in the case of double monasteries, both) who sought spiritual peace. For the sake of their souls people came there to live a life of strict religious observance, self-sacrifice, and work that would help their fellow human beings. Towns and sometimes even cities grew up around them, and the brothers or sisters would serve the secular community in a variety of ways- growing grain, making wine, raising sheep- usually remaining separate and apart. Monks and nuns played many roles, but perhaps the most significant and far-reaching role was that of the keepers of knowledge. It was very early in its collective history that the monastery of Western Europe became the repository for manuscripts. Part of the Rule of Saint Benedict charged its followers to read holy writings every day. While knights underwent special education that prepared them for the battlefield and the court, and artisans learned their craft from their masters, the contemplative life of a monk provided the perfect setting in which to learn to read and write, and to acquire and copy manuscripts whenever the opportunity arose. A reverence for books and for the knowledge they contained was not surprising in monastics, who turned their creative energies not only into writing books of their own but into making the manuscripts they created beautiful works of art. Books may have been acquired, but they were not necessarily hoarded. Monasteries could make money charging by the page to copy out manuscripts for sale. A  book of hours  would be made expressly for the layman; one penny per page would be considered a fair price. It was not unknown for a monastery to simply sell part of its library for operating funds. Yet books were prized among the most precious of treasures. Whenever a monastic community would come under attack- usually from raiders like the Danes or Magyars but sometimes from their very own secular rulers- the monks would, if they had time, take what treasures they could carry into hiding in the forest or other remote area until the danger had passed. Always, manuscripts would be among such treasures. Although theology and spirituality dominated a monastics life, by no means were all of the books collected in the library religious. Histories and biographies, epic poetry, science and mathematics- all of them were collected, and studied, in the monastery. One might be more likely to find a bible, hymnals and graduals, a lectionary or a missal; but a secular history was also important to the seeker of knowledge. And thus was the monastery not only a repository of knowledge, but a distributor of it, as well. Until the twelfth century, when Viking raids ceased to be an expected part of everyday life, almost all scholarship took place inside the monastery. Occasionally a high-born lord would learn letters from his mother, but mostly it was the monks who taught the oblates monks-to-be in the tradition of the classics. Using first a stylus on wax and later, when their command of their letters had improved, a quill and ink on parchment, young boys learned grammar, rhetoric and logic. When they had mastered these subjects they moved on to arithmetic, geometry, astronomy and music. Latin was the only language used during instruction. Discipline was strict, but not necessarily severe. Teachers did not always confine themselves to the knowledge taught and retaught for centuries past. There were definite improvements in mathematics and astronomy from several sources, including the occasional Muslim influence. And methods of teaching were not as dry as one might expect: in the tenth century a renowned monastic by the name of Gerbert used practical demonstrations whenever possible, including the creation of a forerunner of the telescope to observe heavenly bodies and the use of an organistrum (a kind of hurdy-gurdy) to teach and practice music. Not all young men were suited to the monastic life, and though at first most were forced into the mold, eventually some of the monasteries maintained a school outside their cloisters for young men not destined for the cloth. As time passed these secular schools grew larger and more common and evolved into universities. Though still supported by the Church, they were no longer part of the monastic world. With the advent of the printing press, monks were no longer needed to transcribe manuscripts. Slowly, monastics relinquished this part of their world, as well, and returned to the purpose for which they had originally congregated: the quest for spiritual peace. But their role as the keepers of knowledge lasted a thousand years, making the Renaissance movements and the birth of the modern age possible. And scholars will forever be in their debt. Sources and Suggested Reading The links below will take you to an online bookstore, where you can find more information about the book to help you get it from your local library. This is provided as a convenience to you; neither Melissa Snell nor About is responsible for any purchases you make through these links. Life in Medieval Times by Marjorie Rowling Sun Dancing: A Medieval  Vision  by Geoffrey Moorhouse The text of this document is copyright  ©1998-2016   Melissa Snell. You may download or print this document for personal or school use, as long as the URL below is included. Permission is   not  granted to reproduce this document on another website. For publication permission,  please   contact  Melissa Snell. The URL for this document is:http://historymedren.about.com/cs/monasticism/a/keepers.htm

Using Chocolate Bars to Teach Fractions

Using Chocolate Bars to Teach Fractions Believe it or not, teaching fractions can be both educational and delicious. Use The Hersheys Milk Chocolate Bar Fractions Book and kids who once crumpled their brows in frustration at the concept of fractions will suddenly salivate at the mere mention of this important math concept. Theyll even get to the props - milk chocolate bars! Not everyone loves math, but surely everyone loves Hersheys Chocolate Bars, which are conveniently divided into 12 equal squares, making them the perfect manipulatives for demonstrating how fractions work. This witty and kid-friendly book walks you through a straightforward lesson that serves as a fantastic introduction to the world of fractions. It starts off explaining the fraction one-twelfth in relation to one rectangle of chocolate and continues all the way up through one whole Hershey bar. To do this lesson, first get a Hershey Bar for each child or each small group of up to four students. Tell them not to break apart or eat the bar until you instruct them to do so. Set the rules upfront by telling the children that if they follow your directions and pay attention, then they will be able to enjoy a chocolate bar (or a fraction of one if they are sharing in groups) when the lesson is over. The book goes on to include addition and subtraction facts and it even throws in a little science for good measure, offering a brief explanation of how milk chocolate is made! Some parts of the book are really funny and clever. Your kids will hardly realize they are learning! But, sure enough, you will see the lightbulbs go on as their eyes sparkle with understanding that they didnt have prior to reading this book. To close the lesson and to give the children a chance to practice their new knowledge, pass out a short worksheet for them to complete before eating the chocolate bar. The kids can work in small groups to answer the questions. Then, if they are splitting a bar, they have to figure out how many rectangles each child should get in order to split it equally. Have fun and rest easy as you know that your kids will really be able to visualize fractions after this delicious lesson. A hands-on lesson with scrumptious manipulatives always helps drive a concept home better than a dry, lifeless blackboard lecture. Keep this in mind as you plan future lessons. Dream up new and creative ways to reach your students. Its certainly worth the extra effort!

How the ASUS Company Can Continue To Be an Industry Leader and a Cash Research Paper

How the ASUS Company Can Continue To Be an Industry Leader and a Cash Cow - Research Paper Example According to the research findings, it can, therefore, be said that the primary strength of ASUS is its strong presence in the market. It could be realized from the fact that it is the world’s number one brand in Asia, US, and Europe. It has outperformed technology giants like Intel, IBS, and Microsoft in many segments. Its strong presence in the market has helped it to aggressively acquire market share compared to many other companies that only have a strong presence in their local markets. The company has the largest market share in MB and motherboard segments selling approximately 22 million pieces in FY09. ASUS is one of the rear technology companies that had made operating profits even though global economy was undergoing a recession. Another Strength of ASUS is its advanced and excellent Research & Development capability, efficient and effective supply chain, and mass production at a competitive production cost. These competitive strategies of ASUS have helped it to beco me a market leader in many products. In 2009, the company came up with first of its kind notebook and motherboard that was compatible with USB 3.0 securing a leading position in the segment. This was a sheer display of Research initiatives of the company. With the use of technologies like e-commerce, the company had created an efficient supply chain which helps it with a seamless flow of information and products among resources. Mass production done by ASUS helps it achieve economies of scale thereby increasing operating profits of the company. Weakness The primary weakness of the company is that it is investing a lot of amounts in restructure activities involving spin-off of certain subsidiaries and disposal of assets. It could be realized from the fact that it spin-off OEM and 2008 and has disposed of several assets since then. In the same year company also recognized impairment charges from such transactions. These activities may be beneficial in the long wrong if executed correc tly but they reduce profit-making capability of the company. The company should concentrate more on the activities involving expansion and research for innovative technologies. Another Weakness of ASUS is its low market share in emerging economies. To be a cash cow for the future every technology company should be in search for opportunities in the emerging markets as they give the advantage of escalated growth compared to developed markets where growth stagnates after a point of time. It should be noted that ASUS has a low presence in emerging economies e.g. India whilst many other companies like Microsoft and IBM are aggressively gaining market share in these countries. To retain market capitalization ASUS needs to expand its operations aggressively to emerging countries. Opportunities Primary opportunity for ASUS is expanding into markets with the help of joint ventures, tie-up, and agreement with other companies.

Managing Intercultural Workforce Case Study Example | Topics and Well Written Essays - 2000 words

Managing Intercultural Workforce - Case Study Example It is an in-flight meals provider for the airline industry companies that operates in 29 countries and employs 22,000 people, making 534,000 meals per day (Profile: Gate Gourmet, 2005, n/p). However, in August- September 2005 Gate Gourmet managed to get into the headings of almost every major business newspaper or magazine. The company has become a widely-cited example of airline industry outsourcing after some of the British Airlines employees joined the Gate Gourmet's workers for strike. In this paper I will assess the actions of Gate Gourmet management prior to and during the time of the strike and negotiations with regard to aspects of communication, decision-making, organizational culture and inter-organisational politics. Effective communication is of high importance to every organisation in every industry. Nevertheless, for the going through the hard times of restructuring and strategy rethinking airline industry companies it is a factor of extreme importance. ... According to the theory of equity which provides a simple framework for understanding how people decide whether they are being treated fairly in their relationships the distributive, procedural, and interactive dimensions of justice are distinguished between Perceptions of people that constitute base for the judgments about equity differ significantly, especially in the multicultural workforce environment like one at Gate Gourmet. If Gate Gourmet's management had properly addressed the notions of the distributive, procedural, and interactive justice, it would have lessen or prevent the escalation conflict that developed. Workers of Gate Gourmet, and British Airways employees that later joined them, went on strike not only because they perceived the job cuts to be unjust outcomes (distributive justice was not in place), but also because the procedures used and communication were not regarded as adequate for the situation. The latter aspect is addressed in the organizational behaviour theory as procedural and interactional justice. It focuses not on the final outcomes, but rather on the means deployed to get them. If the methods and procedures used to arrive at and implement decisions that affect the employee negatively are seen as fair, the reaction is likely to be much more positive than otherwise (Wagner & Hollenbeck, 2005, p. 235). To minimise the accumulating tension and anger among the employees and referent groups the Gate Gourmet management should have focused on procedures used. Emphasis on their consistency across time and other people, bias suppression, accuracy, correctability, ethicality and representativeness would be extremely important. Moreover, the

Cote dIvoire (Ivory Coast) - Country with High Mortality Assignment

Cote dIvoire (Ivory Coast) - Country with High Mortality - Assignment Example Cote d’Ivoire is one of the countries with high mortality rates in the world because of factors, such as malaria, diarrheal diseases, high illiteracy rates and poor health care system among others. As such, the country has a poor health statistics that needs to be addressed to achieve the needs and requirements of a healthy population. The paper aims at discussing why the Republic of CÃ ´te d’Ivoire is rated, according to 2010 statistical estimates, among the countries with the high mortality. This will be through an in-depth analysis of causal factors, affected populations, most impacted ages and group categories as well as socio-economic, political and environmental factors. Provision of requisite countermeasures will be proposed, with the paper drawing a conclusive analysis of the physical and mental health and well-being of the nation. According to UNICEF (2013), the per capita status of the nation is ranked at ‘lower middle’ with a majority percentage of the population being urban dwellers. Statistically, the population portion of the young is placed at an approximate 65% with those aged between the ages of 30 and 70 years comprising an approximated 30%. As of 2007, the percentage population growth rate was at 2.4% with life expectancy rates being placed at 48 years. In terms of national total fertility rates (per woman), it is approximated at (4.5 children per woman), which is relatively low as compared to its neighboring states. The nation’s HIV prevalence rate is placed at 3.9 %, which is relatively better than the average rate of the African continent (UNICEF, 2013). In terms of infant (

PESTEL analysis of the Chinese and German flooring industries

PESTEL analysis of the Chinese and German flooring industries Since 1979, China adopted an export-manufacturing strategy successfully following with Japan, Korea and Hong Kong. The Golden Bridge Co., Ltd is one of the beneficiaries. It was founded in 2007 with flooring as its main products. The product is of high quality by utilizing advanced technology and equipments imported from Germany and Italy. The glue and lacquer materials for production are also imported. In current stage, Golden Bridge has a total capital of 800 million RMB and exported to 35 foreign markets including the U.S., Canada, Japan and Germany. In order to help it to expand the business, our consultancy company attempt to analyze the China business environment and seek a foreign market to relocate the manufacturing of this company with proper entering and competing strategies. This essay first illustrates the business environment of flooring industry in China and German with PESTEL analysis. Then it evaluates the threats in Germany market by following Porters five-force mode l. Later a recommendation would be given on how to properly enter into the targeted country. PESTEL analysis of china market: The PESTEL analysis is used to assess the macro environment and identify the challenges Golden Bridge faced with in china market in order to make an appropriate suggestion. Political: The Chinese political system characterized as one-party communist dictatorship makes a great contribution to national stability, enabling the economy keep dynamic and sustainable. Nevertheless, when the economic system was deregulated from the command economy to market economy since 1978, the power of economic management was increasingly decentralized, raising the issue of uncoordinated development of regional economy. Currently, though the central government has made effort to alleviate the gap among different areas in terms of developing standards, provinces tend to give a priority to local profits rather than considering the integrated advancement of the whole country. Local protectionism exerts detrimental influences upon market expansion of Golden Bridge Company in nationwide and deters the establishment of a comprehensive distribution channel. Economical: China is valued as one of the most vibrant countries in terms of economic development among the world. The reform opening up in 1978 accelerated Chinas GDP growth from 362.4 billion RMB to 30 trillion RMB within a 30-year period. Moreover, in 2010, China has been the second largest economy instead of Japan whilst the value of export accounted for 10% of world. Based on these statistics, judgment can be made that manufactures in China including flooring industry may keep an optimistic attitude to their future prospects in some extent. Nonetheless, Chinese economy may suffer unpredictable circumstance in the future. Labor resource is one double-edge sword. Once being an advantage of China, abundant labor resource and economical labor price make a great contribution to progress of those labor-intensive manufacturing industries. This is also the primary reason that China flooring industry is quite profitable though China is a net importer of timber. However, as cited by AME info (2005) there is a growth in the minimum wage standard, labor may not be regard as a perpetual advantage of China if this trend continues. In Addition, appreciation of CNY since 2005 against USD may imperil the export of Golden Bridge Company (Goldstein, M. and Lardy, N., 2006). Social: It is claimed by Su and Littlefied (2001) that China is an extremely high-context country where people prefer to receive implied messages. For establishing a business in China, strong private-relationships with different stakeholders is the key to success. However, this is extremely time-consuming while the maintenance is also expensive. Potential conflicts in interest may easily erode it. Besides the relationship, corruption is another issue in China. According to the Corruption Perceptions Index, China was positioned 72nd among all 179 countries in 2008. However, damages caused by corruption may be far more hazardous than anticipated, particularly to the economic development. Corruption has been treated as a vital barrier for operating in Chinese market due to enormous back-stage expenditures as well as resulted injustice. For Golden Bridge to gain more import quotas and pay less tariff, costs may be made up of not only normal ingredients such as transporting, but also implied expense for smoothing the network. Technological: China wood flooring industry is experiencing a relatively laggard technological standard in its initial stage of development. According to Cheng and Song (2006), the level of timber utilization was 61% in 2004 with a considerable disparity with developed countries (nearly 90%). Additionally, imbalanced technological support aggravates the long-term conflicts between wood supply and demand in Chinese domestic market. In 2004, though the total domestic timber supply is 273.6 million cubic meters and exceeded the total consumption of 241.5 million cubic meters, scarcity of raw material still existed in some parts of timber manufacturing industry. Environment Legal: Chinese government proposed the Natural Forest Protection Program (NFPP) nationwide in 1998 to limit exploitation of natural forest resources. The legislation made the supply of domestic natural timber restricted. Between 1997 and 2003, natural timbers supply decreased from 32.05 million cubic meters to 12.145 million cubic meters (Cheng and Song, 2005), which was extremely insufficient to satisfy demands of the highly prosperous timber industry in China. Timer manufacturing companies in China have to depend on importing. Statistics shows that in 1997 the quantity of imported timber only occupied 23.56% of total wood consumption, while the number soared to 53.78% in 2004. The expenditure of imported timber was $33.96 higher per cubic meter compared with the price in 2007, which increased the material coast of Golden Bridge Company. PESTEL analysis of German market: Since this essay has analyzed the macro environment of the china flooring market, further looking at the political, economic, social and technological factors of the German can help advance and strength the logic of the whole assessment. Political factors: Germany is a home of secure, legal and rewarding investment. The World Economic Forum has rewarded its legal system as the most efficient and this fact has also gained international recognition. Flooring coverings are categorized according to German and EU laws and building products should be subject to the EU construction products directive and the German construction products law. The directive and law are mainly focused on environmental, health-related, material and usability sectors and most people agree that by considering the environmental restrictions, the EU can be the strictest market. Moreover, with the transnational economic environment, it is predicted by experts that the approval criteria for flooring is likely to decrease and there seems to be a limited permission of eco-labels for flooring products. Further, comprehensive incentives  are provided to both home and oversea investors by German government, individual federal states and the EU. Economic factors Germany is the largest economy in Europe and in general German is export-oriented. Since 2003, German has been the largest exporter machinery, vehicles, chemicals and household equipment, with an annual export increase of 8%. However, factors that may prevent Golden Bridge from entering into and developing itself in Germany also exist. They can be excessive dependence on euro currency, tight credit markets and an increasing rate of unemployment. Stimulus and stabilization efforts initiated in 2008 and 2009 and tax cuts introduced in Chancellor Angela MERKELs second term will increase Germanys record budget deficit, which is expected to exceed 5% of GDP in 2010. The EU required Germany to get its consolidated budget deficit below 3% of GDP until 2013. A new constitutional amendment likewise limits the federal government to structural deficits of no more than 0.35% of GDP per annum as of 2016. Technology factors: Germany is claimed to be the leading nation in high-tech development and receives high turnover accordingly. In 2007, the high-tech products exported by Germany accounted to a value of RUR 114 billion, ranked first in Europe and third worldwide. More than 27% turnover of German manufacturing factory is generated from high-tech products, compared to a European average of 19%. Social factors: Social factors also need consideration. Hofstedes analysis of Germany shows the emphasis on individualism, masculinity and uncertainty avoidance. Power distance and long-term orientation are both ranked considerably lower than the others. Germany believes in equality and equal opportunity, as well as its ability to change and adapt rapidly. Another arising issue is the social awareness of pollution, which leads Germany to use more environmental-friendly materials. Abstract for the use of five-force model: After analyzing the macro-environment of both countries, it is reasonable and necessary to apply Michel Porters five-force model in order to provide a thoroughly understanding of the German flooring market before the Golden Bridge company entering into it. According to this model, the competitiveness of an industry is influenced by such five forces and their collective strength and thus determines the ultimate profit potential of this targeting industry. These five forces covered in the analysis are competitive rivalry, supplier power, buyer power, the threat of substitution and the threat of potential new entry. However, the five-forces framework is not a set of principals per se, instead is a tool for systematically use these principals to assess the current status and likely evolution of an industry. Competitive Rivalry: The internal competitive rivalry in German flooring market seems high. There are three main reasons. First, the switching cost is low because flooring products are homogenous with little product differentiation. Another reason is that the German flooring market is saturated with a relatively low growth rate. The flooring production in 2008 suffered a 15.1% decline while the total consumption slumped for about 12.19% (FEP, 2008). Also the number of competitive companies in German flooring market and the intensity of rivalry also determine the high threats of rivalry. There are a large number of companies competing in the German flooring market and these companies are divided into three categories, they are Small and Medium Sized Enterprises (SMEs), Domestic Leading Manufacturers (DLMs) and Niche Market Brands (NMBs). First of all, SMEs has the largest number in the German flooring market (Roadmap, 2010). These SMEs are often manufacturers provide low-grade flooring with low price. Their marketing strategy is just reverse to Golden Bridges. Thus Golden Bridge is suggested to treat them in an abstemious way. However, there are also a few numbers of large flooring manufacturers who operating on European and/or global base. It is suggested by German Timber (2007) that few DLMs account for the majority of the total market share. These companies usually possess strong competencies, highly recognized reputation and well-established brand image. One main rivalry is the Krono Group, who is one of the world leading producers of high-quality flooring. Founded in 1897, it has accumulated years of experience and extensive knowledge know-how. It delivers products to 80 countries worldwide while has its own production-base in 18 countries. In 2004, its production capability of flooring reached 310 million à £Ã … ½Ã‚ ¡, took up about 1/3 of the world market share with total sales revenue of 24 billion RMB. It also has an annual RD investment of 15billion RMB with over 200 scientists doing research in Krono International Laboratory. In addition, there are Niche Market Brands (NMBs) with several well-known brands like Espirt and Kaindl, holding part of the flooring market (FEP, 2007). These companies merely provide certain kinds of flooring to meet the special needs of a group of customers. Furthermore, in order to gaining competitive strength, the NMBs together with some foreign brands such as Balterio from Belgian and Vito from Austria have formed a conglomerate named Beamy International, a commercial platform allowing them to compete on both domestic and global markets (FEP, 2008). As the competition is fierce in German flooring market, Golden Bridge is suggested to adopt a niche strategy and doing effective promotion after entering the market. To explain, the original German wood flooring manufacturers already gains economy of scales and undeniably enjoy a cost advantage. Advanced distribution channel comparing with those new entrants also allows them first mover advantages. Cost disadvantage and lacking reliable cooperators are main barriers for Golden Bridge to survive in German market. Insufficient in capital determines that an aggressive expansion strategy is also irrational. However, one advantage Golden Bridge occupies is that it has been doing export business within German importers for couple of years and its products did have certain reputation in this highly competitive market. By offering additional value, Golden Bridge can efficiently differentiate itself among the rivals with a brand image of reliability, valuable, and symbol of statuses. This may help obtain sustainable brand loyalty among German customers. Threat of Substitutes: The threat of substitution refers to the extent to which different products used in place of a companys products or offered by other industrials. Flooring is not restricted on only wood but other materials such as textile and stone/ceramics are also widely used. For instance, in German market in 2008, textile took the largest raw material market share (i.e. about 37.4%) for making flooring. This is followed by stone/ceramics of 28.6%. Comparably, the laminate only had a market share of 13.9%, ranked in the third place. In terms of switching cost, the result can be distinct regarding to different objects of study. To individual consumers, there is almost no switching cost exists because choose one kind of material instead of another is just a matter of personal taste. However, this can be criticized in depth for the reasons that wood-made flooring has its own characteristics and functions that other materials may not have. To some extent and to specific customer groups, for instance, those who have fixed-decoration style, the switching cost can be relatively high. However, to large wholesalers (e.g. Beamy International) who previously dedicated in wood-made flooring, the switching cost would be extremely high, as they may lose the stable distribution channels with their current wholesalers or retailers, and also the price advantage provided by the long-term cooperative producers. This means the substitution threat is less considerable because their past investment in developing stable distribution channels with retailers and producers offers them an advantage in current market and this may make them unwilling to undertake risks of operating and competing in a new and highly competitive market. Summing up the above, it is the end-user customers that Golden Bridge should pay close attention to. First of all, it is advised that a regular customer survey to be conducted to make a comprehension of customers preferences and what they really appreciate. The company should also emphasize the exclusiveness and unique utilities of their products, making it cost more for the customers to switching to other substitutes. In the meantime, though as mentioned the future trend seems favor wood flooring industry, Golden Bridge should cause enough value that the technology development is always indeterminate. Thus in order to avoid sudden shock of new technologies that brings in comparable substitutes, Golden Bridge should invest continuously in Research and Development to keep pace with the times. Threat of New Entrants: Threat of new entrants is moderate. As put by European Commission (2001), the main barriers to enter German market include certification approval and the quality standards and label, while the incentive to enter German market depends mainly on its impeccable infrastructure system. The extensive unified intensification, which has been mentioned before in PEST Analysis of German, increase the starting investment of new entry, accordingly has negative effect on new entrants to the market. There are totally fourteen member countries of European Federation of the Parquet Industry (FEP). Under the Single European Market policy, twelve of them have reached an agreement on moving goods, service and capital freely internally, giving companies in these markets strong mobility. To put it simpler, a flooring company located in Germany for example, can either choose to develop domestically or entre into either of the other 11 member countries of EFP, in support of the unified system. Once entering into the consolidated FEP, the new members deserve this privilege with little hindrance, however, the legal entry requirement, especially for flooring companies compliance with environmental protection, is said to be quite strict in European Market, which is especially true in Ge rmany. Thus it can be expected that in order to harmonize to European standards, a large quality of funds will be needed to invest in order to fulfilling the standards ranging from environmental protection to individual healthcare. What is more, the sophisticated infrastructures that Germany possesses nationwide make the market considerably attractive to those adventurous entrepreneurs. As known to all, Germany lays in the center of the Western Europe, with large-scale transportation centers such as International airport in Frankfurt and seaport in Hamburg (ELA, 2010). Centering in a fast and efficient logistic network covering almost all the main markets in Europe, flooring companies in Germany can procure raw materials namely timber on a global scale, and reach the external markets with relatively lower transportation costs. Therefore the threats of new entrants would be moderate in German flooring market. For Golden Bridge, the corporate should create a marketing and brand image and keep customers loyalty, tie up to both suppliers and distributors. More important, it should sign a patent to protect the intellectual property of their high-tech products. Buyer Power: Buyer power, which is determined by the individual customers ability in negotiating purchase prices with suppliers, is at an intermediate level in German market basing on four crucial reasons. Firstly, according to the previous analysis, competition in the wood flooring manufacturing is largely intensified by a large amount of incumbents. Hence, purchasers are more unrestricted in choosing their suppliers with considering competitive advantages of products, and price may be a decisive factor for some customers. However, it is important to note that Wholesalers have more bargaining power than individuals. Being the large-volume buyers, they are not only main customers where companies earn profits from, but also controllers of dominant distribution channels. By stark contrast, individual customers with smaller purchase volume may be positioned less vitally in suppliers minds. Secondly, the buyer power is attenuated by the availability of substitutes of wood flooring in German market. E xcept for this category of flooring, more choices are supplied on the market. Despite competition reinforces customers bargaining power, the phenomena of demand surplus in German wood flooring alleviates this circumstance. According to the research of European Federation of the Parquet Industry (FEP), the consumption of German wood flooring is about 17.88 million square meters, while the production of German wood flooring is only about 11.04 million square meters (Slides Stats 2008). In additionally, German culture also plays a significant role in lessening customers bargaining power. The spirit of the nation, such prudence and fixation lead to a fairly strict standardization in both work and life. Germans are used to calculating a precise price based on all dimensions. Hence, they dislike dealing with situations out of their planning, enabling bargaining become very difficult. Ten percentage cut in price is the biggest range they will agree in they dealing with foreign buyers. (LeMont Schmidt, 2001). Supplier Power: Supplier Power refers the power of suppliers to drive up the prices of raw materials, supplies, equipment or inputs. Your company purchases the glue, paint and equipment, and employs labors from Germany and imports the wood from Russia. There are some crucial factors performing low supplier power of your company. Firstly, German is not used to bargaining, which is mentioned in Buyer power. Hence, it is meaningless for German suppliers to drive up the price of material and equipment. Negotiating power is weak in Russia as well. Although the nation is one of the largest wood producers, there are a large number of wood suppliers ¼Ã…’which provide a strongly competitive circumstance in Russia. Admittedly wood is a kind of nature product so that customers are sensitive to the price of wood. Because of high standard of transparency, the switching cost is low in Russia. On the other hand, many substitutes with lower expenditures are becoming increasingly prevalent such as marble, carpet, plastic flooring. High standard of substitutes threat can restrict the suppliers to drive up the price and reduce the power of suppliers. However, high labor cost strengthens the supplier power. The German labor cost is one of the highest in world. According to Common Protocol of Salary, Labor wage need be determined by the negotiation between wood flooring industry and backwards industry (Fact about Germany, 1996). Therefore, the security of labor force is quite completed. Unions are powerful to argue with unfair wage or welfare. For example, Michael Sommer, the head of the trade union federation(DGB) , claimed that is necessary to increase labors wage with the upturn of economy in 2010( Guardian ¼Ã…’2010). Supplier power and buyer power, which exert a moderate threat on Golden Bridges development in German, can be alleviated through several ways. From one aspect, to limit bargaining power of large-volume wholesalers, the company should give priority to building up a distribution network itself by developing new franchisers rather than depending on the primary channels of wholesalers. In terms of individual customers as well as challenges from substitutes, enhancing the products benefits would be the most efficient way to reduce their bargaining desire as most of affluent people value quality more important than price. From the other aspects, labor relationship, the most considerable barrier in lessening German supplier power, should be harmonized through affording sufficient welfare to employees, as well as building a relative democratic organizational culture by the company. Moreover, it is supposed that importing a few skilled workers from China would benefit the company not only by more economical labor cost, but also reducing the significant dependence on the German labor market. Limitation of the 5-forces: Porters five-force model is not perfect but based on the assumption that from the view of any one firm, all the other firms no matter whether they are supplier, competitor or buyer are threats to the profitability. However, according to Brandenberger and Nalebuffs value net theory, interactions among firms can sometimes enhance profits. Thus critics raised and attentions on cooperation are much more paid. The cooperation between the Golden Bridge Company and other foreign flooring companies will be analyzed and evaluated in the later recommendation part. Recommendation By illustrating the German macroeconomic environment and its circumstance of flooring industry, it is thought that the most recommended strategy for Golden Bridge is to build a joint venture with one or several German covering floor manufacturing enterprises, whilst maintaining the manufacturing section and primary market system in China. Joint venture can be explained as a collaborative formation among companies that each party invests parts capabilities to constitute a new enterprise, thereafter determining the distribution of ownership according to corresponding contributions. Nevertheless, two preconditions should be taken into consideration before making an alliance with German incumbents. Firstly, as a dominant barrier in Chinese market, capital insufficiency would also limit the investment ability of Golden Bridge in German to a large extent. Consequently, small-to-medium incumbents are more desirable as cooperators rather than large-scale companies in terms of ensuring a rela tively high proportion of ownership of Golden Bridge in the new joint venture. Moreover, it is imperative to illustrate compatibility of potential partners based on a number of philosophic criteria, including similar experience, common principles and agreed future target as well (Kanter, 1994). Where extremely intensive competition takes place, German market would tend to pose more threats than opportunities on the Golden Bridge if the company attempts to entirely entry the market alone. In comparison, cooperating and aligning with local companies would be a much safer and efficient measure from two aspects. First, by giving joint ventures preferential treatment, the Golden Bridge gains a good opportunity to penetrate the German market in a relatively short period with minimum risks as the company is unnecessary to expose abundant long-term investments to gain market shares in German wood flooring industry. Instead, it can utilize those important strategic assets of local cooperators such as complete distribution channels, customer relationships and brand loyalty. Moreover, Golden Bridge is still deficient at technology and management comparing with the local German companies. Through setting up a joint venture, advanced technology and managerial know-how can be more easily accessible by Golden Bridge, which is beneficial to its development in China market as well. Nevertheless, possible issues relating to joint venture cannot be neglected by the Golden Bridge. First, operational dissimilarities caused by political and economic divergence between China and German may be a vital problem for Golden Bridge. For instance, blind spots in law or financial systems will damage the corporate profits at initial stage. Additionally, cultural and managerial difference may be difficult to consolidate as different authority, reporting and decision-making patterns (Kanter, 1994), therefore leading to possible mistrust and misunderstanding between Golden Bridge and its partners. It has been widely recognized that German managers are prudent and rigid in dealing with regulations and rarely consider the influences of the network relationship, which is fairly distinct from Chinese managers conceptions. Conclusion: In conclusion, according to the PESTEL analysis, there are a number of challenges in China. These challenges can be the unbalanced market condition in china because of local protectionism and insufficient infrastructures, under-developed technology and managerial skill led to the low efficiency of timber industry in China, Natural Forest Protection Program limits the domestic nature timbers supply as well as the increasing labor cost in flooring industry due to Chinas economy prosperous. The complexity of interrelationship of different parties involved in the business environment also cannot be neglected. The PESTEL analysis of German market was further conducted to make the assessment more comprehensive. Later the consultants use five-force model to assess threat of entering the German flooring market. For instance, the competitive rivalry and threat of entry in German flooring market is extremely high. In terms of threat of substitution, it is much more complex. The supplier power and buyer power are both at an intermediate level. However, Porters model is criticized for lacking of corporation with other market players. Thus, a recommendation is made by our consultancy company for Golden Bridge to organize a joint venture and thus with other reliable and competitive companies for instance, the Beamy International. Facts about Germany. (1996). Frankfurt am Main: Società ¤ts Verlag. LeMont Schmidt, P. (2001). Die amerikanische und die deutsche Wirtschaftskultur im Vergleich: Ein Praxisbuch fà ¼r Manager. Gà ¶ttingen: Hainholz Verlag. Guardian (2010) German steel workers demand 6% wage increase http://www.guardian.co.uk/world/2010/sep/14/germany-angela-merkel http://www.roadmap2010.eu/wisd/pdfs/68-81.pdf http://ecotec-energiesparhaus.de/Daten/Holztechnik-Forest-and-wood-industries-in%20Germany%20at-a-glance.pdf http://www.tarkett.com/group/en/company/Tarkett-at-a-glance http://www.homeinstitute.com/types-of-flooring.htm http://news.frbiz.com/parquet_floor_once_again_leading-440481.html http://eur-lex.europa.eu/LexUriServ/LexUriServ.do?uri=CELEX:32004D0275:EN:NOT

Against the Death Penalty Essay -- Capital Punishment Human Rights Pap

The Death Penalty Human rights are fundamental rights which every human being is entitled to just because they are human. The death penalty is the ultimate, irreversible denial of human rights. It is the cold blooded killing of a human being in the name of ‘justice’. In 1948, the United Nations adopted the Universal Declaration of Human Rights; in Articles 3 and 5 it states that â€Å"no one shall be subjected to cruel or degrading punishment and everyone has the right to life and liberty†. The death penalty violates both of these fundamental rights. The United Nations Rights Commission (UNHRC) has passed a resolution calling for all nations that continue executions, to restrict the number of offenses for which the death penalty may be imposed and to suspend executions with a view towards abolishing the death penalty. While most nations have abolished the death penalty in law or practice, the US is one of few industrialized countries in the world which continues to execute criminals. The US accounts for the highest number of executions; 65 people were executed in 2003, bringing a total of 885 prisoners put to death since the US Supreme Court lifted a moratorium on executions in 1976. In the US, the death penalty is often promoted as a way to deter violence and make society safer. Yet, states with the death penalty have consistently had a much higher rate than those without the death penalty. Those who promote abolition of capital punishment often point to the homicide rate as evidence that the death penalty is ineffective. Those who support the death penalty often point out that the death penalty is badly needed in their sta... ...olations and hold abusers accountable. They challenge governments and those who hold power to end abusive practices and respect international human rights law. Conclusion: The death penalty legitimizes an irreversible act of violence by the state, in which many victims are later found innocent. In my opinion, killing a murderer does not bring his victims back to life; it achieves nothing but the death of another person. It only serves to create more victims and continues the cycle of violence. No ones life should be placed under another person’s authority nor should anyone have the power to determine whether a person shall die. The US should be protecting their citizens and have other alternative measures, such as life imprisonment; to ensure that international laws and human rights are not being violated.