The Wave Of The Future Is Drowning Out Very Quickly. All The Technolog

The wave of the future is drowning out very quickly. All the technology we have created will bit the dust before the systems really are used. At the end of the century all systems that have calendars to monitor systems or use calendars to show dates will shut down all at once. Major electronic systems such as elevators, alarm systems, fax machines, telephones, cars with computer systems will be nothing more than paper weights or wall designs nothing more. For years computers and electronic equipment were programmed to recognize a two digit year such as 98 for 1998. Consequently these systems may not function correctly when a new year appear as to be a lower number than the previous year, such as 00 for 2000. The year 2000 could be interpreted as 1900, causing major errors, stoppages, and unpredictable results that can seriously impact a business. The most electronically based operations would of the banking world were the date change would effect anything from tyme accounts to intere st balancing calculations. For example, in a banking application, if the interest is calculated for a given period by subtracting the years in two different dates, the code segment for above calculation will work if the given dates are between 01-Jan-1900 "How could the Year2000 Problem happen?" this is the first question asked by everyone who knows and hears of this problem. The Y2K problem has always been there and programmers were aware of this problem for years. Since programmers thought that the problem is to arise only after some decades, it was not given much importance. Now Y2K crisis is on top of us, the issue is critical universally. From the discussion of what is Y2K and how the problem arose,we are aware of the effect the problem will have. From the technical point of view two things could happen because of Y2K bugs. The first is that the system might crash . The programs will not be able to handle further calculation related to dates with zeros stored in them and there will be system failure. The system failure can be identified and can be rectified . The government has know about this problem for some time now And has set up committees to solve the problem before its too late, As a result of those committees, The Year 2000 Information and Readiness Disclosure Act was created. The Year 2000 Information and Readiness Disclosure Act is intended to promote the voluntary sharing of information needed to discover, avoid, or fix problems with year 2000 calculations in our nation?s software, computers, and technology products. In all civil litigation including certain antitrust actions, the Act limits the extent to which year 2000 statements can be the basis for liability and it prevents certain evidentiary uses, against the maker, of a subset of such statements. However, the Act ensures that only responsible, good faith information-sharing gets such protection. It is difficult to locate the Year2000 Problem. So the second eventuality is that the system will continue to perform various operations but the date calculations might be improper while the program is getting executed. The second problem is, in a way, more dangerous than the first because, before identification, the problem errors will creep in the data. The data will be calculated over and over again with erroneous dates and if the data of your system is provided to other systems then the effects of miscalculated dates could be far reaching. The Act encourages the use of the Internet to provide notice of all matters relating to year 2000 processing. In addition, the Act protects against disclosure and use in civil actions year 2000 information voluntarily provided to the government under a "special data gathering request." Finally, the Act creates a temporary exemption to the antitrust laws for sharing of year 2000 information, unless it results in an actual agreement to boycott, allocate markets, or fix prices. Not only will systems of everyday lives be affected, but the systems that save our lives every day will too. the Department of Transportation led by poor

Essay Samples On Personal Statement

Essay Samples On Personal StatementWhile there are plenty of essay samples on personal statement sample papers available for free, you might not know how to make them work for you. If you have a personal statement online, check it against sample personal statement and compare the two. If one is better than the other, then using it will be best.Use essay samples when you need one or when you have the freedom to write your own essay. It is very important that you do not go too far off track in creating a personal statement on your own. Even the most brilliant essays will not get anywhere if they are not backed up by the proper essay samples. When you have to write a personal statement for some reason, check it out and see if there are any essay samples that will work for you. If you have any trouble with this, the job of finding a personal statement sample may be daunting for you.The first thing you should do when you decide to use essay samples on personal statement sample papers is t o find a list of sample personal statement. These are available online in many places and can be downloaded from there. You can look at the samples and see if any that apply to you will fit your situation. For example, if you are a good writer and you like writing about yourself or a subject, you can use these samples.The first thing to do when you have to make a decision as to whether to use an original essay or a sample, is to read through both so that you can decide which one will work best for you. Both of these essay samples give you the same information, so there is no reason to use the original one. The best thing to do is find one that fits your situation the best. Sometimes, a personal statement that fits in the description of what you are going to write about is more effective.There are some good personal statement samples available and you should take a few minutes to check them out before you decide to use one. Keep in mind that if you use one of these sample essays, you are not required to change the tone or style of your personal statement. If you find it works, then that is what you will have to do.Some people do not want to use essay samples on personal statement because they find them difficult to use. The truth is, however, that if you use a few of these essay samples, you will be able to use them easily. They are very easy to read and you can use them without difficulty. While there are some essay samples that can take some time to understand, there are also some that you can use immediately.Use essay samples when you need to write an essay and not an essay. When you have a personal statement on your mind, check online or look at some samples, you will quickly be able to get started and create an essay that is sure to impress the admissions committee.

Differentiating for Learning Profile

Differentiating for Learning Profile Learning profiles refer to the ways in which learners are able to process and understand what they are taught. The main objective of differentiation by use of a learning profile is to establish an education system that effectively supports various forms of instruction, which can assist students with different learning abilities to study with ease.Advertising We will write a custom essay sample on Differentiating for Learning Profile specifically for you for only $16.05 $11/page Learn More The major components of the profile include the student’s learning styles, multiple intelligences, and learning environments (Adams Pierce, 2006, p. 53). This paper is aimed at making out the various differentiating methods as well as outlining how they work. It is difficult to find a classroom with students of the same intelligence quotient. Students differ in terms of language proficiency, readiness to learn, and the ability to understand what they are taught. In spite of these differences, students in the same classroom are all expected to understand and master the contents of what they are taught. Therefore, it is advisable that teachers develop teaching strategies that will ensure that every student learns with ease (Adams Pierce, 2006, p. 56). The leading principle in differentiated teaching styles is that the students learn best when they are allowed to relate their experiences and interests, to what they learn in the classroom. For that reason, the students get to master the concepts in curriculum when the instructors take them beyond the point where they require assistance in order to learn (Turville, 2008, p. 47). Differentiated learning requires an effective planning and the acknowledgement that students with different learning abilities have diverse experiences and interests when it comes to class work. There are various techniques that teachers can apply in differentiated learning for students with different learning abilities. T he first strategy is the differentiated process, which is based on how the students understand and absorb the concepts and skills they are taught. The differentiated process takes into consideration factors such as the student’s learning styles and the standards of performance that are required for a particular age (Tomlinson, 2001, p. 80). In the differentiated process, the students are allowed to learn based on the areas of the curriculum in which they experience most difficulties, or through the methods they feel are the easiest for them to understand what they are taught. Most teachers prefer to use the students’ multiple intelligence to provide the differentiated teaching based on the process (Tomlinson, 2001, p. 82).Advertising Looking for essay on education? Let's see if we can help you! Get your first paper with 15% OFF Learn More Multiple intelligences make it easy for teachers to categorize the students into different groups, including those who prefer practice in reading and the ones whose understanding is enhanced by manipulating objects that are associated with the content of what they are taught (Tomlinson, 2001, p. 83). The second strategy, the differentiated products, is based on what the student is able to produce in relation to what he is taught. In the differentiated product approach, the teacher can assign tasks to the students in accordance with how they master the concepts that they are taught, or in line with their preferences (Tomlinson, 2001, p. 86). The main objective of the differentiated product method, therefore, is to allow the students to demonstrate their understanding in relation to the concepts they have learned, based on their abilities, preferences, and interests (Tomlinson, 2001, p. 87). The last, the differentiated content, is based on the content that the students have been able to understand. Students are likely to show a varied level of mastery of the concepts that they have been ta ught; some students may demonstrate a partial mastery, while a good number of them may show a complete unfamiliarity with the concepts that are taught, even as some may demonstrate a perfect mastery (Tomlinson, 2001, p. 73). In the differentiated content approach, the teachers are expected to differentiate learning by designing tasks that include all the areas outlined in the Bloom’s taxonomy. The main advantage of differentiated content is that it allows the teachers to easily assign the students the specific content they are supposed to learn at a given time (Tomlinson, 2001, p. 74). The creation of a class that supports multiple ways of learning is done in two steps. First, a teacher should get to understand his or her students. This will help the teacher in determining the strengths of every student in a particular learning area. The teacher will also be able to identify each student’s interests and preferences (Turville, 2008, p. 49). The second step involves the identification of sections of the curriculum that are adaptable to the differentiated learning. This can be done by determining the best ideas for tasks, assessment, and activities that are related to a particular concept (Turville, 2008, p. 50).Advertising We will write a custom essay sample on Differentiating for Learning Profile specifically for you for only $16.05 $11/page Learn More The last activities of the teachers in the differentiated learning strategy involve adding variety to the teaching styles they carry out to ensure they assist the students in developing a repertoire approach to learning. The most effective ways of accomplishing these tasks entail developing a general work plan that can make easy and enhance the use of materials, space, time, and nurture the existing students’ abilities in the classroom. This approach also involves the adoption of brainstorming methods geared toward enhancing delivery techniques that target visual and auditory students, and the identification of other options for assessing the understanding and absorption rates of each student in the classroom (Adams, Pierce, 2006, p. 58). References Adams, C., Pierce, R. (2006). Differentiating instruction: A practical guide to tiered lessons in the elementary grades. Waco, TX: Prufrock Press. Turville, J. (2008). Differentiating by student learning preferences: Strategies and lesson plans. Larchmont, NY: Eye on Education. Tomlinson, C. A. (2001). How to differentiate instruction in mixed-ability classrooms. Alexandria, VA: Association for Supervision and Curriculum Development.

How Litter Trashes the Environment

How Litter Trashes the Environment Environmentalists consider littering a nasty side effect of our convenience-oriented disposable culture. Just to highlight the scope of the problem, California alone spends $28 million a year cleaning up and removing litter along its roadways. And once trash gets free, wind and weather move it from streets and highways to parks and waterways. One study found that 18 percent of litter ends up in rivers, streams, and oceans. In particular, the issue of microplastics is particularly dramatic in some parts of our oceans, including the Great Pacific Garbage Patch. Cigarettes a Major Cause of Litter Cigarette butts, snack wrappers and take-out food and beverage containers are the most commonly littered items. Cigarettes are one of the most insidious forms of litter: Each discarded butt takes 12 years to break down, all the while leaching toxic elements such as cadmium, lead, and arsenic into soil and waterways. Litter Typically Viewed as a Local Problem The burden of litter cleanup usually falls to local governments or community groups. Some U.S. states, including Alabama, California, Florida, Nebraska, Oklahoma, Texas, and Virginia, are taking strong measures to prevent litter through public education campaigns, and are spending millions of dollars yearly to clean up. British Columbia, Nova Scotia, and Newfoundland also have strong anti-litter campaigns. Keep America Beautiful and Litter Prevention Keep America Beautiful (KAB), the group known for its â€Å"crying Indian† anti-litter TV ads of bygone days, has been organizing litter cleanups across the United States since 1953. KAB has a strong track record of success in litter prevention, though it has been accused of doing the bidding of its industry founders and supporters (which include tobacco and beverage companies) by opposing many mandatory bottle- and can-recycling initiatives over the years and downplaying the issue of litter from cigarettes. Nonetheless, 2.8 million KAB volunteers picked up 200 million pounds of litter in KAB’s annual Great American Cleanup last year [2007]. Litter Prevention Around the World A more grassroots-oriented litter prevention group is Auntie Litter, which started in 1990 in Alabama to help educate students there about the importance of a healthy and clean environment. Today the group works internationally to help students, teachers, and parents eliminate litter in their communities. In Canada, the nonprofit Pitch-In Canada (PIC), founded in the late-1960s by some hippies in British Columbia, has since evolved into a professionally run national organization with a tough anti-litter agenda. Last year 3.5 million Canadians volunteered in PIC’s annual nationwide Cleanup Week. Only You Can Prevent Litter Doing your part to keep litter to a minimum is easy, but it takes vigilance. For starters, never let trash escape from your car, and make sure household garbage bins are sealed tightly so animals can’t get at the contents. Always remember to take your garbage with you upon leaving a park or other public space. And if you’re still smoking, isn’t saving the environment a compelling enough reason to finally quit? Also, if that stretch of roadway you drive every day to work is a haven for litter, offer to clean it up and keep it clean. Many cities and towns welcome â€Å"Adopt-A-Mile† sponsors for particularly litter-prone streets and highways, and your employer might even want to get in on the act by paying you for your volunteer time. Edited by Frederic Beaudry

Critical appraisal of company's CSR Essay Example | Topics and Well Written Essays - 3000 words

Critical appraisal of company's CSR - Essay Example Currently, there are over 7000 stores worldwide and employs more than 2.1 people, commonly referred to as associates according to Sam’s policy. The company also has thousands of departmental and discount stores all over the world. The headquarters of Wal-Mart Stores is in Bentonville, Arkansas. The company topped the list of Fortune Global 500 as one of the largest public companies based on revenue. The company publishes a report dubbed the Global Responsibility Report to keep the public informed. The report covers People, profit, and the planet. It informs the general public and customers the progress on various projects as well the earnings made annually. The report all emphasizes on equality and gender diversity in its associates. The company also has an advisory board on Gender Equality and Diversity, who role is to ensure equality and proper gender representation in the gender roles. This has seen an increase in the number of female leaders in the top leader from 23 873 in 2005 to 25,246 in 2010 (Wal-Mart Stores, 2013). As one, the multinational companies, Wal-Mart has adopted corporate social responsibility as one of its core business strategies. The store invests billions of dollars annually in a variety of projects to ensure its customers maintain confidence in the multinational company. From ethical sourcing, hunger relief, school nutrition programs, police and military family support, anti-malaria initiatives and small farmer market access, Wal-Mart stores CSR strategy is all round (Wal-Mart Stores, 2013). The firm engages in ethical sourcing of its associates. Previously, the firm had a court battle for employing underage kids in Bangladesh. As a result, the firm was in the spotlight for the wrong reasons. The firm has taken measures to overcome this negative perception by engaging in ethical sourcing of its employees. There is screening of employees when being hired in addition to practicing gender

The impact to the individual's participation in staff development Essay

The impact to the individual's participation in staff development - Essay Example Finally, two sections examine the theories of Hallinger and Kantamara (2003) and Bolom and Turner (2003). The objective of this literature review is to critically analyze the report whilst keeping the dissertation's objective, identified problems and aim or research questions as a guide. Further, the need for further research from new questions that will arise from this review will justify the need of the dissertation on the subject of why individuals have difficulties participating in staff development. Section I - Quality Education The fundamental question asked concerns education in the 21st century and challenges both future appropriateness of the educational system and its delivery. In reality, the 21st century is something we know very little about, as we are only just 10 years into this century and the new millennium. The future is unknown and therefore one can only forecast, project and extrapolate as to what might be, based on what is already know. Ideology in education is a n evolutionary process. Dominant views on education have influenced teachers for decades. For example, goals to provide equal opportunities and use of young people as a resource for the nation were initiated in from post-war years up to the early 1970s as part of economic expansion. Similarly, the Plowden Report supported child-centred teaching methods to focus on the unique development of each child, becoming known as ‘progressivism’. This ideology is Liberal Romanticism, which also values diversity and individual difference. In the early to mid-1970s, standards were said to have regressed (‘Black Papers’) because curriculum design and organization lacked rigor. In response, the ideology of Educational Conservatism was introduced which emphasized â€Å"the transmission of established social values, knowledge and culture through a subject-orientated approach,† as stated by Pollard & Tann (1990 p 40). The good teacher would reflect on such ideologies and extract ‘the wheat from the chaff’ to improve his own approach to teaching. While such pragmatic values seem promising in theory, the reality of the situation is such that teacher training and curriculum development must develop more objective means of understanding. While the good teacher should have a thirst for continual improvement, this best occurs within an objective framework. As previously mentioned, I personally self-assess my own performance at the end of each lesson. If a lesson has been observed or I have been using classroom assistants, I actively seek their constructive criticism, as I want to be become not only a good teacher but a first class one. Such self-reflexivity is best supplemented with the university model. Pollard & Tann (1990 p 14) state â€Å"practical experience and related discussions at university seem to be more powerful influences for PGCE students on their professional development than their subject studies.† In attempting to become a first class teacher, I found this to be consistently accurate. I am always willing to learn from experienced professionals and lectures. When not teaching, I use the time to observe others to learn valuable experiences. I found my university workshops an excellent source of ideas and an excellent forum to share and learn the best practices. The question to be asked is not â€Å"what is the reason for education?† but â€Å"is it a good education?† A good education should seek to â€Å"

The Mergers And Acquisitions Management Essay

The Mergers And Acquisitions Management Essay In May of 1998, two of the largest car manufacturers in the business Daimler-Benz and Chrysler Corporation agreed to combine their organizations in what they agreed to be an egalitarian merger. Egalitarianism is a cultural value which represents the opposite of a hierarchy (Brett and Okumura, 1998) and which communicates the nature of the companys social structure (Brett, 2000). Whereas an organizational social structure defined by hierarchy demands respect, advantage, and authority to those in the top tier of the corporation, an egalitarian social structure places less demands on lower-level staff members, based on the premise that superior status is subject to change (Brett, 2000). However, an egalitarian merger would prove to be a challenge as German and American styles of management appeared to be polar opposites. German organizational structure was authoritarian, bureaucratic, and centralized; while American organizational structure was mostly participative, empowered, and ega litarian. To further complicate company relations, a statement emitted by Jurgen Schrempp in an interview with the Financial Times (1999), indicated the true intentions of the transaction, stating that the merger was never intended to be among equals. Such a statement revealed inherent flaws in communication which would disrupt perceived trustworthiness of Daimler-Benz, as well as control issues based on mutual misunderstanding as a result mutual insensitivity to cultural differences. Because an autocratic management style predominated in Daimler Benz, the acquisition instilled a sense of entitlement to authoritarian values within the German company, imposing upon Chrysler a top-down management approach which disregarded existing Chrysler company values and interpersonal dynamics. However, Chrysler also failed to recognize and adapt to dominating German styles of operation, choosing to adopt a more passive approach which reduced effective leadership within the American workforce. Because cross-cultural integration was so poorly prioritized within the Daimler-Chrysler merger, steps to generating a more adaptive response to the merger are recommended. First and foremost, both companies should create contingencies to account for the integration of potentially dissonant company values. Culture is a highly influential variable which must be thoroughly researched and communicated to both parties in order to create a higher understanding of mutual approaches. Once culturally sensitized, organizations must create and implement new organizational values which transcend both parties particular cultures, in order to create a third culture in which communication and productivity is based on awareness, respect, and commitment to fulfilling mutual company goals. Thus, by appointing an integration manager, the acquired company should report arising doubts stemming from the cultural aspects of the merger. In addition, company restructuring and related downsizing should be do ne as quickly and as respectfully as possible, in order to increase organizational efficiency. Finally, inclusive team-building amongst both entities should be promoted in order to generate innovative problem-solving ideas which strengthen and unite company relations. What is a merger? In general, a merger can be defined as the integration of an acquired company into the existing, acquiring company. In terms of finance, an acquiring company purchases the majority of shares from the acquired company, thus merging both assets into one expanding share. A merger tends to be a permanent arrangement and usually the company who acquires the shares retains its namesake. The International Competition Network identifies three major types of merger transactions: Share Acquisitions, Asset Acquisitions, and Joint Ventures. A share acquisition is defined by obtaining a controlling equity interest in the target such that it can exercise decisive influence over the targets business operations (ICN, 2010). On the other hand, an asset acquisition is defined as a buyout strategy in which valuable elements rather than shares of a financially unstable company are purchased. Furthermore, the acquiring company can choose which specific assets or liabilities it wants to purchase. Finall y, a joint venture is defined as a partnership between two companies which participate in a transaction of shared risks and assets for mutual benefit. Joint ventures are commonly proposed to domestic companies of a designated region by foreign companies who wish to expand their markets. In this transaction, the foreign company usually provides an advantage in technology and materials while the domestic company provides established contacts, brand recognition, and fulfillment of required government procedures. Synergy: Reasons for Mergers Synergy is the belief that current productivity levels and overall value of two separate companies will be greater following the integration of both. Schweiger Very (2003) identify four elements which comprise synergy: cost, revenue, market power, and intangibles. A cost synergy implies reducing overall organizational costs of administration and sales, as well as promoting functional consolidation and optimizing sales force and distribution, among others. Revenue synergies are associated with increasing volume of sales by selling products throughout a variety of markets with the intention of reducing fixed production costs. Market power is related to the acquisition of a competing market in order to maintain or increase product prices. Finally, intangibles refer to the ability to successfully transfer expertise and brand-name power to the acquired company (Haspeslagh Jemison, 1991). Synergies provide a company with the motivation necessary to pursue a merger. Supported by the various synergies are various strategic reasons for pursuing a merger. Schweiger Very (2003) identify 5 particular objectives to be fulfilled by mergers: geographic market consolidation, extension of technology, services or products, and geographic market expansion, among entering a new business and vertical integration which is the process of becoming a supplier or distributor in order to increase company value. Once a company has been acquired and the merger fulfilled, it is important to fulfill certain variables in order to achieve a smooth transition of company management. The level and speed of integration are crucial to organizational adaptation and will vary in success depending on applied integration strategy, organizational culture, and employed acculturation strategies. Acculturation refers to the process in which the acquired company adopts the acquiring companys organizational culture as its own. It is argued that a successful integration of company values is a greater predictor of overall company progress than financial or strategic factors (Larsson Lubatkin, 2001). An acquired company which retains a high degree of autonomy and cultural identity is indicative of a successful integration. However, a company which abandons its cultural identity and structure in favor of the acquiring companys identity suggests previous failure and distrust of proper capacities to succeed. Quality of communication is also a fundamental factor in achieving post-merger success. Poor communication between organizations can lead to a perceived lack of trust and caring by the acquired company, as well as a decrease in commitment and satisfaction. In addition, the degree of retained autonomy displayed by the acquired company directly relates to the level of integration achieved by the company: A higher level of autonomy is suggestive of a low level of integration, and vice versa. Although a certain level of autonomy can be beneficial for the acquired company, it can prove to be counterproductive if it does not correspond to the defining terms of the merger acquisition. Mergers and the Importance of Organizational Change Change provides a company with the opportunity to develop, expand, and progress. Future-oriented theories define organizational change as the process of setting, executing, and renewing company goals in order to achieve an ideal state of relevance and innovation. Similarly, life-cycle theories explain change as an externally-dependent process which evolves through various stages: birth (or emergence), growth (or development), maturation, and decline. Finally, dialectical theory compares organizations to multicultural societies with clashing values which generate change. In any case, an organization which embraces change demonstrates its capability to adapt and thrive on an ever-evolving marketplace. Similarly, employees who adapt to implemented organizational changes experience enhanced satisfaction in their performance, additional to as a greater sense of involvement in their work environment. If embraced properly, positively-promoted change can create a stimulating environment ripe for innovation, as well as a renewed sense of commitment to the company. Thus, effective leadership during transitional states of implemented change is crucial to decreasing employee stress while increasing overall productivity (Halkos, 2012). Reasons for Failure of Organizational Change Many factors contribute to failure to adapt to change within an organization. Specifically, there are 6 fundamental factors which influence unsuccessful implementation of change: premature or insufficient willingness to change, lack of contingencies to support the change, expecting immediate results, focus on change as opposed to results, leadership and management deficiencies, and divergence between planned strategy and circumstances of change (Yhang, Zuo, Yu, 2009). In addition, research by Amburgey, Kelly, Barnett (1993) has found support for Hannan Freemans (1984) Structural Inertia Theory, which states that both internal and external constraints greatly influence the outcome of organizational change. Section 1: Daimler-Chrysler Merger: A Cultural Mismatch Q.1 Mergers and Acquisitions take place to realize the synergies between the two or more companies involved. Using Cultural theories, explain why do you think the Daimler-Chrysler merger failed to realize the synergies that were expected from it? The merger between Daimler-Chrysler failed to fulfill synergic expectancies because appropriate steps to ensure adequate integration between two organizational cultures were not implemented. Daimler-Benz did not effectively communicate their true intentions regarding the merger with Chrysler, initially setting expectancies for a joint-venture equalitarian status which was later revoked by Daimler-appointed, Chrysler USA CEO Juergen Schrempp. This lack of communication created expectancies of equality and autonomy among Chrysler employees which were disregarded post-merger. However, Chrysler USA showed lack of leadership in adapting to the new model of organizational structure implemented by Daimler-Benz, thus increasing levels of stress among employees while reducing perceived trust in leadership capabilities, level of commitment to the company, productivity and job satisfaction. Cultural differences were vast, and failed to adapt to typical inclusion challenges faced by foreign companies intending to establish their presence in domestic markets. Whereas the German organization displayed the level of formality, precision, bureaucracy and orientation to detail typical of autocratic and bureaucratic styles of management, leadership within Chrysler USA inclined towards a participative approach which valued empowerment and egalitarian relations. In order to minimize cultural clash, Schrempp allowed each company to retain their own structural and cultural approaches, suggesting the adoption of a separatist mode of acculturation. However, the lack of communication which accompanied this decision failed to address the uncertainties in organizational procedure brought by the merger, in addition to the true intentions of Daimler-Benz to acquire the company as a subsidiary and not as an equal partner. Thus, the true nature of the merger was revealed in the way Daimler- Benz promoted cultural assimilation without regard to existing structure in Chrysler USA. Q.2 Many a Cross Cultural mergers have failed because proper attention was not given to the difference in cultures between the two companies. What issues should be addressed to make cross culture merger a success? Include an Action plan in your recommendation section. In order for a cross-culture merger to be a success, cultural issues must be assessed and addressed as thoroughly as possible in order to dispel uncertainty which may give rise to increasing tension and diminished productivity in the workplace. To further any plans without assessing overall adaptation to newly-implemented changes would hinder any opportunities for organizational development. A merger that is both culturally aware and financially sound is fundamental to achieving success as a newly-formed corporation entity. Even though Daimler-Benz eventually attempted to increase cultural awareness within its organization by promoting seminars on cultural awareness, learning the language and experimenting with a casual dress code, cultural integration remained ineffective as both parties were still heavily entrenched in the bases of their pre-existing organizational structure. American employees were encouraged to learn the German language and increase specificity in their planning, but remained fundamentally adrift in their leadership while their German counterparts continued to eliminate Chrysler authority by replacing top-tier management with German executives. Essentially, both organizations resisted the changes implemented by the merger and did not manage a successful integration of company cultures. Because of the complexity involved in adapting and conforming to external cultural values, a new approach focusing on promoting a Third Culture has been suggested by a growing body of research as a way to demonstrate respect for pre-existing cultural identities within the organization. Yan and Luo (2001) suggest a series of actions to motivate intercultural learning. A partners level of commitment and negotiating skills should be thoroughly assessed; flow of knowledge should be constantly improved through effective communication; and inter-organizational trust should be reinforced (Graen, 2003). In addition, Graen Wakabayashi (1994) suggest an alignment of diverging cultures by implementing the LMX Third Culture Way, an overall procedural strategy which encourages mutual respect among cultures, as well as the acceptance and commitment of both parties to a mutual way of fulfilling the merger transactions objectives. Subsequently, acquired knowledge should be integrated successfully i n organizational practices (Graen, 2003), and knowledge leaks should be prevented in order to maintain organizational unity and edge. Similarly, overdependence in either one of the parties should be avoided, instead incentivizing employees from both parties to provide efficient and innovative suggestions. Finally, all acquired knowledge should be implemented in company culture and promoted through frequent and effective communication, and consultancy and support for both parties should be provided throughout every stage of the merging process. Such support would assist organizational transition by promoting a general understanding of distinct cultural values and potential attitudes and behaviors related to each of the involved parties. In turn, promoting a companys own awareness helps develop consciousness of typical behaviors inherent in the company and their influence on others, thus developing a greater level of cultural sensitivity which fosters more effective inter-management a nd management-employee relationships. Finally, constant promotion and reinforcement of third-culture values increase trust and perceived competence among both entities, increasing the overall effectiveness of communication. Section 2: Renault Enters India with a Joint Venture Q1. Examine the factors that influenced Renaults Decision to choose a joint venture entry mode as opposed to Green Field entry mode to enter the Indian market. Include in your answer an explanation of how the characteristics of India have affected this decision. As previously discussed, a joint venture is a strategic merger approach typically employed by a company that wishes to corner a foreign market. By approaching Mahindra and Mahindra (subsidiary of Nissan) as a joint venture, it seizes the opportunity to create a lasting, egalitarian relationship between both parties, in a dynamic which delegates autonomy and expertise to the Indian company while benefitting from the familiarity of its brand name and knowledge of domestic markets. However, profitable benefits are mutual as Mahindra and Mahindra disregard their allegedly small stake in the Indian subsidiary of Ford in order to gain a 20 per cent share of the total auto market in India. Q2. Discuss the main advantages and disadvantages for Renault using a Joint Venture mode compared to a Green Field entry mode. Explain the main differences between the two modes in terms of control, risk, and flexibility. Include an action plan which includes some steps to portray Renault as a good corporate citizen to reduce its political risk. In general, a joint venture with Mahindra and Mahindra allowed Renault to benefit from valuable, strategic assets, as well as a quicker and more formidable entry into a competitive, locally-cornered market. Had Renault approached the Indian market through Green Field Entry, it would have spent additional costs in starting a foreign subsidiary and forgone the invaluable expertise and established market shares it earned through the partnership with Mahindra. Furthermore, an analytical gaze at the Indian automobile market reveals that India is developing exponentially, with its southern cluster alone holding a 35 percent revenue share. Had Renault opted for the Green Field approach, it would have had to face a deeply competitive market with no realistic, cost-effective strategy of entry. Alternatively, both companies have demonstrated a successful adaptation to the merger by focusing on the strategies necessary to achieve mutual benefit. As previously suggested by Yan and Luo (2004), both Renault and Mahindra promote business interactions characterized by Third Culture elements, by incentivizing effective performance by communicating their company objectives and expectations in a direct manner, also reinforcing trust and productivity among both organizations. However, one frequent problem resulting from joint ventures relates to attitude changes by one of the owners (Miller Glen, 1997), suggesting difficulties in aspects of control. Diverging interests in products, disregard for more cost-effective sourcing, and mutual misunderstanding based on insensitivity to cultural differences are only a few of the issues arising from control problems. Thus, it is important for both Renault and Mahindra to continue fostering a Third Culture approach to their relations by contin ually generating cultural awareness and securing valuable knowledge produced by their interactions and joint experiences, as well as by increasing overall organizational flexibility when approaching overlapping company structures. Conclusions Mergers occur for various reasons, which include: increased mutual profit, market power, and intangible assets such as shared expertise. However, the process of merging to distinct companies with particular organizational cultures and structures can prove to be challenging to both parties, especially in regards to integrating new objectives and culturally-influenced expectations of productivity. As seen in the case study of Daimler-Chrysler, an inappropriate communication dynamic, as well as intercultural resistance, diminished the potential to achieve greater levels of productivity and satisfaction among both parties and failed to extinguish increasing levels of stress and distrust among the acquiring and acquired entities. In order to increase opportunities for a successful multicultural merger, both organizations should raise cultural awareness amongst each other through direct and respectful feedback and a constant and secure influx of knowledge which reinforces a general and uni ting third culture.