Market Foreign Management

Market Foreign Management Market Foreign Management 1.0 INTRODUCTION The different types of entry modes, to penetrate a foreign market, arise due to globalisation. The latter has drastically changed the way business conduct at international level. Owing to advances in transportation, technology and communications, nowadays practically every business of any size can supply or distribute goods, services, or intellectual property. However, when companies deal with international markets, it is complicated as the companies must be prepared to surmount differences in currency issues, language problems, cultural norms, and legal and regulatory regimes. Only the largest companies have the capital and knowledge to overcome these complications on their own. Many other businesses simply do not have the means to efficiently and affordably deal with all those variables in foreign jurisdictions, without a partner in the host country. Foreign market entry mode has been defined by Root (1987) as â€Å"an institutional arrangement that makes possible the entry of a company’s products, technology, human skills, management, or other resources into a foreign country†. There are a broad variety of different entry modes that can generally be categorised into export entry modes, contractual entry modes and investment entry modes. A distinction is also made between equity based and non-equity based foreign market entry modes. Entry modes vary considerably in terms of not only cost incurred by firms but also benefits and disadvantages provided to firms. In chapter 1, the study will be introduced and where definition of Modes of Entry will be given. In chapter 2 the Literature Review, the factors affecting the choice of entry will be explained. Furthermore there will be the description to each type of foreign entry mode and its theoretical advantages and disadvantages. Then in chapter 3 will proceed with the analytical and findings in each entry modes will be illustrated through a real case study. The recent case of firm going abroad will not be taken in the analysis with the purpose of getting enough information to evaluate each entry modes undertake in the case study namely Mc Donald’s Franchising entry mode, Toyota joint venture in United State, Nokia Greenfield investment in Hungary, and Nike Export entry mode. In Chapter 4, there will conclusion and recommendation of this study. 2.0 LITERATURE REVIEW 2.1 Choice of entry mode Firms all over the world are internationalizing in highly increasing speed, and thus the selection of a proper entry mode in a foreign market may have significant and far reaching consequences on a firm’s success and survival. In the selections of a suitable entry method, firms are significantly influenced by situational factors and key dimensions. The influencing factors include various factors such as country risk, socio-cultural distance, firm specific factors, government regulations, and international experience. The key dimensions differentiating market entry modes are the varying levels of management control, barriers to entry, commercial and political risks, equity investment, rapidity, level of resources commitment to the foreign market, and flexibility that each mode posses and also the evaluation of competitors’ entry methods. Driscoll analyzed the characteristics of export, contractual and investment entry modes through the five aspects namely control; dissemination risk; resource commitment; flexibility and ownership. Driscoll explained each of the characteristics as follows : Control refers to that extent of a firm in governs the production process, co-ordinate activities, logistical and marketing and so on. Dissemination risk refers to the extent to which a firm’s know-how will be expropriated by a contractual partner. Resource commitment refers to the financial, physical and human resources that firms commit to a host market. Flexibility assesses that whether a firm can change the entry modes quickly and with low cost in the face of evolving circumstances. Ownership refers to the extent of a firm’s equity participation in an entry mode. In Erramilli Rao (1993), it is suggested that to conceptualize a firm’s desired level of different mode characteristics without considering its actual entry mode used, the efficacy of mode choice models would be improved. Based on this advice, Driscoll (1995) introduced a dynamic mode choice framework as shown in table 2 above. He believes that â€Å"a diverse range of situational influences that could bear on a firm’s desire for certain characteristic of mode choice†. Some factors would influence a firm to choose a desired entry mode. He also considers the gap between desired model and actual one and takes alternative mode characteristics into account when a firm chooses foreign market entry mode. Driscoll’s study emphasises that there is no optimal foreign market entry modes under all conditions. Therefore, a firm cannot just consider an institutionalizing mode; it needs to consider the characteristics of modes, the firm factors, environmental factors a nd other factors when it chooses entry mode. 2.2 Descriptions of the different modes of Foreign market entry 2.2.1. Export Entry Modes Export mode is the most common strategy to use when entering international markets. Exporting is the shipment of products, manufactured in the domestic market or a third country, across national borders to fulfill foreign orders. Shipments may go directly to the end user, to a distributor or to a wholesaler. Exporting is mainly used in initial entry and gradually evolves towards foreign-based operations. Export entry modes are different from contractual entry modes and investment entry modes in a way that they are directly related to manufacturing. Export can be divided into direct and indirect export depending on the number and type of intermediaries. 2.2.1.1 Direct exporting (sell to buyers) Direct exporting means that the firm has its own department of export which sells the products via an intermediary in the foreign economy namely direct agent and direct distributor. This way of exporting provides more control over the international operations than indirect exporting. Hence, this alternative often increases the sales potential and also the profit. There is as well a higher risk involved and more financial and human investments are needed. There are differences between distributors and agents. The basis of an agent’s selling is commissions, while the distributors’ income is a margin between the prices the distributor buys the product for and the final price to the wholesalers or retailers. In contrast to agents the distributors usually maintain the product range. The agents also do not position the products, and do not hold payments while the distributors do both and as well as provide customers with after sales services. Using agents or distributors to introduce the products to a foreign market will have the advantages that they have knowledge about the market, customs, and have established business contacts. Advantages of Direct Export: Access to the local market experience and contacts to potential customers. Shorter distribution chain( compared to indirect exporting) More control over marketing mix ( especially with agents) Local selling support and services available Disadvantages of Direct Export: Little control over market price because of tariffs and lack of distribution control ( especially with distributors) Some investment in sales organisation required (contact from home base with distributor or agents) Cultural difference, providing communications problems and information filtering ( transaction cost occur) Possible trade restrictions 2.2.1.2. Indirect exporting (sell to intermediaries) Indirect exporting is when the exporting manufactures are using independent organisations that are located in the foreign country. The sale in indirect exporting is like a domestic sale, and the company is not really involved in the global marketing, since the foreign company itself takes the products abroad. Indirect export is often the fastest way for a company to get its products into a foreign market since customer relationships and marketing systems are already established. Through indirect export, it is the third party who will handle the whole transactions. This approach for exporting is useful for companies with limited international expansion objectives and if the sales are primarily viewed as a way of disposing remaining production, or as marginal. The types of indirect export are as follows: Export management companies Export trading companies Export broker agents Advantages of Indirect export: Limited resources and investment required High degree of market diversification is possible as the company utilize the internationalization of an experienced exporter. Minimal risk ( market and political) NO export experience required Disadvantages of Indirect export: No control over marketing mix elements other than product An additional domestic member in the distribution chain may add costs, leaving smaller profit to producer Lack of contact with market ( no market knowledge acquired) Limited product experience( based on commercial selling) 2.2.2 Contractual Entry Modes Contractual entry modes are long term non-equity alliance between the company that wants to internalise and the company in target country for entry mode. There are many types of contractual entry mode namely technical agreements, Service contracts, managements, contract manufacture, Co-production agreements and others. The most use contractual entry modes are Licensing, Franchising and Turnkey projects which is going to be explained below. 2.2.2.1 Licensing Licensing concerns a product rights or the method of production marketing the product rights. These rights are usually protected by a patent or some other intellectual right. Licensing is when the exporter, the licensor, sells the right to manufacture or sell its products or services, on a certain market area, to the foreign party (the licensee). Based on the agreement, the exporter receives a onetime fee, a royalty or both. The royalty can vary, often between 0.125 and 15 per cent of the sales revenue. In other words in a licensing agreement, the licensor offers propriety assets to the licensee. The latter is in the foreign market and has to pay royalty fees or made a lump sum payment to the licensor for assets like e.g. trademark, technology, patents and know-how. Licensing agreement’s content is usually quite complex, wide and periodic. Other than the intellectual property rights, the licensing contract might also include turning-in unprotected know-how. In this licensing contract, the licensor is committed to give all the information to the licensee about the operation. There are many types of licensing arrangements. In a licensing arrangement, the core is patents and know-how, which can be completed by trademarks, models, copyrights and marketing and management’s know-how. Licensing contract is divided into three main types of licensing: Product licensing, the idea of licensing is to agree on usage, manufacturing or marketing right of the whole product, a partial product, a component or a product improvement, Method licensing, the method licensing agreement turns in the right to use a certain manufacturing method or a part of it and also possibly the right to use model protection. Representation licensing agreement is usually done within two companies that are concentrated on project deliveries, in this case the contract will relate to for example projecting systems, sharing manufacturing and marketing procedures. Advantages of licensing: The ability to enter several foreign markets simultaneously by using several licensees or one licensee with access to a regional market, for example the European Union. Enter market with high trade barriers. It is a non-equity mode, therefore licensor make profit quickly without big investments. The firm does not have to bear the development costs and risks associated with opening a foreign market. Licensing also saves marketing and distribution costs, which are left for the licensee. Licensing also enables the licensor to get insight of licensee’s market knowledge, business relations and cost advantages. The licensor decreases the exposure to economic and political instabilities in the foreign country. Can be used by inexperienced companies in international business Avoid the cost to customer of shipping large bulky products to foreign markets Disadvantages of licensing: There is a risk that the licensee may become a competitor once the term of the agreement concludes, by using the licensor’s technology and taking their customers. Not every company can use this entry model unless in possess certain type of intellectual property right or the name of the company is of enough interest to the other party. The licensor’s income from royalties is not as much as would be gained when manufacturing and marketing the product themselves. There is another risk that the licensee will underreport sales in order to lower the royalty payment 2.2.2.2 FRANCHISING Franchising is a form of licensing, which is most often used as market entry modes for services such as fast foods, business to-consumer services and business-to-business services. Franchising is somewhat like licensing where the franchiser gives the franchisee right to use trademarks, know-how and trade name for royalty. Franchising does not only cover products (like licensing) but it usually contains the entire business operation including products, suppliers, technological know-how, and even the look of the business The normal time for a franchisee agreement is 10 years and the arrangement may or may not include operation manuals, marketing plan and training and quality monitoring. The idea of the franchising chain is that all parties use a uniform model in order to make the customer of a franchising chain may feel that he is dealing with franchisor’s company itself. In fact, regarding to the law, the customer is dealing with independents companies that have even have different owners. Franchising agreement usually includes training and offers management services, as the operations are done in accordance with the franchisor’s directions. Franchising has especially spread to areas, where certain selling style, name and the quality of service are crucial. Franchisee has different customs on the payments to the franchisor. Normally when a company joins the franchising chain it pays a one-time joining fee. As the operation goes on, the franchisee pays continues service fess that usually are based on the sales volumes of the franchisee company. (Koch 2001). Advantages of franchising: Same as licensing above Like with licensing, the franchisor gain local knowledge of the market place and in this case the domestic franchisee is highly motivated The fast expansion to a foreign market with low capital expenditures, standardised marketing, motivated franchisees and taking of low political risk. Disadvantages of franchising: Same as in licensing above, Since franchising requires more capital initially, it is more suitable to large and well-established companies with good brand images. So small firm get often problem to use this entry modes Home country franchisor does not have daily operational control of foreign store. There is a risk that franchisees may not perform at desired quality level. more responsibilities ,more complicated and greater commitment to foreign firm than licensing or exports 2.2.2.3 Turnkey project In turnkey projects, the contractor agrees to handle every detail of the project for a foreign client, including the training of operating personnel. At completion of the contract, the foreign client is handed the key to a plant that is ready for full operation. Hence we get the term turnkey. The company, who make the turnkey project, works overseas to build a facility for a local private company or agency of a state, province or municipality. This is actually a means of exporting process technology to another country. Typically these projects are large public sector project such as urban transit stations, commercial airport and telecommunications infrastructure. Sometimes a turnkey project such as an urban transit system takes the form of a built-operate-transfer or a built-own-operate-transfer project. A sophisticated type of counter trade, in which the builder operates and may also own a public sector project for a specified period of years before turning it over to the government. Advantages of Turnkey Projects: They are a way of earning great economic returns from the know-how required to assemble and run a technologically complex process, for example contractor must train and prepare owner to operate facility Turnkey projects may also make sense in a country where the political and economic environment is such that a longer-term investment might expose the firm to unacceptable political and/or economic risk. Less risky than conventional FDI Disadvantages The firm that enters into a turnkey deal will have no long-term interest in the foreign country. The firm that enters into a turnkey project may create a competitor. If the firms process technology is a source of competitive advantage, then selling this technology through a turnkey project is also selling competitive advantage to potential and/or actual competitors. 2.2.3 Investment Entry Modes Investment entry modes are about acquiring ownership in a company that is located in the foreign market. In other word, the activities within this category involve ownership of production units or other facilities in the overseas market, based on some sort of equity investment. Several companies want to have ownership in some or all of their international ventures. This can be achieved by joint ventures (equity based), acquisitions, green-field investment. A joint venture is a contractual arrangement whereby a separate entity is created to carry on trade or business on its own, separate from the core business of the participants. A joint venture occurs when new organizations are created, jointly owned by both partners. At least one of these partners must be from another country than the rest and the location of the company must be outside of at least one party’s home country. Typically, a company forming a joint venture will often partner with one of its customers, vendors, distributors, or even one of its competitors. These businesses agree to exchange resources, share risks, and divide rewards from a joint enterprise, which is usually physically located in one of the partners’ jurisdictions. The contributions of joint venture partners often differ. The local joint venture partner will frequently supply physical space, channels of distribution, sources of supply, and on-the ground knowledge and information. The other partner usually provides cash, key marketing personnel, certain operating personnel, and intellectual property rights. Joint venture is an equity entry mode. Ownership of the venture may be 50% for each party, or may be other proportions with one party holding the majority share. In order to make a joint venture remain successful on a long-term-basis, there must be willingness and careful advance planning from both parties to renegotiate the venture terms as soon as possible. When multiple partners participate in the joint venture, the venture maybe called a consortium. Advantages of a Joint venture: Joint venture makes faster access to foreign markets. The local partner to the joint venture may have already established itself in the marketplace and often will have already obtained, or have access to, government contacts, lines of credit, regulatory approvals, scarce supplies and utilities, qualified employees, and cultural knowledge. Upon formation of the Joint venture, the non-resident partner has access to the local partner’s pre-established ties to the local market. When the development costs and/or risks of opening a foreign market are high, a firm might gain by sharing these costs and/or risks with a local partner. In many countries, political considerations make joint ventures the only feasible entry mode. The reputation of the resident partner gives the joint venturecredibility in the local marketplace, especially with existing key suppliers and customers. Disadvantages of Joint venture: Shared ownership can lead to conflicts and battles for control if goals and objectives differ or change over time. Joint venture can foreclose other opportunities for entry into a foreign marketplace. It can be difficult for a joint venture to independently obtain financing, particularly debt financing. That is, in part, because Joint venture are usually finite in their duration and lack permanence. Thus, the parents of a joint venture should expect either to adequately capitalise the entity up front or to guarantee loans made to the joint venture. Another potential disadvantage of joint venture a firm that enters into a joint venture risks giving control of its technology to its partner and there is the possibility you might wind up turning your own joint venture partner into a competitor. However, this danger can be ameliorated by non-competition, non-solicitation, and confidentiality provisions in the joint venture agreement. Strategic alliance is when the mutual coordination of strategic planning and management that enable two or more organisations to align their long term goals to the benefit of each organisation and generally the organisations remain independent. Strategic alliances are cooperative relationships on different levels in the organisation. Licensing, joint ventures, research and development partnerships are just few of the alliances possible when exploring new markets. In other words, strategic alliances can be described as a partnership between businesses with the purpose of achieving common goals while minimising risk, maximising leverage and benefiting from those facets of their operations that complement each other’s. A strategic alliance might be entered into for a one-off activity, or it might focus on just one part of a business, or its objective might be new products jointly developed for a particular market. Generally, each company involved in the strategic alliance will benefit by working together. The arrangement they enter into may not be as formal as a joint venture agreement. Alliances are usually accomplished with a written contract, often with agreed termination points, and do not result in the creation of an independent business organisation. The objective of a strategic alliance is to gain a competitive advantage to a company’s strategic position. Strategic alliances have increased a great deal since globalisation became an opportunity for companies. There are different types of strategic alliances: 1) Marketing alliances where the companies jointly market products that are complementary produced by one or both of the firms. 2) A promotional alliance refers to the collaboration where one firm agrees to join in promotion for the other firm’s products. 3) Logistics alliance is one more type of cooperation where one company offers, to another company, distribution services for their products. 4) Collaborations between businesses arise when the firms do not for example have the capacity or the financial means to develop new technologies. Advantages of Strategic alliance: Increased leverage Strategic alliances allow you to gain greater results from your company’s core strengths Risk sharing A strategic alliance with an international company will help to offset your market exposure and allow you to jointly exploit new opportunities. Opportunities for growth Strategic alliances can create the means by which small companies can grow. By â€Å"marrying† your company’s product to somebody else’s distribution, or your RD to a partner’s production skills, you may be able to expand your business overseas more quickly and more cheaply than by other means. Greater responsiveness By allowing you to focus on developing your core strengths, strategic alliances provide the ability to respond more quickly to change and opportunity. Disadvantages of strategic alliance: High commitment – time, money, people Difficulty of identifying a compatible partner Potential for conflict between the partners A small company risks being subsumed by a larger partner Strategic priorities change over time Political risk in the country where the strategic alliance is based If the relationship breaks down, the cost/ownership of market information, market intelligence and jointly developed products can be an issue. 2.2.3.3 Wholly owned subsidiaries A company will use a wholly owned subsidiary when the company wants to have 100 percent ownership. This is a very expensive mode where the firm has to do everything itself with the company’s financial and human resources. Thus, more it is the large multi national corporations that could select this entry mode rather than small and medium sized enterprises. A wholly owned subsidiary could be divided in two separate ways Greenfield investment and Acquisitions. 2.2.3.3.1Greenfield Investment Greenfield investment is a mode of entry where the firm starts from scratch in the new market and opens up own stores while using their expertise. It involves the transfer of assets, management talent, and proprietary technology and manufacturing know-how. It requires the skill to operate and manage in another culture with different business practices, labour forces and government regulations. The degree of risk varies according to the political and economic conditions in the host country. Despite these risks many companies prefer to use this mode of entry because of its total control over strategy, operation and profits. Advantages of Greenfield investment: A wholly owned subsidiary gives a firm the tight control over operations in different countries that are necessary for engaging in global strategic coordination (i.e., using profits from one country to support competitive attacks in another). A wholly owned subsidiary maybe required if a firm is trying to realize location and experience curve economies. Local production lessens transport/import-related costs, taxes fees. Availability of goods can be guaranteed, delays may be eliminated. More uniform quality of product or service. Local production says that the firm is willing to adapt products services to the local customer requirements Disadvantages of Greenfield investment: Higher risk exposure namely political risk and economic risk Heavier pre-decision information gathering research evaluation â€Å"Country-of-origin† effects can be lost by manufacturing elsewhere. Establishing a wholly owned subsidiary is generally the most costly method of serving a foreign market. 2.2.3.3.2 Acquisitions Acquisition is a very expensive mode of entry where the company acquirers or buys an already existing company in the foreign market. Acquisition is one way of entering a market by buying an already existing brand instead of trying to compete and launch the company’s products on the market and thereby lowering the chance of a profitable product. Acquisition is a risky alternative though, because the culture of the corporation is hard to transfer to the acquired firm. Most important, it is a very expensive alternative and both great profit and great losses could be the end product of this entry mode. Advantages of Acquisitions: They are quick to execute Acquisitions enable firms to preempt their competitors Managers may believe acquisitions are less risky than green-field ventures Disadvantages of Acquisitions: The acquiring firms often overpay for the assets of the acquired firm There may be a clash between the cultures of the acquiring and acquired firm Attempts to realize synergies by integrating the operations of the acquired and acquiring entities often run into roadblocks and take much longer than forecast There is inadequate pre-acquisition screening 3.0ANALYSIS AND FINDINGS Case study 1: McDonald’s used franchising as foreign entry mode In 1940, the first restaurant was opened by the McDonald brothers, Dick and Macin San Bernardino and California. Then Ray Kroc, a Chicago based salesman with a flair for marketing, became involved that the business really started to grow. He realised that Mc Donald’s, could be successful by using franchising, and could be exploited throughout the United States and beyond. Its first franchising was in Canada in 1967. In 2001, McDonald’s served over 16 billion customers, equivalent to a lunch and dinner for every man, woman and child in the world. McDonald’s global sales were over $38bn, making it by far the largest food service company in the world. McDonald’s success on rapid growth and expansion is due to franchising that are based on selling quality products cheaply and quickly around the world. In 2002, around 70% of McDonald’s are franchises. Mc Donald’s ownership advantage to go abroad is its brand name. The exceptional growth of Mc Donald’s is largely credited to the creation of its strong brand name identity. With the purpose of protecting its brand name, Mc Donald’s used radio and press advertisement to provide specific messages across the world emphasising on the quality of product ingredients. In addition to that Mc Donald’s carry out massive investment in sponsorship which is also a central part of the image building process, for example Football World cup and Olympic Games. The franchise agreement is that McDonalds, the franchisor, grants the right to sell McDonalds branded goods to someone w

Biblical Foundations

Biblical Foundations Paper Many people play a part in curriculum development and design in secular and non-secular school systems. This may include society, government, church, and family. Before developing a curriculum components are considered where educational questions are asked and answered with a probable cause in order to set goals and objectives from standards to make up the curriculum. Educators in both secular and non-secular schools have to decide what content is meaningful and purposeful for students to learn. Christian philosophy and worldviewLearning takes place through experience and individual study from both a teacher and a student. From a biblical prospective teaching and learning all points to God as the Creator and Sustainer of all reality. If planning with the purpose of applying biblical principles, educators should direct principles not only at the content being taught but also to the development of a biblical worldview of the students and the way they learn. I n my opinion, God made all persons unique in their own special way so that they can contribute their special gifts, talents, experiences, and insights throughout society just as his son Jesus did.The bible makes it clear that God calls us to be a community in society which we all contribute our special gifts given to us (Van Brummelen, 2009). To teach means to take the lead in planning appropriate lessons catered to each individualized learning styles covering all contents in lessons by producing a variety of ways to capture the attention of students. Educators can use the appropriate tools to apply principles to essential questions, objectives, key learning activities, and classroom management strategies to determine whether lesson and unit plans lead towards the purpose that’s desire to achieve.Jesus captured the attention of many through his teachings because he taught like no other he was unique and reached people from their level of understanding through his teachings. A scripture that comes to mind is Proverbs 22:6 which states â€Å"train up a child in the way he should go: and when he is old, he will not depart from it† (KJV). When teachers train students through modeling and through educational principles they are able to effectively train a child to grow up with morals and values as well as how to be productive members of society, and how to respond correctly to the world that surrounds them.Personal belief about truth of society The Bible explains that no one is perfect in this world, Romans 3:23 says, â€Å"For all have sinned and fall short of the glory of God† Romans 3:10 states â€Å"None is righteous, no, not one† (KJV). Therefore, we all have flaws and should work on doing good rather than evil teaching the way of being righteous and doing what is expected of us. Galatians 5:22-23 says, â€Å"But the fruit of the Spirit is love, joy, peace, patience, kindness, goodness, faithfulness, gentleness, self-control; again st such things there is no law† (KJV).Being effective means knowing how to recognize problems that deals with situations from multiple perspectives. Teachers can rely on their professional knowledge and judgment to take action by knowing the consequences of solved problems whether good or bad. A good teacher sets the tone and lays the foundation for students to succeed with learning by implementing great strategies to encourage and promote self discipline in a positive classroom environment. Roles of the teacher and learner Teachers play a very important role in influencing and in increasing students’ interests in an active-learning environment (Rotgans and Schmidt, 2011). Timothy 2:15 notes, â€Å"study to shew thyself approved unto God, a workman that needeth not to be ashamed† (KJV). An important part of the education process is to give students the tools needed to integrate what they learn, know, and believe in order to mature in a way that will remain with t hem for the rest of their lives. As a Christian teaching in a public school, I can most definitely explain what I teach differently from a Christian teacher due to my character principals I follow to guide me daily throughout life.I can teach students to question what they know, what they think they know, why they think they know it, and then begin to lead them to the truth about the lessons being taught. I can answer questions that might arrive based on my beliefs using logical thoughts derived from my opinion. With my teaching principles, as in Jesus’ ministry, there is a strong link between standards, objectives and outcomes. I feel that students need to know what is important and not forget. As with me, following the example ofJesus by modeling and practicing what I believe not only communicates the content but also gives students the strategies, skills, and processes they will need to apply the truth about learning. Using assessments, reinforcement, and reviews that will link declarative knowledge and procedural knowledge will also enable students to retrieve and apply knowledge gained in real-life situations. We as educators must remember that we are working with the future that students possess and that we have the unique opportunity to have a major impact on the lives of students.Roles of the society, government, church, and family in the development of curriculum Politics influence curriculum design and development because it all starts with starts funding. Public and private educational institutions both rely on politics for funding, hiring of personnel, building, and maintaining facilities, and equipment. Mainly all aspects of curriculum depend on local, state and national political standards in which affects curriculum development. According to Ganly (2007), the federal government mostly influence the range of the curriculum found in the classrooms.The state provides support materials and a guide for each subject area and grade level. The st ate also determines what students should be learning and provides a list of approved materials that can be used in the classroom. The state sets the standards on what students should be learning and forms committees holding public meetings where they listen to different interest's and opinions on curriculum form members of the community. After suggestions are considered the state sets rules for student standards. The District provides materials for teaching such as state standards and pacing guides to the curriculum.The district also reviews material that can be used in the classroom and recommends specific materials that should be purchased. The community plays a very important role in influencing curriculum in a school. Different community groups such as religious, political, and varying associations influence a school by effecting what topics may be taught. The community is also influential when deciding on things to implement and use because they are actively involved in distric t decisions about proposed materials. The community plays a role in extra curricula activities by hosting different clubs, teams, and events.Families of students also play a role in the curriculum through surveys that are established giving feedback on how they feel the curriculum is helping with student learning. Parents’ opinion matter due to their perception of education and the needs of the school system that helps in teaching learning principals of education. â€Å"When parents are involved in their children's education, both children and parents are likely to benefit† (Brown, 2000). References Brown, P. C. (2000). Involving parents in the education of their children. Retrieved from http://www. idsource. com/kidsource/content2/Involving_parents. html Ganly, S. (2007). The key players in curriculum development in United States schools. Retrieved from http://voices. yahoo. com/the-key-players-curriculum-development-united-535636. html Rotgans, J. I. , & Schmidt, H. G. (2011). The role of teachers in facilitating situational interest in an active learning classroom. Teaching and Teacher Education, 27, 37-42. Van Brummelen, Haro. (2009). Walking with God in the classroom: Christian Approaches to Teaching and Learning 3rd Edition

A Good Manager in the Face of Organizational Change Essay

Introduction Every business needs a good manager – may it be a small family business or a large multinational corporation. There is no magic formula for being a good and effective manager – it is a continuing process and becoming one entails knowledge, skills and ability. It is not just a title but also a role that has to be performed and performed well. It is a product of working with and being around all classes of people – management team, clients, co-workers and others – and emanating the lessons learned in order to be better. Changes in management team, changes in the company’s directions, changes in priorities, even the simple changes of supervisors, transfer to other department, or the hiring of a new team member – these are but some of the changes that a staff may have to deal with in the workplace. These are also the major factors that affect any employee’s performance and confidence, which make apparent the need for a good and capable manager – one that can help communicate and successfully enforce management’s plans to the rest of the employees. As a manager, he should explain the reasons for the change and the processes involved. One possible consequence of any organizational change is the decrease in employee’s morale and motivation, which could lead to a decrease in the employee’s performance. This is but one of the many issues that a good manager has to handle. Discussion What is A Manager? A manager is the person who plans, leads and controls the activities of the organization. He balances the demands and requirements of the organization while at the same time, meets the employees’ expectations. A manager works hard to achieve the goals of the company without disregarding employees’ welfare. A manager is often seen as the liaison between the management and the workforce. Among the many responsibilities of a manager is dealing with employees and addressing their issues and concerns. Thus, a manager must also learn to acknowledge and admit employee concerns. These issues could be an employee’s poor performance, sloppy work, negative work attitude or low confidence in the company. In other words, it is the manager’s role to assess and evaluate the employee’s performance. Not only does a manager address employee concerns, he also ensures that the organization’s goals and objectives are met. He plans, monitors and takes the lead towards the realization of business goals.   A manager delegates and coordinates work to his members, for which he must also be accountable. What Makes A Good Manager? Bill Gates recently wrote an article about the attributes of a good manager. One of the traits he mentioned is the need for a manager to be a good communicator. He must be able to convey management’s plans and directions well and ensure that employees understand where the company hopes to be. Bill Gates also wrote that a good manager needs relationships, not only with the executives but most especially with his employees. He must encourage people to be open and give feedback about what they think about the business and the role the manager and the employees themselves play in it. With the varying requirements expected of a manager, it is therefore necessary for one to possess analytical skills, people skills and business skills for him to deliver and perform his functions well. It is also essential for a manager to be resourceful in finding appropriate courses of action to any problem that may arise. Not only do his people depend on him for guidance, management has also entrusted him with this responsibility. Aside from these, he must also be able to exemplify and act-out what he expects from his staff. A good manager sets and more importantly, lives up to the standards. Moreover, being the liaison between management and employees, it is imperative that a manager knows the needs of his people, and what keeps them satisfied and fulfilled in their jobs. Striving to maintain a healthy level of employee morale is no easy task but one that a manager must also focus on. A good manager then should also be approachable as the position may require mediating between management and the workforce. Building good camaraderie requires that a manager be patient and sincere in his efforts. A very stressful role – thus having a good sense of humor never hurts. A good manager has the ability to develop employee skills and improve their morale. He must know how to motivate and obtain loyalty, which is necessary in today’s ever-changing organizations. Organizational Change Heraclitus once said that nothing is permanent but change. This could not be truer in today’s organizations especially with the rapid emergence of an international and global economy. Any organization must learn to thrive and be flexible to meet the ever-changing demands in order to survive. Change has become such an everyday occurrence and an integral part of any company’s life; so much so that employees who are not receptive to such changes can weigh down management’s efforts for growth. Numerous studies have been done on why people, most often than not, resist even the most well-conceived plans of change. Especially in an organization, resistance and skepticism are the most common employee reactions. The negative responses may be because of the possibility of loss, fear of the unknown and disruption of what has become a habit. One common reason of resistance to change is that an individual feels the possibility of a loss – loss of something he values that may result from change. Most often, changes in an organization are structural – they affect job status, lead to additional responsibilities and impose new reporting structures. Restructuring may also require physical relocation and in worse scenario, job termination. With all of these possibilities, imaginary or real they may be, it is but a natural instinct for an employee to reject change. Another reason for resisting change is fear. It is an inherent trait in humans to fear the unknown, the uncertain. Any uncertain situation is never welcome and an individual will avoid having to face such situations as much as possible. With any organizational change, an employee may fear that he may not be capable to meet the demands in the future. He resists because he feels that he does not have the competencies needed for him to function in the new structure. He becomes afraid thus, the negative response even to the most well-meaning plans of change. One other reason why people reject change is that they have become accustomed to and feel more comfortable with the current practice. It has become a force of habit. Many people think things are already fine and do not see the need for change or believe that it is the solution to whatever problem is at hand. Employees may also resist change because they have to learn something new. In many cases, people are reluctant to leave the familiar behind especially if it entails learning something new and presents the risks of failing. A Good Manager in the Face of Organizational Change At one point, I also had to face and deal with an organizational change. The Chief Executive Officer (CEO) of the company I was with decided to concentrate on his other affairs and relinquish his post. His successor, though no less brilliant, is in many ways very different on how things are done and how objectives are met. Their priorities and ways in achieving the company’s vision were very much opposing. This move greatly affected our team since we report and were directly under the CEO’s office. Our team had to take on new responsibilities, transfer some functions to another team and report to a new management team – changing almost everything our team has been used to. The recent movement in the company’s management forced every member of the team to learn to adjust fast but still maintain the same level of efficiency and effectiveness. It is an understatement to say that everyone was on a very high stress level. Most were uncertain of their future and status in the company and wondered whether they will keep their job or would have to be laid-off. It was a very good thing that our manager knew how to handle those changes and helped made things easier to deal with. In the context of organizational change, in order to facilitate a smooth implementation, it is very important that a good manager anticipate and plan well his approach to the possibility of a negative reception. A good manager has to properly communicate the details of the change and make the employees see the need to do things differently. A good manager must inspire and challenge his team to embrace such changes, since a positive and supportive environment yields a more productive and a more committed workforce. Recognizing a staff’s contributions to the organization is fundamental and very important in inspiring employees. Keeping the employee motivated entails various skills, as there are various personalities involved. No one formula can ever be arrived at as to how to motivate employees especially in a dynamically- changing organization, but developing an honest and open relationship is a start. Giving regular, positive, and constructive criticism can also help create an encouraging environment and help boost an employees’ sense of being valued. There are some companies that provide monetary rewards or incentives as a way of showing their appreciation to their personnel. However, this could be very costly and the rewards may quickly be forgotten. This is why this practice must be exercised prudently and must not be the only way of motivating employees. Financial incentives may seem to be the most notable form of motivation but may also cause disadvantages to the company in the long-term. Conclusion   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The need for an efficient and effective manager is one issue that all organizations face. Managers not only play a vital part in the realization of the company’s goals but also influence the employees, hence, becoming an even more critical part in the business. Every organization must change in order to improve and cope with increasing industry competition. However, whether the factors prompting such moves may be external or internal, every organization must be able to address any consequence that may arise. Needless to say, employees also play an equally vital role in any organization. Thus, in the context of organizational change, one of the most central, albeit complex consequences is the employees’ response. Being the workforce that keeps the organization alive, it is very important for a good manager to acknowledge the employees’ significance and value; and to show that they are an integral part of the company. Ultimately, any company has much to gain by empowering and recognizing the value of its members. This is why efforts must be taken by a good manager to foster loyalty and keep them motivated in the face of change. In conclusion, let us keep in mind the words of Charles Darwin – â€Å"It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.†

Alzheimer s Disease The Mysterious Tragedy Essay

Abstract Alzheimer s Disease is a name that is not entirely uncommon. Alzheimer s is a disease that has only recently been classified as one, though it is not uncommon to mankind. Before Dr. Alzheimer officially diagnosed it has been present before under the premise of old age and dementia, as both disorders are a disruption of neural pathways related to memory and normal brain operation. Memory in this sense is not bound to the idea of experiences worth cherishing, but also incorporates loss of memory related to operation and usage of many everyday tasks. Despite a lack of understanding of this problem, continuing research into Alzheimer s disease shows that there are viable treatment options, along with potential for a cure. Alzheimer’s Disease: The Mysterious Tragedy Diagnosing a patient with Alzheimer s is always a difficult task, and takes a toll on everyone, but the patient can be truly diagnosed with Alzheimer s after an autopsy is performed (Khachaturian, 1985, 1097-1105). Only an autopsy can determine if a person has dementia or if their brain is actually loosing gray matter, or if neuroinflamation played an increasing role in the brain changes that occur in Alzheimer s (Campea, 2016). As terrible as it is, our current knowledge of the disease only allows doctors to suspect that an elderly person is developing Alzheimer s, but it is a broad spectrum of problems, as it can include: short term memory loss, long term memory loss, brain damage,