Affirmative action Reverse discrimination essays

Affirmative action Reverse discrimination essays Affirmative Action = Reverse Discrimination We are all aware that discrimination took place over 50 years ago. What some might not be aware of is that because of the actions of our ancestors, we, white males, are held responsible and are penalized because of these actions. Affirmative action is a way to help minorities in sex and race to get accepted into colleges or get hired for jobs while the white males suffer from what took place over 50 years ago. Affirmative action is reverse discrimination. It is unconstitutional, and America has come a long way since 1964. Since affirmative action started taking place, white males are indirectly being penalized in the educational and job fields today. Affirmative action is just reverse discrimination against whites and males because people like to try to get a diverse look to their business or university. By admitting a person to a university with the same scores because the schools population of that specific race is not that high than we are just traveling down the same path we were at 50 years ago with discrimination. Using race as a plus factor in admittance to a university can also raise other race problems. As Ann Coulter said, For the first time I am looking at her as a black women and myself as a white women. Using race, as a plus factor will just stir up more discrimination indirectly because people would know the minority was probably accepted because of their race, rather than merit. Affirmative action to help minorities earn jobs or acceptance to college will only help the middle to upper class people. That is the way affirmative action works right now. As Christopher Edrey said, Race is different than any other plus factors because race is not something that any of us can control as well as the discrimination that went on years ago. Although affirmative action is used to help out minorities and sexes with admittance to univers...

Questions every artist should ask themselves essays

Questions every artist should ask themselves essays There are very few young people today who know what careers they want to pursue. A student should never close doors that might lead to something significant, but if she or he, has decent grades in art and have sustained intrest in art related activities, a career in art could be the right ticket. Contrary to popular belief, artists do not have terrible temperments,and mood swings. They do not necessarily spend their whole livesfighting for causes, dreaming, and well stariving. Art students wo ask themselves the following questions about their personalities may discover how suited they are to a career in the arts. Self-dicipline: Can you meet deadlines? Can you set goals for yourself? Achieve them? Can you motivate your self? Working: Do you like to work with your hands? Are you always trying to out do yourself? Are you willing to satart over again? Do you think about what you are working on, even when you are not working on it? Seeing: Are you aware of both the good and bad in all walks of life? Do bad designs make you angry? Are you constantly trying to get your friends to see something you think is off balance or wrong? Are you aware of colors and shapes and how they work with one another? Creativity: Do you come up with different ideas not always in the art field? Are you constantly trying to find new ways of expressing yourself? Do you find ways to appreciate art, even if it does not appeal to you at first glance? Are you always on the lookout for new and refreshing ideas? Working with Others: Can you truly accept criticism of others? Do you enjoy talking about your works of art with others? Do you enjoy other people? Can you truly praise the works of others? All of these questions can help students understand themselves a little better. These should all be considered, whenconsidering a career in the art field. ...

Solving Business Task Assignment Example | Topics and Well Written Essays - 750 words

Solving Business Task - Assignment Example We are looking for the "Asymp. Sig. (2-tailed)" value, which in this case is 0.858. This is the p-value for the test. We report the Wilcoxon signed-ranks test using the  Z  statistic. A Wilcoxon signed-rank test showed that there was no statistically different ranking score between the management team and the industry expert team (Z = -0.179, p = 0.858). Indeed, median Pain Score rating was 5.5 both management team and the industry expert team. Assessment of the correlation between the variables; table 1 below shows the correlation between the variables. It is clear from the table that the number of trips made has the strongest correlation with the dependent variable safety; the correlation coefficient is given as 0.961 which shows that the two variables have a strong linear positive relationship. Essentially, two variables have significant relationship with the dependent variable (safety). Travel has a linear negative relationship with the dependent variable safety. Using only the strongest relationship identified above, a simple model simple linear regression model which could be used to predict a customer’s rating of safety was developed. Based on the above results, we construct a model of safety being predicted by number of trips (since number of trips had the strongest relationship); the model equation is given as follows; Using the above model, we can forecast (predict) the dependent variable. First, it can be observed that given zero trips one would expect the rating for safety on the system to be 1.349. However, there is a positive relationship between number of trips and the rating for safety on the system; the coefficient for the number of trips is given as 0.108, this means that for any unit increase in the number of trips, one would expect the rating for safety on the system to increase by 0.108. From the given model, it can be seen that the value of

Too big to fail Movie Review Example | Topics and Well Written Essays - 250 words

Too big to fail - Movie Review Example The television movie was based on a book by Andrew Ross Sorkin entitled Too Big to Fail: The Inside Story of how Wall Street and Washington Fought to Save the Financial System – and Themselves. In essence, the book and the movie discussed the issue of how the banks were careless in their lending practices leading to accumulation of worthless and toxic paper assets (Sorkin 2) which threatened their viability but are now in a bind expecting government to help them out somehow through a bailout, arguing they are too big to fail without seriously affecting the entire banking system (HBO, 2014). Their argument is a form of blackmail to government to act decisively soon: help us or clean up the entire mess. The movie revolves around the two old and venerable investment banks of Merrill Lynch and Lehman Brothers; the former found a white knight savior in Bank of America but Lehman Brothers was more problematic to solve. Two issues are paramount in this movie that require some ethical thinking: should banks engage in risky lending practices (moral hazard) that results in a failure of free market capitalism and secondly, if taxpayers money should be used to benefit a few people (are tax dollars used wisely or not? and are bailouts helpful or not?). Easy credit was the cause of the 2008 financial crisis but cutting off credit into a crunch can worsen the recession into possibly a new depression like in 1929 (Kinsley, para. 4). Kinsley, Michael. â€Å"Economic Crisis Unfurls in Hushed Suspense.† The New York Times, 22 May 2011. Web. 14 July 2014.

An analysis of Palm Malls Management Information System Term Paper

An analysis of Palm Malls Management Information System - Term Paper Example An analysis of Palm Mall’s Management Information System This system will be used for the management of Palm Mall’s working and operations. This application will make use of an automated BAR-Code detection system to detect the product details. At the cash counter the customer will take the shopping cart and cashier will scan each item to detect the products’ features such as price and other details. This system will also accept manual entries of products in case bar code reader fails to work properly. At the end of day system will offer the overall sales record with possible stock availability details. The objective of this implementation is to improve the efficiency and quality of business functions. Scope and Objectives The implementation of Palm Mall Management Information System is aimed at offering an excellent support for business management. In fact, the successful implementation of this technology based information system will improve the management capabilities of the business. Additionally, this system will offer an excellent support in the form of fast and error free business retail record management. The new system will improve the overall supply chain management through better record management of stock. This system will also offer a variety of features and functions for ensuring improved business decision support and performance. As a result, the overall corporate performance will improve and the business will be able to offer a great deal better service to its clients. In addition, this system will be implemented at various levels such as management level, stock and warehouse level and at sale person level. This system will not involve any customer input or intervention. This system will be completely under the control of business staff. Benefits of the system According to (Laudon and Laudon 7; Hoffer, Prescott and McFadden 429), â€Å"an information system is a group of interrelated elements that work together, process, store, and distribute information to various departments with the p urpose of supporting decision making and control in an organization†. In this scenario, â€Å"a management information system is one of the basic forms of information systems. Basically, an MIS is a purpose or particular use of information system that offers support for management oriented reporting.† In addition, these reports are usually produced or maintained on a given schedule as well as become manifest in a prearranged structure (Whitten, Bentley and Dittman 47). Palm Mall Management Information System will offer a number of advantages for the business. Given below are some of the major advantages of implementing a new management information system: Automation of process Error free working Simple management Fast receipt development for customer Digital record management of all business transactions Effective management of all business operations Simple management of complex processes Improved supply chain management Superior handling of all business operations Man agement support Better decision support for staff Enhanced management of all corporate operations with canalized business management

The Function Of Prophecy In Old Testament Theology Religion Essay

The Function Of Prophecy In Old Testament Theology Religion Essay Prophets have always been surrounded by an aura of mystery. Because they were intermediaries between the human and divine worlds, prophets appeared to their hearers as terrifying yet magnetic and fascinating figures. Throughout the history of Western civilization, whenever these divinely inspired individuals have appeared, attempts have been made to penetrate the mystery that surrounds them. The focus of many of these attempts has been the Old Testament prophets who have traditionally functioned as models for the elucidation of other prophetic phenomenon. How prophets were viewed: Prophets were viewed as channels through which divine messages reached the ordinary world and through which humans could gain direct access to the divine. Therefore, the prophetic intermediaries appeared in any society which believed in the existence of divine powers capable of communicating with human beings.  [1]   However, within societies and groups, the behaviour of prophets tended to follow traditional, well-defined patterns. This behavior varied from society to society. Within a given society or group, prophetic behavior usually conformed to the expected norms. In the Old Testament we can find that the prophets receive divine messages and translate them into human terms and communicating them, using traditional speech forms and actions. This task indicates that they are functioning as prophets and the message they bring, comes from the divine realm.  [2]   Isaiah as a prophet: Similarly, Isaiah who is one of the great prophets, exercised his prophetic ministry during the reigns of Uzziah (783-742 BC), Jotham ( 742-735), Ahaz ( 735-715) and Hezekiah (715-687). The vision which is recorded in Chapter 6 was the one which constituted the call of Isaiah to be a prophet. It has sometimes been said that Isaiah must have belonged to the aristocracy of the capital because he knew the ways of the court and had ready access to the presence of the king when he had need. A prophet of the stature of Isaiah must have made himself a well-known member of the Jerusalem community and one whose words were treated with great respect.  [3]   The book of Isaiah, one of the longer units in the Hebrew Bible, comprises prophetic material in verse and prose collected over a period of at least half a millennium. In the opening chapter of Isaiah we catch echoes of Amos here and there, not least in the contrast between the sacrificial cult and the demands of social justice ( Isa. 1:12-17) which would fit better the early stage of Isaiahs career. There is also reminiscent of Amos in his condemnation of the ruling classes who grind the face of the poor (Isa. 3:15) and reflects a lack of concern for traditional moral values of the women of Jerusalem ( Isa. 3:16-17,24-26; cf. The poem on divine judgment (Isa. 2:6-22) restates for the befit of Judah the central message of Amos : that the God of Israel has now abandoned his people and left them at the mercy of history.  [4]   And Isaiah was taking up where Amos left. He is more explicit than Amos in his reference to the Assyrians and the role they were destined to play in Israels future ( Isa. 5:26-30). Social, cultural and political situation during the time of Isaiah: Before the time of Omri and Ahab, kings of Israel about a century before Isaiah received his call to be a prophet, the history of the kingdoms of Israel and Judah after the death of Solomon had been an unimpressive record of petty squabbles, and events of very local significance. But these two kings saw the folly of such behaviour o the part of two politically weak kingdoms, which, in face of an aggressive policy by a great power such as Assyria or Egypt, could hope to survive only by the combined military resources of an alliance of western states, in which they had part. Israel was the dominant partner. In every age political and commercial bargaining was successful done from a position of strength. With Israels considerable increase in national wealth owing to the opening up of profitable avenues of trade, s development which, in turn, widened the social gap between the wealthy, upper class in Israelite society and the poor peasants.  [5]  Such a situation was liable to recur whenever Israel entered into a close relation of association with, or, even more, of dependence on, a people greater in power than itself, and it was the main reason for the warning which the prophets repeatedly gave against any policy. In a way not paralleled in the activity of the other great prophets whose utterances have a place in the Old Testament canon, Isaiah took a very prominent part in the national crises of the days through which he lived. Isaiah as a Judge: In spite of the fact that judgment spoken of as if it were inevitable, that does not exclude from Isaiahs preaching the note of pleading and entreaty calling upon the people to return. This is found several times in chapter 1 (5, 16 f., 18 f.). It is Isaiahs conviction that for all this sinfulness a day of judgment is coming. God is not mocked; men cannot disobey his will with impunity. The land will be desolated. Lebanon will become a heath, fruitful places like Carmel and Sharon will become a wilderness, men and cattele will be few Time after time Assyria is specified as the instrument by which the judgment will accomplished.  [6]   Isaiah often declares his confidence that, however devastating the judgment may be, a remnant of the people will survive. Out of the stump of the tree new life will come. The glory will have departed, the comeliness will have perished, the new shoot will be a miracle of renewed life; but therein is the hope of the people and therein lies the possibility of the continuance of their work and witness. That conviction on the part of Isaiah may be related to the fact that even in human relations a complete obliteration of an individual or a people was guarded against with very great care ( cf. Deut. 25.5; Ruth 4.10 f., Amos 1.6,9). The doctrine of surviving remnant in turn is related to the fact that whereas the prophet can speak in terms of a judgment upon the whole people, he can, at the same time and without any sense of contradiction, speak of a discriminating judgment in which a distinction will be made between the righteous and the wicked ( Isa. 1. 27 f.; 3.10 f.; cf. 28.23-29). At this point Isaiah though of the necessary cleansing of the peoples as consisting substantiality of restoring in them a former righteousness and purity which had become corrupted; he comes near to describing it as a renewal of the wilderness ideal.  [7]   The message and the people Isaiah spoke to and spoke about: The postexilic community was concerned with their identity and self-understanding. Their existence as a people was threatened by the consequences of the catastrophe of exile and loss of national independence. There were other Jewish communities, and perhaps provinces, in close proximity to Judah, for example in Samaria and Transjordan, and far away, for away for example in Egypt and Babylon. Isaiah presents a vision for these people to understand themselves, their God and their world. The vision spans past, present and future. Israel as a people participates in this story ( Isa. 1.2-9; 4.2-6) and, at the same time, Israel is comprised of wicked and righteous, oppressors and the oppressed ( Isa. 1.19-23, 27-28; 3.13-15). Isaiah gives a clear picture of distinction between good and evil that is at points applied to over against the nations can be applied to Israel itself. Righteous versus wicked behaviour is the important point. There is no doubt in Isaiah about the radical separation of good and evil. What is in doubt, indeed, what is denied, is the equation of these absolute categories with actual human groups, whether defined in religious or political terms. Isaiah represents his vision as a Quasi-drama dominated by dramatic speeches. Even the narrative sections in chapter 6 provide settings for further speeches. The characters are not presented as distinct and historical individuals. They are constructs in the grand poetic work of Isaiah. Israel, for example, is masculine singular ( 1.4), masculine plural ( 1.5-6) and feminine singular ( 1.21-26), where one can see that Israel is judged and condemned, desolate and devastated, and comforted and redeemed.  [8]   Books Joseph Blenkinsopp, A History of Prophecy in Israel ( Louisville, KY: Westminster John Knox Press, 1996) James Luther Mays and Paul J. Achtemeier. Early Israelite prophecy: Interpreting the prophets, ed., Philadelphia : Fortress Press, c1987. Mauchline, John. John Mauchline, Isaiah 1-39 , (London : SCM Press, 1962), p. Peter D. Miscall, Isaiah ( Sheffield: JSOT Press, 1993). P.

University Students Should Wear Uniforms

Recently, we know that the global warming had become big crises that occur not only in our country but it also occurs at other country for example Australia, Japan, and England. Physically, if we look what happened around us, due to the development of buildings, forest deforestation and open burning. This shows that we are not very concern about how important taking care of our earth as we want the best to protect it from any pollution especially global warming.Besides, if there is a lot of process of development that occurs, maybe it will destroy our ecosystem. Besides that, as we know, global warming can be defined as the earth’s average temperature increases. The average temperature in our earth is increasing due to human activities that occurs a long time ago until now it gives negative effects to our environment for example droughts, melting of polar ice and glaciers causing a rise in sea level, change in wind directions and weather patterns.We can handle it by contributi ng an awareness campaign, which if global warming do not occur, maybe a lot of people know how to take care of our earth , but in reality they are still do not realize what they are doing whether it is good or bad. Among the awareness campaign which can handle the global warming from human and globalization are the celebration of Earth’s Day that was held in year of 2011 every 22 April. This celebration was held to aware everyone how important protects or conserves our earth.A lot of people do not realize the existence of this earth’s day, but some of them who are really love nature or the association of a love nature will involved themselves in giving awareness to the others so that they will not too greedy to destroy our earth. A part of that, the Kyoto Protocol is an international treaty signed by countries was held 11 December 1997 as they are committed to the reduction of release in greenhouse effect such as carbon dioxide (CO2), methane (CH4), nitrous dioxide (N2 O) and chlorofluorocarbon (CFCS), besides they want to ensure that the reduction of release in gases by the rate of 5. percent in 2010 rather than in year of 1992. The negative effects can be reduced if every individual plays an important role in limiting the release of greenhouse gases. In addition, since year of 1992, the Unity of national countries of environment and development (UNCED) or now it is known as the Council of Rio Culmination had organized an awareness campaign about the global warming. This campaign had reached to the highest level. Among the matter that is approved, rich countries are needed to reduce the pollution in their countries; help a development country manage the energy generator efficiently.Besides, they also want to reduce the poverty, increase the quality of water, use more clean energy, a better administration, and use product that nature friendly. Nevertheless, their result were not achieved due to some of the countries try to make their own action Fu rthermore, Earth Hour is another of the awareness campaign that is organized by World Wildlife Fund (WWF) starting from the year of 2004 by WWF Australia. This celebration was held every year on 26 March which it will celebrate by switch off all the lights starting from 8. 30pm until 9. 30pm.Why this campaign was held? This is because a lot of countries had through a badly changing temperature such as Myanmar, Honduras, Vietnam, Nicaragua, India, Haiti, Republic Dominica, Filipina and China. These are the list of the top 10 of the countries that undergo the phenomenon of global warming. A part of that, Bangladesh also through a badly changing temperature which based on the statistic between 1990 and 2008 which the average of their residents died out there are 8240 people every year. A rise in sea level every year also gives harm to them who live near the beach.The Earth Hour is one of the awareness campaigns that achieved reducing 10% of the effect of the global warming. Why? This i s because a lot of countries besides Malaysia also show their concern in saving the earth. Many people around the world do not realized; if we keep reducing the use of energy or reduce the burning of fossil fuels maybe we can avoid from the global warming from occur. So that’s why even only 10%, if we make it every year, maybe we can reduce the effects of the global warming until 50% to 80% in a decade.

Sony Case 1991-2003

Exploring Corporate Strategy CLASSIC CASE STUDIES Restructuring Sony Vivek Gupta and Konakanchi Prashanth The electronics and media giant Sony was struggling through the late 1990s and early part of the 21st century. With each disappointment, it seemed that Sony’s management launched another restructuring of the company. By 2003, commentators were beginning to ask whether restructuring was part of the solution or part of the problem. How should Sony be managing its strategic renewal? G G GAs conditions change, Sony has to change accordingly, because their conventional strategy won’t transcend to the Internet-enabled model. 1 Mitchell Levy, author of The Value Framework INTRODUCTION For the first quarter ending 30 June 2003, Japan-based Sony Corporation (Sony)2 stunned the corporate world by reporting a decline in net profit of 98 per cent. Sony reported a net profit of ? 9. 3 million compared to ? 1. 1 billion for the same quarter in 2002. Sony’s revenues fell by 6. 9 per cent to ? 1. 6 trillion for the corresponding period.Analysts were of the opinion that Sony’s expenditure on its restructuring initiatives had caused a significant dent in its profitability. In the financial year 2002–03, Sony had spent a massive ? 100bn on restructuring (? ?500m; ? a750m). Moreover, the company had already announced in April 2003 about its plans to spend another ? 1 trillion on a major restructuring initiative in the next three years. Analysts criticised Sony’s management for spending a huge amount on frequent restructuring of its consumer electronics business, which accounted for nearly two-thirds of Sony’s revenues.In 2003, the sales of the consumer electronics division fell by 6. 5 per cent. Notably, Sony’s business operations were restructured five times in the past nine years. Analysts opined that Sony’s excessive focus on the maturing consumer electronics business (profit margin below 1 per cent in 2002†“03), coupled with increasing competition in the consumer electronics industry was severely affecting its profitability. 1 2 ‘Sony Analyzed via the Value Framework’, Mitchell Levy, posted on www. ecmgt. com, October 2002. Sony was established in 1946.The company invented the video recorder, walkman and mini-disc recorder. It is a leading manufacturer of audio, video, communications and information technology products. Sony has also forayed into diverse fields like music, television, computer entertainment and motion pictures. The company is engaged in five main lines of business – electronics, games, music, pictures and financial services. This case was prepared by Vivek Gupta and Konakanchi Prashanth of the ICFAI Center for Management Research, Hyderabad, India.It is intended as a basis for class discussion and not as an illustration of either good or bad management practice.  © V. Gupta and K. Prashanth, 2004. Not to be reproduced or quoted without permissi on. Exploring Corporate Strategy by Johnson, Scholes & Whittington 1 Restructuring Sony Table 1 Sony’s financials (1991–2003) Year ended March 31 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 * ? 100 = approx. A0. 75. Source: Annual Reports 1991–2003, www. sony. net. Sales & Operating Revenue (? bn)* 3695. 51 3928. 67 3992. 92 3744. 8 3990. 58 4592. 56 5663. 13 6755. 49 6804. 18 6686. 66 7314. 82 7578. 26 7473. 63 Operating Income/loss (? bn) 302. 18 179. 55 126. 46 106. 96 ? 166. 64 235. 32 370. 33 520. 21 338. 06 223. 20 225. 35 134. 63 185. 44 Net Income/loss (? bn) 116. 92 120. 12 36. 26 15. 30 ? 293. 36 54. 25 139. 46 222. 07 179. 00 121. 83 16. 75 15. 31 115. 52 However, Sony’s officials felt that the restructuring measures were delivering the desired results. According to them, the company had shown a significant jump in its profitability in the financial year 2002–03.Sony reported a net income of ? 115. 52bn in the fiscal 2002–03 compared to ? 15. 31bn in 2001–02. (See Table 1 for Sony’s key financials in the past 13 years. ) A statement issued by Sony said, ‘The improvement in the results was partly due to the restructuring of its electronics business, especially in the components units. ’3 At the beginning of the new millennium, Sony faced increased competition from domestic and foreign players (Korean companies like Samsung and LG) in its electronics and entertainment businesses.The domestic rivals Matsushita and NEC were able to capture a substantial market share in the internet-ready cell phones market. Analysts felt that the US-based software giants like Microsoft and Sun Microsystems and the networking major Cisco Systems posed a serious threat to Sony’s home entertainment business. BACKGROUND On 7 May 1946, Masaru Ibuka (Ibuka) and Akio Morita (Morita)4 co-founded a company called Tokyo Tsushin Kogyo Kabushiki Kaisha (Tokyo Telecommunications Engineer ing Corporation) with an initial capital of ? 190,000 in the city of Nagoya, Japan.They gave importance to product innovation and decided to offer innovative, high-quality products to their consumers. The founders introduced many new products like the magnetic tape recorder, the ‘pocketable radio’, and more. By the 1960s, the company had established itself in Japan and changed its name to Sony Corporation. During the 1960s, the company focused on globalisation and entered the US and European markets. In the 1970s, Sony also set up manufacturing units in the US and Europe. During this period, Sony developed and introduced the Walkman, which was a huge success.It significantly boosted Sony’s sales during the 1980s. By the mid-1980s, Sony’s consumer products were marketed in Europe through subsidiaries in the UK, Germany and France. 3 4 ‘Financial Results for the Second Quarter, FY 2002’, posted on www. sony. net, 28 October 2002. Akio Morita was a graduate in physics, while Masaru Ibuka had a degree in electronic engineering. When Morita joined the Japanese navy as a Lieutenant, he met Ibuka at the navy’s Wartime Research Committee. Exploring Corporate Strategy by Johnson, Scholes & Whittington 2 Restructuring SonyTable 2 Sony’s businesses (1994) Business Electronics Product Groups/Companies Video equipment Details Comprises 8mm, VHS, and Beta-format VTRs, laserdisc players, broadcast and industrial use video equipment, Hi-Vision-related equipment, and videotapes. Comprises CD players, Mini Disc system, headphone stereos, personal component stereos, hi-fi components, digital audio tape recorders/players, radio-cassette tape recorders, tape recorders, radios, car stereos, car navigation systems, professional-use audio equipment, audio tapes, and blank MDs.Comprises colour TVs, Hi-Vision TVs, computer displays, professional-use monitors, satellite broadcast reception systems, projector systems, and large colour video display systems. Comprises semiconductors, electronic components, cathode ray tubes (CRTs), telephone and telecommunications equipment, computers, computer peripherals (including floppy disk systems and CD-ROM systems), home video game systems, batteries, and FA systems. Includes Columbia Records Group; Epic Records Group; TriStar Music Group; Sony Music International; Sony Classical; Sony Classical Film & Video; Sony Wonder; Sony Music Entertainment (Japan) Inc.Includes the Columbia TriStar Motion Picture Companies; Sony Television Entertainment; Columbia TriStar Home Video; and Sony Pictures Studios and The Culver Studios. Sony Retail Entertainment includes Sony Theatres. Comprises the insurance business of Sony Life Insurance Company Limited and the finance operations of Sony Finance International. Audio equipment Television Others Entertainment Music Group – Sony Music Entertainment Pictures Group – Sony Pictures Entertainment Inc. (SPEI) Insurance and Finan ce Sony Life Insurance and Sony Finance InternationalSource: Sony Annual Report 1995, www. sony. net. In 1989, Norio Ohga (Ohga) took over as the chairman and CEO of Sony from Morita. Under Ohga, Sony began to place greater emphasis on process innovations that improved efficiency and controlled product costs. By 1994, Sony’s businesses were organised into three broad divisions – Electronics, Entertainment and Insurance and Finance (see Table 2). Each business division was in turn split into product groups. The electronics business division was split into four product groups, which produced a wide variety of products.The entertainment division, which consisted of the music group and the pictures group, made music videos and motion pictures. The finance division consisted of Sony’s life insurance and finance business. The company’s growth was propelled by the launch of innovative products and by its foray into the music and films business. Restructuring of electronics business (1994) Under Ohga’s leadership, Sony witnessed negligible growth in sales during 1990 and 1994. Sales and operating revenues improved by only 2 per cent during that period.However, the net income and operating income registered a drastic fall of 87 per cent and 67 per cent respectively. Analysts felt that the stagnation in the electronics industry coupled with factors such as the recession in the Japanese economy and the appreciation of the yen against the dollar led to the deterioration in the company’s performance. Exploring Corporate Strategy by Johnson, Scholes & Whittington 3 Restructuring Sony Table 3 Sales performance of the electronics business (1991–95) (in ? bn)* Year/ Business 1991 1992 1993 1994 1995 * ? 100 = approx. A0. 75. Source: Sony Annual Report 1995, www. ony. net. Video Equipment 928 896 828 669 691 Audio Equipment 882 948 928 841 899 Televisions 552 593 634 618 709 Others 619 793 772 817 909 It was noticed that in the e lectronics business (see Table 3), the revenues of the video and audio equipment businesses were coming down or were at best stagnant, while the television and ‘Others’ group were showing signs of improvement. The ‘Others’ group, which consisted of technology intensive products such as computer products, video games, semiconductors and telecom equipment, was performing very well and had a growth rate of nearly 40 per cent.In order to focus on the high growth businesses, Sony announced major changes in the structure of its electronics business in April 1994. Sony’s management felt that the ‘Group’ structure, which had fuelled the company’s growth in the 1980s, was proving to be redundant in the dynamic business environment of the 1990s. In the new structure, the product groups of the electronics businesses were regrouped into eight divisional companies. The eight companies were the Consumer Audio & Video Products Company, the Recor ding Media & Energy Company, the Broadcast Products Company, theBusiness & Industrial Systems Company, the InfoCom Products Company, the Mobile Electronics Company, the Components Company, and the Semiconductor Company. The restructuring exercise laid special focus on the products that formed the ‘Others’ group. Each divisional company had its own goals and was responsible for all its operations (production, sales and finance). The presidents of the divisional companies were authorised to decide upon the investments to be made up to a prescribed limit. They could also take decisions regarding the HR issues for all employees up to the level of divisional director.In addition, they were made responsible for the financial performance of the companies headed by them. Sony’s presidents were expected to perform a role similar to that of CEOs and were accountable to shareholders. The restructuring of Sony’s electronics business was aimed at improving the companyà ¢â‚¬â„¢s focus on high potential products and expediting the decision making process to make the company more responsive to changing market conditions. Following the restructuring, the number of layers in the decision-making process was reduced from six to a maximum of four layers.Commenting on his responsibilities within the new structure, Ohga said, ‘First of all, I would like for the divisional presidents to run their companies as if they were reporting to shareholders once a year at a shareholders’ meeting. My role will be to review their strategies, examine any points I feel should be questioned and provide advice when and where necessary. ’5 The main goals of Sony’s newly formed organisation system were explained in a memorandum entitled ‘The Introduction of the Company within a Company System’ (see Table 4).Explaining the rationale for the new system, Ohga said, ‘By revitalising its organization, Sony aims to introduce appealing p roducts in the market in a timelier fashion while further strengthening cost-competitiveness companywide. ’6 In 1995, after the implementation of the divisional company structure in the electronics business, changes were announced in Sony’s management structure. Under the new framework, Sony was to be led by a team of executives at the top management level.The team included the Chairman & CEO, Vice Chairman, President & Chief Operating Officer (COO), Chief Officers and the presidents of divisional companies. Analysts felt that Sony’s management took this measure to reduce the company’s reliance on 5 6 ‘From a Business Group System to a Divisional Company System’, posted on www. sony. net. As quoted in the 1995 annual report, posted on www. sony. net. Exploring Corporate Strategy by Johnson, Scholes & Whittington 4 Restructuring Sony Table 4 Five main goals of the new systemG To further enhance core businesses while developing new ones. G To i ntroduce an organisational structure in which sales and production work closely together and respond quickly to market changes. G To simplify the structure to clarify responsibilities and transfer authority, thus ensuring quick responses to external changes. G To reduce the levels of hierarchy in the organisation. G To encourage the entrepreneurial spirit in order to foster a dynamic management base for the 21st century. Source: ‘From a Business Group System to a Divisional Company System’, posted on www. ony. net. a single leader. In March 1995, Nobuyuki Idei (Idei) was appointed the President and Chief Operating Officer of Sony. Despite the organisational changes, the financial performance of Sony deteriorated in 1995. For the fiscal year ending March 1995, Sony reported a huge net loss of ? 293. 36bn. The write off of goodwill during 1994, the poor performance of the Pictures group and the strength of the yen were regarded as major reasons for this loss. During 1994, the yen was at an all-time high against the dollar, making Sony’s exports uncompetitive.Analysts also felt that Sony’s consumer electronics business lacked new, innovative products. Given this poor financial performance, the top management of Sony decided to integrate the company’s various domestic and global business functions such as marketing, R&D, finance, and HR. The functions of its numerous divisional companies were thus brought under the direct purview of headquarters. Idei also decided to strengthen the existing eight-company structure and to lay more emphasis on R&D in the IT field. He felt that Sony needed to focus on developing IT-related businesses.Accordingly, Sony’s management reorganised the existing structure to create a new ten-company structure. THE TEN-COMPANY STRUCTURE (1996) In January 1996, a new ten-company structure was announced, replacing the previous eight-company structure (see Table 5). Under the new structure, the previous Consumer Audio & Video (A&V) company was split into three new companies – the Display Company, the Home AV Company and the Personal AV Company. A new company, the Information Technology Company, was created to focus on Sony’s business interests in the PC and IT industry.The Infocom Products Company and the Mobile Electronics Company were merged to create the Personal & Mobile Communications Company. The other companies formed were the Components & Computer Peripherals Company (formerly called the Components Company), the Recording Media & Energy Company, the Broadcast Products Company, the Image & Sound Communications Company (formerly called the Business & Industrial Systems Company) and the Semiconductor Company. Table 5 Basic features of the ten-company structure G A new company structure to promote quicker, more effective operations that better reflect market changes.G The establishment of an Executive Board to reinforce headquarters and corporate strategy and mana gement functions. G The appointment of new companies and groups for entering into the IT and telecommunications businesses. G The consolidation of marketing functions. G The establishment of Corporate Laboratories for new business development. G The training of promising young talent to foster future managers. Source: ‘Sony Announces a New Corporate Structure’, posted on www. sony. net, dated 16 January 1996.Exploring Corporate Strategy by Johnson, Scholes & Whittington 5 Restructuring Sony In order to devise and implement the corporate strategies of the Sony Group, an Executive Board was created. The board was chaired by Idei. The other members of the board included the Chief Human Resources Officer, the Chief Production Officer, the Chief Marketing Officer, the Chief Communications Officer, the Chief Technology Officer, the Chief Financial Officer, the Executive Deputy President & Representative Director and the Senior Managing Director.In an attempt to consolidate th e marketing operations of Sony, the marketing divisions that belonged to the previous organisational setup were spun off to create three new marketing groups – the Japan Marketing Group (JMG), the International Marketing & Operations Group (IM&O) and the Electronic Components & Devices Marketing Group (ECDMG). The JMG was responsible for all marketing activities in Japan for five companies – the Display Company, the Home AV Company, the Information Technology Company, the Personal AV Company and the Image & Sound Communications Company.The IM&O was responsible for supporting all overseas marketing efforts for these companies. The ECDMG oversaw the worldwide marketing operations for the Semiconductor Company and the Components & Computer Peripherals Company. Analysts felt that this consolidation was done to separate Sony’s Japanese marketing operations from its worldwide operations so that the company could operate in a focused manner. To centralise all the R&D e fforts of Sony, the previous R&D structure (in which each company had its own R&D division) was revamped and three new corporate laboratories were established.The laboratories were the Architecture Laboratory (responsible for carrying out R&D for software, network and IT-related technologies), the Product Development Laboratory (R&D for product development in AV businesses) and the System & LSI Laboratory (R&D for LSI and system design, the basic components of hardware products). In addition, a new D21 laboratory was established to conduct long-term R&D for future oriented technology intensive products. Sony also gave emphasis to grooming young, talented people to take up top management positions. The company also introduced the oncept of ‘virtual companies’ – temporary groups consisting of people from different divisions for launching hybrid products. Sony applied this idea when developing the latest generation Mini Disk players. For the financial year 1995†“96, Sony registered a 15 per cent increase in revenues and became profitable again. In April 1998, a new organisation, Corporate Information Systems Solutions (CISS), was established to realign and upgrade Sony’s information network systems and its global supply chain. The CISS comprised an advisory committee of individuals from management consultancy firms and Sony’s CISS representatives.The committee members advised the President on technological and strategic issues related to CISS. Representatives of the CISS were placed in all divisional companies to accelerate the implementation of corporate IT projects. During early 1998, Sony formed Sony Online Entertainment in the US to focus on internet-related projects. In May 1998, Sony changed the composition of its board of directors and established the new position of Co-Chief Executive Officer (Co-CEO). Idei was appointed Co-CEO. Idei reshuffled the management system to facilitate speedy decision making, improve effi ciency, and provide greater role clarity to managers.The new system separated individuals responsible for policy-making from those who were responsible for operations. Under the new system, Idei was responsible for planning and designing Sony’s strategies and supervising the growth of e-business. Along with Ohga, he had to supervise the performance of the entire Sony group. President Ando was made responsible for overseeing Sony’s core electronics business, while Chief Financial Officer (CFO) Tokunaka was made responsible for the company’s financial strategies and network businesses.In addition, the top management positions of Sony’s global subsidiaries, which were previously called Corporate Executive Officers, were redesignated Group Executive Officers. Explaining the rationale for these changes, a Sony spokesman said, ‘These changes are aimed at making Sony’s management more agile’. 7 7 ‘Sony Names Management Team’, by Yoshiko Hara, EE Times, 9 May 2000. Exploring Corporate Strategy by Johnson, Scholes & Whittington 6 Restructuring Sony Table 6 Sales performance of Sony’s businesses (1995–99) (in ? bn)* Year/Business 1995 1996 1997 1998 1999 CAGR (4 years) ? 100 = approx. A0. 75. Source: Sony Annual Report, 1999, posted on www. sony. net. Electronics 3027 3283 3930 4377 4355 8. 55% Game 35 201 408 700 760 215% Music 481 506 570 660 719 10. 5% Pictures 282 317 439 643 540 17% Insurance 113 207 228 291 339 31% Others 52 78 88 84 81 11. 7% The implications From 1995 to 1999, Sony’s electronics business (on which the restructuring efforts were focused) grew at a compounded annual growth rate (CAGR) of 8. 55 per cent (see Table 6). The music business had a CAGR of 10. 5 per cent while the pictures business had a CAGR of 17 per cent.Significant gains were, however, recorded by the games and insurance business. The games business registered a CAGR of 215 per cent, while the insurance business registered a CAGR of 31 per cent. In the late 1990s, Sony’s financial performance deteriorated. For the financial year 1998–99, its net income dropped by 19. 4 per cent. During that period, Sony was banking heavily on its PlayStation computer game machines. It was estimated that the PlayStation (Games business) accounted for nearly 42 per cent of Sony’s operating profits and 15 per cent of total sales for the quarter October–December 1998.In the late 1990s, many companies across the world were attempting to cash in on the internet boom. At that time, Sony’s management felt the need to establish a link between its electronics business (TVs, music systems, computers) and its content-related businesses (music, video games, movies and financial services) by making use of the internet. The management felt that in future, the revenues generated by internet-related businesses might even surpass those earned through the consumer electronics busin ess. It wanted to use the internet as a medium for selling its electronic products as well as its content (music, movies and so on).In order to achieve this, Sony announced another reorganisation of business operations. Analysts felt that Sony was in a good position to exploit the opportunities offered by the internet since the company already had an established position in the electronics and content-related businesses. THE UNIFIED-DISPERSED MANAGEMENT MODEL In April 1999, Sony announced changes in its organisational structure. Through the new framework, the company aimed at streamlining its business operations to better exploit the opportunities offered by the internet.Sony’s key business divisions – Consumer Electronics division, Components division, Music division and the Games division – were reorganised into network businesses. This involved the reduction of ten divisional companies into three network companies, Sony Computer Entertainment (SCE) Company an d the Broadcasting & Professional Systems (B&PS) Company (see Exhibit 1). SCE Company was responsible for the PlayStation business while the B&PS Company supplied video and audio equipment for business, broadcast, education, industrial, medical and production related markets.The restructuring aimed at achieving three objectives – strengthening the electronics business, privatising three Sony subsidiaries, and strengthening the management capabilities. The restructuring also aimed at enhancing shareholder value through ‘Value Creation Management’. 8 8 It aimed at creating value by dividing the group into networked autonomous business units such that the resources within the Sony Group complemented each other. Exploring Corporate Strategy by Johnson, Scholes & Whittington 7 Restructuring Sony Exhibit 1 The unified-dispersed management modelSource: ‘Sony Announces Organization Structure for New Network Companies’, posted on www. sony. net, 29 March 1999 . Strengthening the electronics business The three network companies created were the Home Network Company, the Personal IT Network Company and the Core Technology & Network Company. Each network company was governed by a network company management committee (NCMC) and a network committee board (NCB). The NCMC was responsible for developing management policies and strategies. Its members included the officers and presidents of the concerned network company.The NCB was responsible for managing the day-to-day operations of the network company while keeping in mind the overall corporate strategy of the entire organisation. Each NCB was chaired by the concerned company’s President & CEO, Deputy President, President and Representative Director, two Executive Deputy Presidents and Representative Directors, and Corporate Senior Vice President. The new structure aimed at decentralising the worldwide operations of the company. The corporate headquarters gave the network companies the authority to function as autonomous entities in their corresponding businesses.To facilitate more functional and operational autonomy, the corporate headquarters also transferred the required support functions and R&D labs to each network company. To give a further boost to Sony’s electronics business, the management created Digital Network Solutions (DNS) under the purview of headquarters. The role of DNS was to create a network business model by charting strategies and developing essential technologies for exploiting the opportunities offered by the internet. The basic aim of creating DNS was to develop a network base that would provide customers with digital content (such as music and movies) and financial services.Privatising Sony’s subsidiaries As part of its strategy to promote functional and operational autonomy and to devote more attention to units which contributed significantly to its revenues and profits, Sony decided to convert three of its companies â€⠀œ Sony Music Entertainment ( Japan), Sony Chemical Corporation (manufactured printed circuit boards (PCBs), recording media and automotive batteries), and Sony Precision Technology (manufactured semiconductor inspection equipment and precision measuring devices) – into wholly Exploring Corporate Strategy by Johnson, Scholes & Whittington 8 Restructuring Sony owned subsidiaries of Sony.In addition, Sony converted SCE, which was jointly owned by Sony and Sony Music Entertainment ( Japan), into a wholly owned subsidiary of Sony. Strengthening the management capability To strengthen the management capability, Sony clearly demarcated the roles of headquarters and the newly created network companies. Accordingly, distinction was made between the strategic and support functions. Sony’s headquarters was split into two separate units – Group Headquarters and Business Unit Support. The role of Group Headquarters was to oversee group operations and expedite the allocation of resources within the group.The support functions, such as accounting, human resources and general affairs, were handled by the network companies so that they could enjoy more autonomy in their operations. Significant long-term R&D projects were directly supervised by the headquarters, while the immediate and short-term R&D projects were transferred to the concerned network companies. In order to evaluate the performance of the network companies, a value based performance measurement system9 was introduced. The implications While pursuing its restructuring efforts, Sony started developing products which were compatible with the internet.Its electronic products, such as digital cameras, personal computers, music systems, and Walkman, were made web compatible. Through its website, www. sony. net, consumers could participate in popular television game shows, listen to music, and download songs and movie trailers. Sony also ventured into e-business with the acquisition of Sky Perfect Communications. 10 While focusing on offering internet-enabled products, Sony also attempted to increase internet penetration by offering internet connection at lower cost and higher speed to consumers in urban areas. Sony’s restructuring efforts in 1999 were well received by investors.Following the announcement of the restructuring programme, Sony’s stock prices nearly tripled. This positive trend continued even in 2000. By March 2000, its stock prices were at a high of $152. Having already offered its PlayStation game console on the internet, Sony successfully launched its PlayStation 2 (PS2) video game console in Japan in March 2000. The PS2 sold 980,000 units within the first three days of its launch. However, Sony still faced problems since its other businesses, including electronics, movies, personal computers, and mobile telecommunications, were not performing well.Analysts felt that the low internet penetration rate in Japan (estimated to be 13 per cent in 199 9) was proving to be a major hurdle for Sony. Consequently, Sony’s financial performance deteriorated by the end of 1990s. For fiscal 1999 –2000, Sony’s net income fell to ? 121. 83bn compared to ? 179bn in the fiscal 1998–99. This resulted in a major fall in its stock prices. By May 2000, Sony’s stock prices fell by 40 per cent to $89. Analysts were quick to criticise Sony’s efforts towards transforming itself into a web-enabled company.They commented that the company had created more hype rather than taking a few significant steps in this regard. In response to these financial problems, Sony announced a reshuffle in its top management. Idei became the Chairman and Chief Executive Officer of Sony. Ando, who headed Sony’s PC division, was 9 A system that helps in effectively determining the cost of capital. The measurement is based on economic profit, which is calculated by subtracting the cost of debt and equity from the operating pr ofit after tax. Sony planned to use this system of measurement to set targets and evaluate business unit performance.The performance was to be linked, in future, with management compensation. 10 A popular satellite broadcasting company in Japan which owned Sky Perfect TV and had successfully ventured into the internet service provider (ISP) business by launching the website, www. so-net. This website enabled online shopping, interactive games, fortune telling as well as stockbroking. Exploring Corporate Strategy by Johnson, Scholes & Whittington 9 Restructuring Sony made the President, while Tokunaka, who previously headed the PlayStation unit, was made the Chief Financial Officer of Sony.Sony also undertook a massive cost-cutting exercise. Its global manufacturing facilities were reduced from 70 in 1999 to 65 in 2001. Sony planned to further bring down the number of manufacturing facilities to 55 by the end of 2003. This move would result in the elimination of 17,000 jobs. While im plementing these measures, the company had to deal with severe resistance from employee unions and local governments (in areas where jobs would be eliminated). Despite the above measures, Sony’s financial condition did not show any significant improvement in 2001.The company was severely affected by the slowdown in the IT industry during 2000–01, which led to a decline in the demand for its computer-related products. As a result, in spite of a 9. 4 per cent increase in revenue in the fiscal 2000–01 (mainly due to the improved sales of the PlayStation games console) Sony’s net income dropped significantly from ? 121. 83bn in the fiscal 1999–2000 to ? 16. 75bn in the fiscal 2000–01. Analysts commented that Sony required a new business model. The company had immediately to take concrete measures to increase its net income.Sony’s management also felt that with the emergence of net-compatible devices like cellular phones, audio and video g adgets and laptops, PCs were losing their charm. It felt that in the emerging age of ‘broadband’11 the demand for the above products was likely to increase in future. Sony’s management felt that in order to boost profitability and exploit the opportunities offered by the broadband era, there was a need for yet another organisational restructuring. RESTRUCTURING EFFORTS IN 2001 Sony announced another round of organisational restructuring in March 2001.The company aimed at transforming itself into a Personal Broadband Network Solutions company by launching a wide range of broadband products and services for its customers across the world. Explaining the objective of the restructuring, Idei said, ‘By capitalising on this business structure and by having businesses cooperate with each other, we aim to become the leading media and technology company in the broadband era. ’12 The restructuring involved designing a new headquarters to function as a hub for Sony’s strategy, strengthening the electronics business, and facilitating network-based content distribution.New headquarters to function as a hub for Sony’s strategy Under the new structural framework (see Exhibit 2), Sony’s headquarters was revamped into a Global Hub centred on five key businesses – electronics, entertainment, games, financial services and internet/ communication service. The primary role of the Global Hub (headed by the top management) was to devise the overall management strategy of the company. Sony’s management decided to integrate all the electronics business related activities under the newly created Electronic Headquarters (Electronics HQ).In order to achieve the convergence of Audio Video Products with IT (AV/IT convergence), Sony devised a unique strategy called ‘4 Network Gateway’. Under this strategy, the games and internet/communication service businesses were combined with the electronics hardware busine ss so that innovative products could be developed and offered for the broadband market. The three businesses were under the supervision of Ando. In order to provide support services for the entire group, a management platform was created, which consisted of key support functions in diverse fields such as accounting, finance, legal, intellectual 11An acronym for broad bandwidth, it is a high-speed, high-capacity data transmission channel that sends and receives information on coaxial cable or fibre-optic cable (which has a wider bandwidth than conventional telephone lines). This channel can carry video, voice and data simultaneously. 12 As quoted in the Annual Report 2002, www. sony. net. Exploring Corporate Strategy by Johnson, Scholes & Whittington 10 Restructuring Sony Exhibit 2 Sony organisational chart: electronics-related business (as of 1 April 2001)Source: ‘A New Group Structure for the Next Stage of Integrated, Decentralized Management’, www. sony. net, 29 March 2001. copyrights, human resources, information systems, public relations, external affairs and design. The management platform was later split into the Engineering, Management and Customer Service (EMCS) Company and the Sales Platform (which comprised the regional sales companies and region-based internet direct marketing functions). The management platform was headed by the Chief Administrative Officer, a newly created position.Sony’s management also converted the product-centric network companies into solution-oriented companies by regrouping them into seven companies. Group resources were allocated among the network companies on the basis of their growth potential. Exploring Corporate Strategy by Johnson, Scholes & Whittington 11 Restructuring Sony Strengthening electronics business To enhance the profitability of the electronics segment, Sony’s management decided to give emphasis to product development efforts. The management felt it was also essential to enhance the quality of the electronic devices manufactured.In order to achieve this, Sony’s management devised an innovative business model called the Ubiquitous Value Network,13 which connected the company’s existing hardware, content and services through an agency of networks. Sony planned to develop a wide range of products which could be connected through this network. Network-based content distribution Like the electronics, games and internet/communication service businesses, the entertainment and financial services businesses were also developed in a network compatible manner to facilitate electronic content distribution.In the entertainment business, music and movies were converted into a digital format and distributed over the internet (apart from being distributed through traditional channels such as music stores and theatres). In Japan, Sony Music Entertainment launched online music through its website. This website allowed customers to download popular songs for a f ee. In the financial services business, Sony Life Insurance Japan launched the ‘Life Planner’ consultancy system which offered personalised financial services online to its customers.Sony Life Assurance Japan also went online and started selling its insurance policies over the internet. The implications Soon after the reorganisation, Sony launched some innovative products to cater to the broadband market. For instance, in 2001, the company launched a series of internet-compatible mobile phones. However, the product was unsuccessful (owing to problems in the software used in the mobile devices) and in early 2002 Sony had to recall three batches of phones sold to Japanese companies. In consequence, Sony had to write off $110m in the quarter ending June 2002.In April 2003, Sony announced another major restructuring exercise (to be carried out in the next three years) in order to strengthen its corporate value (see Exhibit 3). Following this announcement, Sony was reorganis ed into seven business entities – four network companies and three business groups (see Exhibit 4). These business entities were given the authority to frame short-term and long-term strategies. According to analysts, the company’s financial performance did not improve in spite of the frequent restructuring by Sony’s management.For the financial year 2001–02, Sony’s operating income fell by a significant 40. 3 per cent while its revenues registered a marginal increase of 3. 6 per cent. According to a BusinessWeek report, sales of Sony’s most profitable products – the PlayStation and the PS2 game consoles – were likely to fall (see Exhibit 5). Due to Sony’s poor financial performance, the management planned to further reduce the number of manufacturing facilities and shift some production activities out of Japan.Analysts also criticised Sony for being a diversified business conglomerate engaged in several businesses from semiconductors to financial services. They felt that the company should focus on a few highly profitable businesses like games, insurance, and audio-video equipment and hive off the unprofitable businesses. Analysts felt that spending huge amounts of money on restructuring was not justified, particularly since the restructuring exercises had not yielded the expected results. In 2001, restructuring efforts had cost the company ? 100bn; and the proposed restructuring in April 2003 was expected to cost another ? 40bn. 13 The Ubiquitous Value Network is an environment in which PC and non-PC consumer electronics devices are seamlessly connected to each other and to the network, giving users access to all types of content or service, from anywhere across the globe. Exploring Corporate Strategy by Johnson, Scholes & Whittington 12 Restructuring Sony Exhibit 3 Sony organisational chart (as of 1 April 2003) Source: ‘Sony Announces Executive Appointments and Organizational Reforms Effec tive as of April 1, 2003’, www. sony. net, 31 March 2003. Exhibit 4 Responsibilities of network companies and business groups No. 2 3 Network company/ business group Home Network Company Broadband Network Company IT and Mobile Solutions Network Company 4 5 6 Micro Systems Network Company Game Business Group Entertainment Business Group Responsibility To create a new home environment with networked electronic devices centred on next-generation TV Development of next-generation electronics devices and linkages to Game devices To realise a connected world with PC and mobile devices and strengthen the B2B solutions business To enhance key devices and modules as core components of attractive set products To promote Game businesses for the broadband era To develop entertainment content businesses based on pictures and music and develop a new content business model for the network era To integrate various business units providing services based on direct contact with customers (fina nce, retail, etc). Strengthen synergies and develop attractive new business models for customers through the application of IT. 7 Personal Solutions Business Group Source: ‘Sony Announces Executive Appointments and Organizational Reforms Effective as of April 1, 2003’, www. sony. et, 31 March 2003. Analysts also felt that the convergence of consumer electronics, PCs and the internet was not only opening up new opportunities for Sony but also creating more competition for its core businesses. As Sony took steps to strengthen its networking capabilities, the company faced new forms of competition in both domestic as well as foreign markets. For instance, in the US, software giants like Microsoft and Sun Microsystems (as well as a few startups) were planning to enter the home entertainment market. Exploring Corporate Strategy by Johnson, Scholes & Whittington 13 Restructuring Sony Exhibit 5 Break-up of Sony’s businesses (31 March 2002)Business Electronics Games Insu rance Films Music Others Sales ($bn) 35. 6 7. 4 3. 7 4. 6 4. 5 0. 6 Operating profits ($m) 125 578 91 147 203 NA Source: ‘Can Sony Retain the Magic’, by Irene M. Kunii & Cliff Edward, BusinessWeek, 11 March 2002. Even Cisco Systems, which provided network solutions, had started manufacturing consumer electronics products. A BusinessWeek report said that Sony lacked any distinctive competencies in the internet-related businesses. It was neither an aggregator of content like Yahoo! , nor a limited-product vendor with an efficient distribution network such as Dell. Exploring Corporate Strategy by Johnson, Scholes & Whittington 14

The Life of Pi Essays

The Life of Pi Essays The Life of Pi Paper The Life of Pi Paper Essay Topic: Life Of Pi The book Life of Pi by Yann Martel is a story about a young Indian boy named Piscine Molitor Patel and his Journey stranded in a lifeboat in the Pacific Ocean with only a tiger, Richard Parker. The Japanese cargo ship carrying his fathers zoo animals, his family, and workers, was traveling from India to Canada, where the Patels hoped to start a new life. Unfortunately, the ship sank from an unknown cause and Pi along with a tiger, orangutan, zebra, and hyena were the only survivors of the wreck. Eventually, Pi and Richard Parker were the last ones remaining. A part in the book hat really stuck out to me was in the beginning of the book where Piscene, known to all as P' (Martel, 22), was in Pondicherry, India with a strong desire to learn about different religions. Although the rest of his family believed they didnt need religion, Pi went his own way and let his curiosity get the best of him. His first religion was Hindu. Later, along with Hinduism, he practiced Christianity. Finally, he added Islam to his list of practicing faiths. I admire his steady devotion for learning about the different religions. Pi would show up as often as he could with a new question urning within him. I want to become more like P, having a strong desire and fascination to learn something new. In my opinion, it is one of the most fascinating quests in life. Practicing three different religions caused a lot of trouble between his family and his different religious leaders, who together all found out he was devout in all three sects. After much arguing between the pastor, imam, and pandit of which church he should Join, saying he must only choose one, Pis mother turned to him and asked what his thoughts were. Pi responded by saying, Bapu Ghandi said, All religions are true. I Just want to love God (Martel, 69). Whether your desire is to love God or something else, it is important to Just have that desire. Without it, what is the purpose of existing? From this, I was reminded that it is important to learn as much as you can and that it is okay to still be confused about life, for that will only help you to understand it more so long as you have a deep desire to understand, Just like Pl. I loved the way Martel opened my eyes showing me a new and positive perspective on such an abstract subject: the beauty of the relationship between life and death. I have never thought of this relationship as one being beautiful, nor have I ever sympathized with death before happening upon this quote. The reason death sticks so closely to life isnt biological necessity†its envy. Life is so beautiful that death has fallen in love with it, a Jealous, possessive love that grabs at whatever it can. But life leaps over oblivion lightly, losing only a thing or two of no importance, and gloom is but the passing shadow of a cloud (Martel, 6). The way he personifies life and death is truly a delightful image to apprehend. I wish I could sit down with he author and discuss this further over some tea. For the topic of life and death being one of the most fascinating and complex ideas known to mankind, he seems to have a lovely view on it. Martel describing life as being beautiful in a personified way enticed me to think about it in a way I havent before. I realized that yes life is indeed very beautiful; its stunning. Life is a sacred gift given to each of us and though we have the agency to spend it as we choose, I prefer to spend it wisely and with gratitude, not wasting a moment dwelling on anything that would not benefit or make ay Journey, Pi was interviewed in the hospital by two men from the Japanese Ministry of Transport who were hoping to find the cause of the sinking cargo ship. Pi told them the story of his Journey. In his story, he noticed the cargo ship was starting to sink in the midst of a terrible storm. He frantically alerted the crewmembers, which only spoke Chinese. They put a life Jacket on him and tossed him into the lifeboat, where a tiger was hiding under the tarpaulin. Soon after, a zebra Jumped in breaking its leg on the landing followed by a hyena. After the ship had sunk, an rangutan appeared floating on a large bundle of bananas. Because the zebra was helpless, the hyena decided to start eating it. This upset the orangutan, but it couldnt put up with a fght against the vicious, starving hyena. Once the hyena was finished eating what it could of the zebra and orangutan, the Bengal tiger also known as Richard Parker, attacked the hyena, which hopelessly surrendered. The Japanese men didnt believe him. They found it impossible that there could have been a tiger on the lifeboat and that an orangutan floated its way to the lifeboat on a bundle of ananas, saying that bananas dont even float. To test the validity of the story, Pi insisted that they fill the nearby sink with water and a bundle of bananas. To their surprise, the bananas floated. Still, they had plenty of doubts. The Japanese men wanted to bring back a story that was more believable. So, Pi told a different story. Instead of a hyena, it was the cook; his mother took place of the orangutan, and the sailor represented the zebra. He paralleled his original story to the second one, in disturbing, graphic detail. Instead of the hyena killing and eating the zebra and rangutan, it was the cook who killed and ate the sailor and his mother; instead of Richard Parker killing the hyena, it was Pi who killed the cook. The two men decided that they liked the first story more. Pi represented himself as Richard Parker. I am still struggling to figure out what the stories mean, especially the one about the Meerkat Island, where Pi and Richard Parker drifted to an island covered in algae and populated with thousands of meerkats. One night, after a few weeks of making themselves feel at home, Pi noticed something strange as he was getting his bed situated in a tree. As it got dark, all of the meerkats ran towards the forest and up the trees. He started to wonder why they were all frantically running away until he saw many dead fish floating to the top of one of the fresh water ponds. Meanwhile, Richard Parker slept in the lifeboat. It turned out that at night, the ground scorched their feet. In the morning, Pi noticed some fruit wrapped in vines and leaves hanging in only one specific tree and Just a small part of it. He climbed up the tree to pick one of the fruit, but as he unraveled the leaves, he found something else: a human tooth. Puzzled, he checked the rest of them. There were a total of thirty-two rotting human teeth. This caused him to suspect that the island was carnivorous and that an unlucky soul must have found the island but made the mistake of staying too long. Pi took this as his sign to leave the island and continue on his way in the Pacific. Though I dont know the meaning of some of these stories, I do have an idea that the Bengal tiger represents Pis animal instinct. With this in mind, I find it interesting that the only time Pi and Richard Parker were separated was when they were on the island. They were rarely seen together and Richard Parker even slept in the boat off the shore of the island while Pi slept high in a tree. But once he left the island, he and have survived. For example, on the Journey he had to apply it by killing and eating fish, which as a vegetarian he had never thought he would do. Life of Pi challenged me to think in ways I normally wouldnt. It took me out of my happy, blessed world, and instead put me in one life-threatening situation after another. Every time an event would happen in the book, I had to stop for a moment and ponder how I would have reacted or what I would have done in Pis position. Its easy for me to say that I would never hurt a living soul such as a fish even if I were under the influence of starvation, but maybe I would be so desperate that I wouldnt have to think twice. I certainly know I wouldnt be able to last as long as P. I think part of what helped him survive was his task of keeping Richard Parker alive. It gave him a sense of purpose and a reason to continue living. Perhaps it is important that I find my Richard Parker so that I may have a purpose to living a satisfying life. Martel, Yann. Life of Pi: A Novel. New York: Harcourt, 2001. Print.

Make Mind Maps that Stick with Labels

Make Mind Maps that Stick with Labels Adhesive address or shipping labels come in a variety of shapes and sizes, which makes them ideal for a variety of activities in the classroom.   One way to use labels to encourage critical thinking in the classroom is to have students use labels printed with ideas or topics from a unit of study in order to create mind-maps or diagrams that visually organize information on a topic. The mind-map is an interdisciplinary strategy where a student or group of students build(s) off a single concept or idea: a drama, an element in chemistry, a biography, a vocabulary word, a event in history, a commercial product. The concept or idea is placed in the center of a blank sheet of paper and   representations of other ideas are connected to that central concept are added, branching out in all directions on the page. Teachers can use mind-maps as a review exercise, a formative assessment, or interim assessment tool, by providing students individually or in groups with printed labels and asking students to organize the information in a way that shows relationships. Along with the topics or ideas provided on the labels, teachers can provide a few blanks and ask students to come up their own labels associated with the central idea to add to the mind map. Teachers can vary the exercise according to the the size of the paper that allow a few students (poster size) or a large group of students (wall size) to work collaboratively on the mind-map. In preparing the labels, teachers select words, phrases or symbols from a unit of study that are critical to developing student understanding.    Some interdisciplinary examples: Concepts or ideas on labels for Shakespeare’s play Romeo and Juliet (English Language Arts): Romeo, Juliet, Mercutio, Paris, Nurse, Friar Lawrence, a letter, a ring, Apothecary, Rosaline, â€Å"my only love sprung from my only hate†, â€Å"Two households, both alike in dignity.†Concepts or ideas on labels for a biography on Robert E. Lee (Social Studies): Washington College, West Point Military Academy,Mary Custis, Mexican War, Confederacy, President Lincoln, Jefferson Davis, Ulysses S. Grant, Traveller, Harper’s Ferry, Appomattox, the Army of Northern Virginia, Battle of Gettysburg.Concepts or ideas on labels for labels for iron (Chemistry): metal, atomic number, Earths outer and inner core, oxidation states, transitional metal, boiling point, melting point, isotopes, chemical compound(s), industry. Labels can be created in word processing software such as Word, Pages, and Google Docs and printed on products from manufacturers such as Avery or office supply stores. There are hundreds of templates for different sized labels ranging from full sheets 8.5† X 11†, large shipping labels 4.25 x 2.75, medium size labels 2.83 x 2.2, and small address labels 1.5 x 1. For those teachers who cannot afford the labels, there are templates that allow them to create their own without adhesive by using label templates made available by World Label, Co. Another alternative is to use the table feature in a word processing program. Why use labels? Why not have the students simply copy the ideas or concepts from a list onto the blank page? In this strategy providing pre-printed labels assures that all students will have the labels as common elements on each mind-map. There is value in having students compare and contrast the completed mind maps. A gallery walk that allows students to share the final product clearly illustrates the choices each student or groups of students made in organizing their identical labels. For teachers and students alike, this label strategy in creating mind-maps  visually demonstrates the multiple different points of view and learning styles in any class.

Learning Styles and Career Preference Coursework

Learning Styles and Career Preference - Coursework Example There are many factors which researchers believe to have some effect on the learning process in the lifecycle of an individual hence affecting career choice (Reid, p.27). Some of these factors are negative while others are positive in nature. The purpose of this research study is to determine whether the different learning styles have an impact on the career choice of an individual. The term learning style has had many definitions and one of them is the process of organizing facts and coming into touch with the reality. Career preference, on the other hand, may be defined as the choice of occupation necessary for one to make a living. The learning style, in this case, is the independent variable whereas the career preference is the dependent variable. The problem under investigation, in this case, is the effect of inadequate knowledge in learning styles on career preference. The purpose or objective of the study is important in that it gives a sense of direction to the researcher. The purpose of this study will be to determine whether there is a correlation between learning styles and the choice of occupation or career an individual selects. A hypothesis is important in any form of research and assists the researcher in sticking to the topic under investigation. The hypothesis of the study, in this case, is: there is a correlation between the learning styles and career choice of an individual. The significance of this study would be to assist tutors in different academic institutions to come up with the best strategies in assisting students in learning. It would also assist in assisting tutors to determine the best learning styles to be adopted for students on different career paths. This would enhance the education system and assist in ensuring that students acquire education in the most effective and efficient way possible. On the other hand, the research would ensure that the needs of the students are fully catered for in that they would feel comfortable learning through.

Concept Analysis of Consciousness Research Paper

Concept Analysis of Consciousness - Research Paper Example Concept Analysis: Pattern Recognition from Margaret A. Newman’s Theory of Health as Expanding Consciousness (HEC) Some people perceive health as the state or condition where there is the absence of a disease or disability, an assumption which triggered Newman into developing the theory of Health as Expanding Consciousness (HEC) (Newman, 2002). In most cases, these people who include those with health uncertainties, incapacitated, and eventual death; are usually associated or relate with nurses. Over the years, the concept has developed and it incorporates all people regardless of the presence or absence of a disease and/or a disability. The development of the HEC theory is attributed to Martha Roger’s theory of Unitary Human Beings, which holds that â€Å"patterning of persons in interaction with the environment is basic to the view that consciousness is a manifestation of an evolving pattern of person-environment interaction† (Newman, Gaines, and Snare, 2005). N ewman’s theory affirms that the universal process of expanding consciousness should encompass all types of people in every kind of situation regardless of their disabilities and hopelessness. Newman describes this process as that which makes one realize who they are and become one, helps a person to find some sense in living, and that which enables one to reach a new height of connectedness with the rest of the people and the world in general (Newman, 2008). Purpose of and Research Methodology Analysis of a concept is usually to provide the reader with a clear understanding and a detailed description of the concept in question, in this case, pattern recognition (Avant and Walker, 2005). This analysis can be done via implementation of a variety of analysis methodologies. However, this paper employs an analysis methodology developed and presented by Avant and Walker (2005). It identifies operational and theoretical definitions, definition of characteristics of the concepts, ide ntification of the antecedents and the consequences associated with the concept, examination or evaluation of cases in which the concept has been utilized and finally providing empirical referents to the concept. The Concept of Pattern Recognition According to Newman (2005), this concept makes a key component of the relational process of Health as Expanding Consciousness (HEC). In addition, Newman (2005) asserts that a series of visits unfolds the uniqueness of health patterning. Here, a special attention is paid to the development of whatever is required to be the outcome of the relationship that emerges between the nursing practitioner and the patient or client. Identification of patterns occurs in stages via the process of praxis rather than the whole process occurring once (Newman, 2005). Currently, the pattern of life of every person contains past information and probabilities of future occurrences. When a client decides to visit a nurse, it is obviously because things have sli ghtly or extremely changed from the usual and thus he or she requires an alternative regarding the client’s situation. The relating process of the clinician and the patient or client is a key facilitator to understanding of the patterns of a person. According to Newman (2005) the goals of pattern recognition include: Helping the client see and understand the current patterns Helping the client