Discuss Chinese cosmology and its meanings and implications in early Essay

Discuss Chinese cosmology and its meanings and implications in early Chinese political culture - Essay Example These phases also refer to the different applications of reality, including the five directions, the five tastes, smells, colours, viscera and the five classifications of flora and fauna (Faure, 2005). Such general theme applies a suspension of thought with everything having its place and each place having a corresponding value. In effect, to find something means discovering and controlling it. These elements of cosmology will be discussed based on its meanings and implications in early Chinese political culture. A general background of Chinese cosmology will first be established, and then followed by more specific discussions on political culture during the early Chinese period. Body Chinese cosmology is based on the concept of cosmic order, which is the foundation of all existence, and also the primary rule in all cosmic relations and developments. The universe is therefore considered a self-contained and dynamic object operating based on its basic pattern. Such pattern has often b een considered as Dao by Chinese philosophers (Liu, 2006). This Dao has various interrelated elements. The term â€Å"way† has been related to â€Å"path† or â€Å"road† (Liu, 2006). Way is therefore related to the proper or the right way of acting or doing something or in another sense, the proper order which emanates in doing something right. Dao implies an all encompassing entelechy, a life-sustaining force supporting the creation of various things (Liu, 2006). Dao in effect, covers the whole cosmos from its birth or creation. Moreover, Dao refers to cosmic order and in some ways, is considered the truth or reality. Within the holistic cosmic understanding, this cosmic order covers majority of human relations and affairs (Liu, 2006). In effect, Dao includes a moral implication, being the proper way of states taking part in the human world. As Dao is considered the â€Å"right way,† it also represents the way which should be taken by individuals. In the more overreaching sense, Dao represents the highest moral standard for humans. Qi is also another element of Chinese cosmology, very much relating to the concept of Dao. There is no definite English translation for qi, but in general it is understood as something referring to energy, life-flows, and spirit (Liu, 2006). Chinese cosmology considers qi as a precursor to matter with the elemental breaking up of qi forming matter. All matters are made up of qi and levels of purity often indicate the different degrees of existence (Liu, 2006). Humans are perceived as possessing the purest qi with lower animals having less pure qi. Qi breaks down, however it is never consumed or diminished (Ames, 2005). Qi covers the universe with the universe representing the totality of qi being constantly mobilized and changed. The cosmos is therefore perceived as inclusive of qi without having a will or mind of its own (Ames, 2005). Such force covers most aspects of the cosmos, with all matters being connected as a strong organic whole. Chinese cosmology has been considered correlative with cosmologies being understood as frameworks of ideas which manage the universe as an ordered tool, evaluating it in relation to space, time, and motion, and populating it with humans, spirits, gods, and demons (Wang, 2000). Chinese cosmology therefore includes a comprehensive system of connected networks, supported by interlinked pairs (based on Yin-Yang), fours (based on the four directions), fives, (based on five phrases or Wuxing), and

What Is Career Planning And Development Commerce Essay

What Is Career Planning And Development Commerce Essay Individuals can no longer expect job security and a career path that takes them through a steady progression of jobs of increasing status and responsibility. The employee has the lead responsibility for his or her career development. Supervisors, managers, and the organization can provide meaningful assistance in this process. There are numerous ways for an employer to contribute to an individual employees career development and at the same time meet the organizational needs. The outcomes desired by organizations include achieving the best match between people and jobs. Individuals desired outcomes range from status to job flexibility to monetary rewards, depending upon the situation.( Cheryl, H 2005) According to Tricia Jackson, 2004, Career Development is a process of assessing, aligning and balancing organizational and individual needs, capabilities and opportunities and challenges through multiple approaches and methods. It emphasizes the person as an individual who performs configures and adapts various work roles. Career development is not a mere management responsibility. It is a composite organizational process which involves people, addresses their ambitions, assigns them roles responsibilities commensurate with their potential, evaluates their performance, and creates Job positions to accommodate growth ambitions of employees. Career planning is the process of establishing short or long term career goals and objectives and defining the specific steps required to achieve them. These steps may include the type of jobs, training, development and other activities (Jackson, T 2004). Importance of career planning and development There is increasing rate of change of our organizations and in the knowledge and skills we need to perform our jobs. Both external and internal factors influence the need for career development. Among these factors, Slavenski and Buckner (1988) list the following: o The need to identify and forecast personnel needs o Social and demographic trends o The changing nature of work o Changing types of jobs o Equity and a multicultural work force o Worker productivity o Technological change and decreasing advancement opportunities o Organizational philosophies Employers are motivated to establish career development programs because such programs are seen as an effective response to various personnel problems, because top managers prefer to promote existing employees and to ensure a good fit between the work and the worker, and because employees have expressed interest in career development as a benefit (Gutteridge 1986). Above all, most organizations adopt career development programs in response to pragmatic human resource concerns and because they believe it will help ensure a continued supply of qualified, talented personnel (Gutteridge 1986, p. 58). It is a known fact that most professionals leave an organisation due to lack of career growth. Active career development initiatives by a company is a key retention tool to keep the best talent within its fold. (Sudipta Dev) Advantages of career planning and development Every organisation needs to retain people with the right skills and talent. This can be enabled by investing in their future growth and showing them the path to fulfil their dreams. In this process the effort put by employees gives a fillip to their performance and transforms into greater organisational productivity. The whole process should be well organised to receive full support from employees who will clearly see the advantages. It is mutually beneficial to the employee as well as the employer. No organisation can develop without taking its employees on the growth path and an individuals development is meaningless if it does not align with the organisational goals and strategies. When an individuals aspirations is directed elsewhere from that of his organisations it can lead to absolute chaos. Sudipta Dev) For the employees Career development programmes enable a deeper focus on an employees aims and aspirations-from identification of the handicaps being faced by an employee in accomplishing his goals to the solutions in terms of re-skilling or reassignment. This focus acts as the significant motivator for an employee to excel and exceed the targets From the employees point of view career development initiatives gives them a clear focus about their career track, the blind spots that they have to overcome and the final goal to be reached. This focussed approach works to their advantage from their everyday work to long-term aspirations. (Sudipta Dev) For the organization These career development efforts bring into focus high potential candidates who can be groomed for greater responsibilities in the future. (Sudipta Dev) n organisation focussed on developing the career path of its employees boosts the morale and ultimately the productivity of its staff. (Sudipta Dev) Purpose In undertaking its wide-sweeping Compensation Reform initiative, the Commonwealth of Virginia overhauled its classification and compensation system in favor of a modernized, flexible compensation and performance management system that offers employees the opportunity to more easily take advantage of career opportunities. The current initiative of Compensation Reform is Career Development. This Career Development Guide provides state employees and their management with a reference document that: Offers a general road map for continuing career and professional development. Provides an understanding of the behavioral and technical competencies that are required to effectively perform tasks in their occupations, and to use for career planning. Presents a reference document on learning and other developmental opportunities which may be used in preparation of Employee Development Plans a component of the Employee Work Profile The purpose of career development is to: Enhance each employees current performance Enable individuals to take advantage of future job opportunities Fulfill their employers goals for a dynamic and effective workforce. We live in uncertain times. Factors outside of the employee and employers control may affect the outcome of career actions. But one thing is true the best career development move is to perform well in ones current position. Consistent, high quality performance along with thoughtful career planning will help ensure continued success on the job. People at your company who want to advance their careers are always looking for ways to sharpen and improve their skill sets. Your challenge becomes making sure youre investing in learning programs that will best help your employees address their skill gaps, prepare for future roles, and achieve individual goals-thereby contributing to the success of your company. With carrer planning and Development employers can establish a clear path for employees to achieving their goals. Steps to career planning Steps to Career Planning Step Action 1 Conduct self-assessment. 2 Explore careers that interest you. 3 Make decisions and set goals. 4 Create an action planner. 5 Manage your career. It is important to know your overall goal. Think about where you would like to be at the end of your career and set your plan to get there. The best way to ensure compatibility and balance in your life and career is to consider all aspects of your life from the beginning of your plan. Once you have a sense of what you are trying to accomplish overall, it is important for you to establish your current status. A personal inventory can reveal your: abilities interests and attitudes The inventory will define your: strengths and weaknesses Looking for a match between your strengths and the work you are doing or considering is the most important step before making any decisions. Assessing your personality and attitudes will help you determine the best way for you to move toward your goal: What are your current skills and achievements? What about knowledge and values? How will your learning style impact your pursuit? What are your interests? When you are clear on these things, you will be able to make better choices about the direction you want your career to take and do a better job of convincing prospective employers that you are the best choice!

The Right To Die Essay example -- essays research papers fc

The Right to Die Modern medical technology has made it possible to extend the lives of many far beyond when they would have died in the past. Death, in modern times, often ensures a long and painful fall where one loses control both physically and emotionally. Some individuals embrace the time that modern technology buys them; while others find the loss of control overwhelming and frightening. They want their loved ones to remember them as they were not as they have become. Some even elect death to avoid burdens of lingering on. They also seek assistance in doing so from medicine. The demands for assisted suicide and euthanasia are increasing (Kass 17). These issues raise many questions, legal and ethical. Although neither assisted suicide and euthanasia are legal, many people believe they should be. A great number of those people may never be faced with the decision, but knowing the option would be there is a comfort (Jaret 46). For those who will encounter the situation of loved ones on medication, being treated by physicians, sometimes relying on technical means to stay alive arises a great moral conflict. I wish to explore this topic on ethical, not legal issues. Do people have a right to choose death? More in particular, are euthanasia and physician-assisted suicide morally legitimate? Euthanasia involves a death that is intended to benefit the person who dies, and requires a final act by some other person, for example, a doctor. Physician-assisted suicide, which requires a final act by the patient, can also be undertaken for the good of that patient. The essential point is that both involve intentionally ending a human life (Emanuel 521). But how, some ask, can we ever allow people to intentionally end human lives (even their own lives) without degrading human life? How, others ask, can we simply prevent people from deciding when to end their own lives without denying people the freedom so essential to the value of a human life? As these questions suggests, the debate about the right to choose death may appear to present a stand-off between people who endorse life's true value, and those who think life's value depends on the interests, judgments, and choices of the person whose life it is. Through self identification individuals evaluate their own lives and its quality through their own values and belief systems. In order to maintain human dig... ...' dignity. Euthanasia, for some people, may be seen as a more humane way to die. Bibliography Emanuel, Esekiel and linda L. Emanuel, "The promise of a Good Death," The Lancet, May 16, 1998, v351, n9114, pp521-529. Meier, Diane E., Carol-Ann Emmons, Sylvan Wallenstein, timothy Quill, Sean Morrison and Christine Cassel, " A National Survey of Physician-Assisted Suicide and Euthanasia in the United States," The New England Journal of Medicine, April 23, 1998, v338, n17, pp1193- 1203. Brock, Dan W., "Palliative Options of Last Resort," JAMA, December 17, 1997, v178, v23, pp2099-2104. Jaret, Peter, "Can There Be Comfort and Dignity at the End of Your Life?" Family Circle, November 18, 1997, v110, n16, pp42-46. "Last Rights," The Economist, June 21, 1997, v343, n8022, pp21-24. Gletzer, Randi, "Life/Death Decisions," American Health For Women, March 1997, v16, n2, pp80-85. Kass, Leon R. and Nelson Lund, "Courting Death: Assisted Suicide, Doctors and the Law," Commentary, December 1996, v102, n6, pp17- 28. Outerbridge, Daved E. and Alan R. Hersh, M.D., "Easing the Passage," HarperCollins, New York, NY, 1991.

Dragon Multinational

Select a major Dragon Multinational. Describe the company’s features that are consistent with Mathew’s Dragon MNC theory and any that are not consistent. Analyse the factors that led the corporation to be successful. Prepare a three year Global Development Strategy for the corporation, taking into account the current business environment. Chosen Company: The Hong Leong Group with specific focus on City Developments Limited. The primary features that define a Dragon Multinational Corporation in their simplest form are large Multinational Enterprise’s that stem from the Asia-Pacific region that have ‘successfully internationalized and in some cases become a leading firm in its sector’ (Mathews). The Singapore based Hong Leong Group fits this classification almost seamlessly as with its many offshoots it is worth an estimated $30 billion boasting highly successful projects within property, finance, hospitality and trade and industry (hongleong. com. sg). Unlike many of the companies Mathew’s makes reference to in his theory the Hong Leong Group was not instantly a global success, in fact it was started in 1948 by Kwek Hong Png as a modest shop dealing in construction materials. Later on in the 1960’s the group moved into Finance for small local firms and a small amount of property investment. In the 1970’s The Hong Leong Group obtained a dominant stake in its most well known venture ‘City Developments Limited’ which was then a mere 8 employee’s and slowly expanded into commercial development. It was in the late 1980’s under the control of Kwek Hong Pngs son and future Executive Chairman Kwek Leng Beng that the company made its move into the hotel industry. This is where we witness what Mathews refers to as the â€Å"Gestalt Switch† from domestic to global competitor. The Hong Leong Group is what Mathews classes as a ‘Second Wave MNE’. These corporations are characterised by using ‘pull factors that draw firms into global connections rather than push factors that drove firms as stand alone players in the first wave’. A classic ‘Gerschenkronian Latecomer’ The Hong Leong Group unsuspectedly enhanced their portfolio through acquisitions and joint ventures namely the obtaining of a controlling interest in City Development Limited before embarking on what the group call a ‘strategic diversification strategy’ leading to the purchase of a hotel which thrust the group onto the world stage and was soon followed by rapid expansion and regionalisation. In Mathews theory there are 3 principal characteristics of a ‘latecomer’ these are accelerated internationalization, organisational innovation and strategic innovation. Accelerated Internationalization Internationalization is ‘defined as a process of cross-border operations when a business firm headquatered in one country controls and influences the strategic decision making of atleast one affiliate in another country’ (Yeung). Latecomers progess by making use of existing international connections in Hong Leongs case they used mergers and takeovers in a process known as horizontal integration. They linked with CDL and used the leverage of their financial sector to fund the hotel investments allowing the group to create their hospitality arm the London listed subsidiary Millenium and Copthorne Hotels plc which now operates over 120 hotels in 18 countries. M&C also signed a global strategic marketing alliance with Maritim Hotels which added another 49 hotels to the portfolio not inclusive of the eight management contracts announced that are to take place between 2009-2011. This clearly shows the rapid expansion that is so characteristic of a Dragon Multinational. Organizational Innovation Mathews highlights that Dragon Multinationals from an organizational perspective ‘dispensed with conventional â€Å"international division† as they had a global perspective from the get go. This is true of Hong Leong Asia which is the trade and industry branch of the group. The roots of the Hong Leong Group from its inception were in the concrete industry and although slightly overshadowed by the property and finance sectors in past years Hong Leong Asia was successfully growing in the background. The group has companies such as diesel engines companies, packaging companies and building materials companies that have merged via acquisition of stake holdings to create one single major manufacturing and distribution enterprise. This cluster of businesses that are hugely successful evolve in their individual specialities growing the company as a whole into one of the biggest integrated trade and industry groups in Asia. Strategic Innovation Frequently mentioned in Mathews Theory is the idea of latecomers taking advantage of an already well established global network, tapping into this via alliances and mergers. This is the innovative strategy that is displayed brilliantly by the Hong Leong Group as both CDL and Hong Leong Asia used this method to propel them through the initial stages of internationalization straight to being globally expansive. City Developments Limited linked with London’s Millennium & Copthorne and New Zealand’s Kingsgate and the Philippines Grand Plaza and know own and operate hotels in 18 countries and are currently expanding to The United Arab Emirates. Similarly Hong Leong Asia after acquiring several companies within Asia to become one of the biggest manufacturing companies in Singapore has linked with several subsidies on both the New York and Amsterdam Stock Exchange. This is a prime example of how pioneering latecomer MNE’s from the periphery use linkage and leverage to take advantage of vast existing global networking. Factors influencing success of the group – OLI vs LLL Within Mathew’s theory one of the main factors that influences whether a company can be classified as a Dragon Multinational is whether it fits Dunnings OLI framework or whether it is better suited to the adapted LLL framework. The original ‘ownership, location and internalization’ structure best describes the traditional MNE as it reaches global status by overcoming market malfunction with superior resource bases and overlooks the methods that form the basis of many modern MNE’s global success such as innovation and joint ventures etc. With acquisitions and joint ventures being the primary strategy of the Hong Leong Group their global expansion is definitely more in keeping with Mathew’s proposed ‘linkage, leverage, learning’ framework that picks up where the OLI framework left off, based on the international expansion of Dragon MNC’s.

Dr. Pepper Snapple Group Case Study Essay

1. HOW WOULD YOU CHARACTERIZE THE ENERGY BEVERAGE CATEGORY, COMPETITORS, CHANNELS, AND DPSG’S CATEGORY PARTICIPATION IN LATE 2007?_ In late 2007 the energy beverage category was reaching market maturity and projected to have a slower annual growth rate from 2007 to 2011 (10.5%) than it had between 2001 and 2006 (42.5%). Rising prices, packaging competition, and the introduction of hybrid energy beverages also added to the slower projected growth rate. However in 2007 the market still saw growth of 32%. The category is dominated by 5 major brands (94% of dollar sales), with Red Bull far above the pack with a 43% dollar sales market share. The other 4 are in close competitions with dollar sales market shares from 10-16%. Though Red Bull continues to grow, so does the competition. New, aggressive competition into the market and brands offering lower prices has brought Red Bull’s market share down from 82% in 2000 to 43% in 2007. This 43% of dollar sales is maintained with only a 30% share of unit case volume. Because of loyalty to Red Bull, consumers pay a premium price for its products. Red Bull’s 8.5 oz. cans sell for the same price (approx. $2.00) as many competitors’ 16 oz. cans and their 16 oz. can sells for around $3.50. This loyalty puts Red Bull far above other brands and leaves them to compete with each other on price and packaging. Pepsi and Rockstar are not projected to have any significant media expenditures in 2007, but Red Bull and Hansen Natural Corporation are projected to increase their media expenditures to $60.9 Million (from $39.6M) and $153,800 (from $61,100) respectively. Once again, it is clear to see the major difference between Red Bull and the rest of the group. Coca-Cola (Full-Throttle, Tab) is projected to decrease its media expenditure from $7.3 million to $492K, which is still more than Hansen, but far from the expenditure that Red Bull maintains. Off-premise retailers represent 71% of total retail dollar sales compared to 29% for on-premise retailers. Off-premise retail sales are dominated by convenience stores (74%), but the off-premise retailers are slowly evolving. Convenience stores are slowly decreasing in percentage of sales, while sales  in supermarkets and Wal-Mart are growing. Brands with broad product lines, multi-packs, and widespread distribution networks are succeeding in supermarkets and stores like Wal-Mart. In convenience stores, brands with smaller product lines and high inventory turnover, are gaining success. Restaurants, night clubs, and other on-premise retailers remain constant and are not projected to have any significant changes. In 2007 DPSG began setting up distribution channels, which were projected to reach 80% of its target market by early 2008. It also began distributing Monster energy drinks on behalf of Hansen. DPSG also participated in the U.S. Sports Drink market in late 2007 with its launch of Accelerade RTD. Using its distribution network, DPSG introduced Accelerade to convenience stores, supermarkets, and mass merchandisers. It targeted the $35 million Americans who were competitive and exercise regularly. It supported the launch with a large marketing budget which consisted of a web site, podcasts, search-engine marketing, and a chat room. It emphasized the protein content to differentiate itself from the competition. _2. DOES YOUR CHARACTERIZATION BODE WELL FOR A NEW ENERGY BEVERAGE BRAND INTRODUCTION GENERALLY AND FOR DPSG, INC. IN PARTICULAR?_ Generally it does not bode well for the introduction of a new energy beverage brand but in Dr. Pepper Snapple Group’s case, they may have the brand loyalty, budget, and awareness to pull it off. With a large market share and huge media budget, Red Bull makes it difficult for new brands to compete. Unless a brand is willing to spend a large amount of cash on R&D, media expenditures and competitively price its product to give incentive for consumers to switch from Monster or one of the other brands, it would not gain enough of the market share to compete. Red Bull is in a league of its own so new entries would mostly be competing with Monster, Full-Throttle, Tab, Rockstar, and numerous other less popular brands. DPSG on the other hand has the brand loyalty, equity, image, and budget to support such a venture. It also has some unique qualities such as the addition of protein, a larger, re-sealable bottle, and an emphasis on performance over simply something to perk the consumer up. Since DPSG already has a target market,  distribution network, and manufacturing set up, it could feasibly enter the market on the shoulders of its good name. The fact that DPSG has differentiated itself from the other brands also gives them a leg up. If it could successfully attract more consumers from the 35-54 year old range by riding its healthy image and promoting a healthier, more fulfilling energy beverage, it could that target market and become a great competitor. _3. WHAT TARGET CONSUMER MARKET SHOULD BE CHOSEN FOR A NEW ENERGY BEVERAGE BRAND?_ An opportunity lies in the 35-54 year old range. It is a market that does not receive much attention and is not specifically targeted. Since this target market consumes only slightly less than the 24 and under market, there is a great opportunity to promote a product that suits their needs and advertisements that speak to them. By capturing that market, DPSG will stay consistent with its brand image and give it the awareness and experience to begin transitioning into the 12-34 year old market in the future. After 35, many men and women begin to exercise harder, and more often to maintain their youth as much as they can. If DPSG can provide a happy medium between a sugary energy drink and a full-fledged protein shake, they could help the 35+ consumers feel younger, while still giving them beneficial ingredients that their bodies need. _4. WHAT PRODUCT SHOULD BE INTRODUCED AND HOW SHOULD IT BE POSITIONED/DIFFERENTIATED?_ Considering DPSG’s brand image, I think its best bet would be to introduce a low carb, low sugar, protein infused energy tea. Since the earliest civilizations, teas have been used for their various health benefits and today is no different. If they target the 35-54 market, a tea would be much more attractive than a sugary, carbonated beverage. Since Snapple has such a good name in today’s marketplace, especially with adults, I believe the drink should be branded under the Snapple name. As of right now, Snapple’s most popular flavors out of all its products are Lemon Tea and Peach Tea. DPSG could parlay that popularity into an energy tea by adding a few  ingredients. In order to position itself in a more grown up market, differentiate itself from the competition, and stay true to its loyal customers, DPSG should introduce the energy tea an aluminum bottle with the same dimensions as its 16 oz. glass bottles. This allows it to be resealed and gives it a different look than the energy drink competition on the shelf. 4-packs could also be considered for supermarket shelves. The tea should keep with the healthy image by using vitamins, minerals, herbs, and other natural ingredients to provide sustainable energy and health benefits that other energy drinks just do not provide. Instead of focusing on providing a large energy burst, DPSG should focus on providing a youthful, energetic feeling, and restoring the body to full potential. _5. THROUGH WHICH CHANNEL(S) SHOULD A NEW ENERGY BRAND BE DISTRIBUTED?_ The new energy brand should be distributed mostly through off-premise retailers, but health conscious on-premise retailers such as subway would also be a good fit. Convenience stores are a great place to start because of the amount of exposure they provide and their track record in the energy drink market. Supermarkets are also a must because the majority of supermarket shoppers are within the target market. Whole foods would be a great place to showcase a new product to health conscious 35-54 year old adults. Also, vending machines in fitness centers and even placing fridges in sporting goods stores could attract attention from the target market. Other possible vending machine spots include golf-courses, college gymnasiums, police departments, firehouses, and airports.