Contemporary corporate governance issues Essay Example | Topics and Well Written Essays - 2750 words

Contemporary corporate governance issues - Essay Example Corporate governance has emerged as new buzzword in the modern world as far as the world of business is concerned. Generally, corporate governance is concerned with activities aimed at directing and controlling the activities of an organization, and this is done through establishment of structures, rules, and procedures that are critical in decision-making process (Baker and Anderson, 2010). The rise and development of corporate governance has brought into perspective the role, position, and importance of different stakeholders of a company. In most cases, the function, capability, and continuity of a company are attached to the behavior and relationships of different stakeholders (Baker and Anderson, 2010). The company has different stakeholders who, in one way or the other, contribute to the success and performance of the company. Major stakeholders of a company include board of governors, chief executive officer, management team, employees, customers, suppliers, society, and share holders (Davies, 2006). However, in recent times, there has been emerging debate with regard to the role and level of importance of different stakeholders of a company. There are those who view shareholders given their role as proprietors of capital to be the most important stakeholders and whose needs the company has to serve (McTaggart and Kontes 1993). On the other hand, there are those who think that, although shareholders have played a key role in providing capital and other critical investments, their possession without responsibility translates to nothing, and as a result, they have to give equal importance to other stakeholders such as employees and customers (Mallin, 2007). Still, there is another group that believes that a balance can be created so that there is no particular favor of one stakeholder, and that all stakeholders have to be considered equal and their needs satisfied equally without sabotaging the needs of others (Brink, 2011). Therefore, it may take time befo re perfect and meaningful consensus is reached. However, this is likely not to bring to stop the continued debate on the role and level of importance of different stakeholders. More debates, suggestions, criticisms, and all kinds of discussions are likely to come up in an attempt to divulge more information and understanding on these new emerging issues in corporate governance. Motivated by these aspects, the aim of this paper is to concisely make an argument with regard to the extent a company exists for the benefit of its shareholders. In doing so, attempt is made to discuss agency theory and the potential problems likely to emerge when such theories are put into practice. Shareholders Shareholders in any organization are viewed to be the suppliers of capital, and in return, they are likely to demand for corporate efficiency, honesty, productivity, and profitability (Freeman, Harrison, Wicks, Parmar, and De Colle, 2010). In this way, shareholders are perceived to possess and execu te certain powers that directly show the ability to control the functions. In doing so, the shareholders are motivated by their investments in the company, which they want or demand to bring positive returns and profits (Bain and Barker, 2010). For a long time, theories such as agency theory have tried to evaluate the role and position of shareholders and subsequently, justified why there is need to maintain and enhance shareholders value as a paramount thing in the organization and throughout its lifetime (Mallin, 2007). Shareholders, as the prime investors in the organization, are perceived to be the owners of the company and their interests are likely to supersede all other interests. Once they have invested in the company, shareholders are likely to manifest different motives, behaviors, and even ambitions. All these

Belonging Essay Essay Example for Free

Belonging Essay Essay As human individuals, we search for a niche to which we belong. It is ingrained within human nature to want for acceptance, for inclusion. This primal instinct drives our actions, often altering the perceptions we form of both others and ourselves. Barriers to belonging can negatively affect us psychologically and personally. Our individuality may be questioned due to social, cultural or historical influences. However, the effects of external pressures will be minimal if an individual is already confident in themselves. A study of the collection of poems, ‘Immigrant Chronicles’ by Peter Skrzynecki and the book ‘The Island’ by composer Amir Greer explore the multiple facets involved in the dynamic process of belonging or not belonging. If we are able to have a place in which we belong, our sense of self can be sustained. The heritage and experiences which an individual has within a culture cannot be forgotten; instead they may even become stronger. When placed in a new and confronting environment we can draw on past routine to provide comfort and security. The poem, ‘Felicks Skrzynecki’ written by composer, Peter Skrzynecki, uses poetic devices to explore how an individual can maintain a sense of belonging due to a strong cultural identity. Multiple descriptions throughout the poem display how Felicks is not affected by his lack of belonging to Australia, ‘Did your father ever try to learn English?’ instead he remains confident in his sense of self and is able to develop a distinct identity as shown through the metaphor â€Å"kept pace only with the Joneses/of his own mind’s making†. The commitment which he has for his garden, ‘walked it’s paths ten times around the world’, highlight how he has been successful in creating an environment to which he belongs and is happy and content. Felicks remains unaffected by the way he is judged by a society, for example his ability to draw upon past memories and experiences with his polish friends. Belonging to a place and culture remains ingrained within us, even when in a foreign environment. By establishing a strong connection to place an individual can maintain a sense of self; a strong bond will continue to enrich an individual’s lifestyle. Lacking a place to belong to has adverse effects on a sense of individuality. The poem ‘Felicks Skrzynecki’ explores difficulty of integrating into a contemporary Australian society. The persona within the poem is unable to form a connection to his past heritage displayed with the repetitive use of the exclusive pronoun ‘his’; ‘his garden’, ‘his polish friends’ and ‘his house’. The disconnection between father and son is highlighted through emotive simile, ‘loved his garden like an only child’. The strong juxtaposition between the two emphasises their differences and the struggle which the main person has. He is caught between two cultures, his Polish Heritage and the Australian society, and is unsure of which he belongs to; ‘words he taught me, remnants of a language I inherited unknowingly’. The main persona in the poem, ‘Felicks Skrzynecki’ suffers psychologically because he is unable to discover who he is or find a place to which he belongs. The sense of dislocation in Australia stems from conflict of a polish heritage he cannot remember. Lacking a sense of belonging to place inhibits the ability to form a sense of self; furthermore these negative experiences can accumulate and be detrimental to individuality. The choice of whether to belong, or not, is complex. Instinct drives us to crave for the acceptance of others; and to integrate into a society. The traits which make us unique and interesting individuals can be alienating and preventing belonging. Composer, Peter Skrzyneckis poem ‘St Patricks College’ is a personal recount of his experiences as a migrant undergoing education in Australia. The persona in the poem experiences a disconnection to the place and culture, which negatively affects his wellbeing. The mothers desire for her son to be seen as equal to others, through a common ‘uniform’, compels her to enrol him in an upper class school. Symbolism throughout the poem establishes the mothers need for her son belong as she is, ‘impressed by the uniforms of her employers sons’ The persona is clearly uncomfortable in his school, due to differences between he and the other students. Repetition of his mothers words, ‘What was best’ j uxtaposes with the personas opinion, ‘the darkness that surrounded me wasn’t â€Å"for the best† ’. As demonstrated in ‘St Patricks College’ not belonging will have adverse effects on an individual’s sense of self. Similarly in Amir Greders Picture Book, ‘The Island’ the alienation of an individual due to physical differences is  explored. The first impression which we form of others is based on how we see them and these physical differences can create barriers to belonging. Greder has incorporated a range of visual techniques to explore this flaw in humanity. The islanders are portrayed through illustrations as brutish, with stout legs, broad foreheads, blunted noses and large hands. The distortion of their features contrasts strongly to the newcomer who is naked, thin and small. Highlighting his vulnerability; in comparison to the fully clothed and pitchfork wielding islanders, ‘he wasn’t like them’. The islanders fear of the newcomer, who ‘haunted their days and often their dreams’, is enhanced by emotive exagge ration of their facial expressions. Gossip about his dissimilarity is made into a story to scare children, for example the school teacher who gives lectures ‘about savages and their strange ways’. The text aims to be didactic whilst displaying flaws in human nature. It forces the audience to question the moral values of those ‘monstrous’ figures. The islanders isolate him completely from their community ‘locking him in the stables’. Distrust of those who look or sound different causes groups of people to act in a harsh and inhumane manner. Individuals who are unable to conform whether it is due to physical differences or choice may be isolated or discriminated against by the society. When trying to belong it is integral that we first are able to define ourselves. This occurs through connections and experiences with places, people and cultures. Both Peter Skrzynecki and Amir Greder have explored the multiple aspects which are involved in the formation of an individual’s identity and various barriers to belonging, which prevent inclusion and acceptance. All three texts explore the issue involved in the migrant experience, issues of dislocation and lacking identity. The human experience is constantly being challenged by external pressures. Nevertheless when an individual is able to establish who they are, without relying on others, they become an independent individual. These individuals do not require a place or group to feel as if they belong, and instead belong to themselves.

Invasive or Exotic Species :: Environment, Plants, Animals

Today, Plants and animals usually can travel around the world in a matter of hours to days through planes or by ship. Usually their presence is harmful, yet some scientists believe that they can actually be a catalyst for biodiversity! Invasive or exotic species have altered the Chesapeake Bay region; with both a negative and positive impact. â€Å"Exotic species are plants, animals or microbes that have been transported from one geographic region to another.† (5) They are moved from an area where their evolution balance is set, into an area where they may not have any natural competitors. Invasive or exotic species can cause a major impact to our environment. They can put ecosystems at risk by changing an entire environment, replace other species that are native to the environment, and even damage human activities such as fishing. (1) Once introduced into a new environment, Invasive species throw off the ecological balance of the area. They may not have natural predators and can outcompete natural organisms; giving them the opportunity for fast growth throughout the environment! (The nature Conservancy, 2004) Invasive species are even the one of the top reasons why some of our endangered species are threatened. The graph to the left shows that about 50 percent of threatened or affected endangered species were du e to these exotic species! In the United States alone there are many invasive and exotic species already established! According to the Exotics in the Chesapeake, â€Å"At least 4,500 species have established free-living populations in the U.s.† (3) These species have even shown through in the waters around us! I do believe that these Invasive and Exotic species have even altered the Chesapeake Bay region and that these alterations aren’t always predictable! For instance, Oysters in the Chesapeake Bay have suffered since their parasites Dermo and MSX were introduced into the area as exotics.(3) Oysters fundamental role is to abolish the algae in the water; yet with the decline of oysters there is a major demolish in the bay ecosystem. (3) This is not just affecting the bay, it is also affecting oyster fishery bringing much economic loss. (3) Other examples would include the mute swan; which acts aggressive towards other birds in the area. (2) Even though there are many downfalls to these species many could bring good. The Hydrilla plant might take control and replace other native plants; yet can also benefit the bay.

Child Sex Abuse

Child Sexual abuse â€Å"All my childhood lived a dual life-when I was being abused, and the life when I wasn't. â€Å"-Harris leery, an Indian survivor of child sexual abuse, who had a tremendously shocking childhood. Whenever I think about his suffering, my soul starts to tremble with nauseating. For about 11 years of his life, he used to get raped in the place, what we call home; however†¦ For a 7 year old Harris, his home used to be worse than the hell whenever his soul used to be sucked by a Demented of his family.It's not only about Harris or Indian children; all around the world children have been victimized by inhumane abusers. â€Å"In JACK, 1 in 20 children have been sexually abused†-NSP. 18,91 5. This humongous number is the number of children sexually abused in 2012/2013 in England and Wales; imagine the number in the UK, Europe and the world. Think! May be, the person sitting next to you might was, is or going to be sexually abused. You, your friend or your family member might be one of them. Is this the modern world: the 21st century?I don't think so! These children are the future; and our future seems to be blemishing because these buds are put to sleep before they emerge and blossom as flowers. Help! Help! The children's soul screams but in the silence. Those little and pure minds are tortured, threatened and tormented till they give up. New research suggests children who are repeatedly abused, or are abused by a member of their immediate family, are at higher risk of attempting suicide in later life. Help these children. It feels nice.

Social Stratification

Question: What are the causes of social stratification in the Caribbean? Throughout our lives, there must have been some form of categorization whether your complexion or financial status. Even in today’s society, people are judged and put into groups based on their race or even sometimes religion. This is known as Social Stratification. This however could not be possible without a diversed Caribbean that is present today. Cultural Diversity then speaks about the different ethnic traditions such as custom, race and language that are found in the society. Take for example Jamaica that has a motto â€Å"Out of Many One People†. This can be seen as a perfect example as many different races or ethnic groups reside in Jamaica and widely the Caribbean. As a result, a means of Social Stratification takes place in the society. Mohammad (2007) states that it is a ranking system which organizes or places persons in the society in a hierarchy. In addition, it can be classified as a characteristic of society as it appears to be present in most of our Caribbean islands. Although this is viewed as a form of inequality, the system was derived from events that took place some years ago. The main causes of social stratification are the Plantation System, Emancipation and Social Mobility. Historically, this system started on the fields of the sugar plantation. The persons who toiled in the hot sun in the fields were known as slaves and were viewed as the â€Å"lesser people†. Their masters however were the opposite as they had all the power and wealth so they were seen as more highly and respectable individuals. A distinction between them had begun as the gap between them had gotten bigger due to the mobility of the masters. A hierarchy was built and the slaves could be seen at the bottom due to the bias judgment of the pigment of their skin. During this period of history according to Greenwood (2003), a middle class was also developed owning to the fact that not all persons were classified as slaves or whites. Therefore a middle class was now a part of the hierarchy and they were called the mulattos. These sets of people were still judged on the colour of their skin and the materialistic things that they owned. This brought much segregation and division among them because of the differing cultures and the whites believing that they were better than others around them. Emancipation which took place years after the Plantation System with the slaves also helped with Social stratification that most Caribbean islands are experiencing now. Emancipation is the period in history when many of the African slaves got freed. Despite the fact that freeing the slaves was indeed an advantage to them, it brought a negative effect. With freedom came the advantage of schooling and getting educated, however not many persons were able to go forward with it. There was a division among the Blacks or the ex-slaves as only the better ones were able to get the chance to be taught. When this took place, many of the ex-slaves felt that they were lesser than even their own race or group and so there was categorizing present as even the whites were then divided into two groups, the Petite and the Blancs. This caused much hatred among them as social status made them feel as though they were superior to others. With the use of the hierarchy, there must have been some movement of persons whether up or down the ranking of the social ladder. This is known as social mobility; which even in today’s society it is taking place. It is even taking place as we speak. Mohammed (2007) states â€Å"Education is the primary means of accessing social mobility throughout the region† (p. 65). It is through education that most of the Caribbean leaders rise to such high authority or positions. Even in today’s society, it is the persons who are wealthy and are of light complexion that gets recognition for jobs and positions. Everyone else who falls below that, is classified as poor and is in the lower class on the hierarchy. Weber argues that social class is primarily based on power, prestige or status. In conclusion it can be said that social stratification all started from the days of slavery and even nowadays persons are still being ranked on race, colour, sex, religion and finance. References Greenwood, R. , Hamber, S. (1980). Arawaks to Africans. Macmillan Publishers Limited Mohammed, J (2007). Caribbean Studies for Cape Examinations. Macmillan Publishers Limited http://wps. prenhall. com/ca_ph_macionis_sociology_5/23/6031/1544046. cw/index. html http://www. youthlinkjamaica. com/cxc/sociology20030916. html http://stmarys. ca/~evanderveen/wvdv/class_relations/social_stratification. htm

The History and Love Story of the Taj Mahal

The History and Love Story of the Taj Mahal The Taj Mahal is a beautiful, white-marble mausoleum built by Mughul emperor Shah Jahan for his beloved wife, Mumtaz Mahal. Located on the southern bank of the Yamuna River near Agra, India, the Taj Mahal took 22 years to build, finally being completed in 1653. The Taj Mahal, considered one of the New Wonders of the World, astounds every visitor not only for its symmetry and structural beauty, but also for its intricate calligraphy, inlaid flowers made of gemstones, and magnificent garden. The Love Story It was in 1607, that Shah Jahan, grandson of Akbar the Great, first met his beloved. At the time, he was not yet the fifth emperor of the Mughal Empire. Sixteen-year-old, Prince Khurram, as he was then called, flitted around the royal bazaar, flirting with the girls from high-ranking families that staffed the booths.   At one of these booths, Prince Khurram met 15-year-old Arjumand Banu Baygam, whose father was soon to be the prime minister and whose aunt was married to Prince Khurram’s father. Although it was love at first sight, the two were not allowed to marry right away. First, Prince Khurram had to marry Kandahari Begum. (He would later marry a third wife as well.) On March 27, 1612, Prince Khurram and his beloved, whom he gave the name Mumtaz Mahal (â€Å"chosen one of the palace†), were married. Mumtaz Mahal was not only beautiful, she was smart and tender-hearted. The public was enamored with her, in part because Mumtaz Mahal cared for the people, diligently making lists of widows and orphans to make sure they received food and money. The couple had 14 children together, but only seven lived past infancy. It was the birth of the 14th child that was to kill Mumtaz Mahal. The Death of Mumtaz Mahal In 1631, three years into Shah Jahan’s reign, there was a rebellion underway, led by Khan Jahan Lodi. Shah Jahan had taken his military out to the Deccan, about 400 miles from Agra, in order to crush the usurper. As usual, Mumtaz Mahal, who was always by Shah Jahan’s side, accompanied him, despite being heavily pregnant. On June 16, 1631, Mumtaz Mahal, in an elaborately decorated tent, gave birth to a healthy baby girl in the middle of the encampment. At first, all seemed to be well, but it was soon discovered that Mumtaz Mahal was dying. As soon as Shah Jahan received news of his wife’s condition, he rushed to her side. In the early morning hours of June 17, 1631, Mumtaz Mahal died in his arms. Reports say that in Shah Jahan’s anguish, he went to his own tent and cried for eight days. Upon emerging, some say he had aged, now sporting white hair and needing glasses. Mumtaz Mahal was buried right away, according to Islamic tradition, near the encampment at Burbanpur. Her body, however, was not to stay there long. Plans for the Taj Mahal In December 1631, when the feud with Khan Jahan Lodi was won, Shah Jahan had the remains of Mumtaz Mahal dug up and brought 435 miles (700 km) to Agra. The return of Mumtaz Mahal was a grand procession, with thousands of soldiers accompanying the body and mourners lining the route. When the remains of Mumtaz Mahal reached Agra on January 8, 1632, they were temporarily buried on land donated by nobleman Raja Jai Singh, near where the Taj Mahal was to be built. Shah Jahan, filled with grief, had decided to pour that emotion into an elaborate, exquisite, expensive mausoleum that would rival all those that had come before it. (It was also to be unique, being the first large mausoleum dedicated to a woman.) Although no one, main architect for the Taj Mahal is known, it is believed that Shah Jahan, who was already passionate about architecture, worked on the plans himself with the input and aid of a number of the best architects of his time. The plan was that the Taj Mahal (â€Å"the crown of the region†) would represent heaven (Jannah) on Earth. No expense was spared to make this happen. Building the Taj Mahal At the time, the Mughal Empire was one of the richest in the world and thus Shah Jahan had the means to pay for this huge venture. With the plans made, Shah Jahan wanted the Taj Mahal to be grand, but also, built quickly. To speed production, an estimated 20,000 workers were brought in and housed nearby in a newly built town for them called Mumtazabad. These workers included both skilled and unskilled craftsmen. At first, builders worked on the foundation and then on the giant, 624-foot-long plinth (base). On this plinth was to sit the Taj Mahal building as well as the two matching, red sandstone buildings (the mosque and the guest house) that flank the Taj Mahal. The Taj Mahal building, sitting on a second plinth, was to be an octagonal structure, first constructed of brick and then covered in white marble. Like in most large projects, the builders created a scaffolding to build higher; however, what was unusual was that the scaffolding for this project was built of bricks. No one has yet figured out why. The white marble was incredibly heavy and quarried in Makrana, 200 miles away. Reportedly, it took 1,000 elephants and an untold number of oxen to drag the marble to the Taj Mahal building site. For the heavy marble pieces to reach the higher spaces of the Taj Mahal, a giant, 10-mile-long, earthen ramp was built. The very top of the Taj Mahal is topped with a huge, double-shell dome that reaches to 240 feet and is also covered in white marble. Four thin, white-marble minarets stand tall at the corners of the second plinth, surrounding the mausoleum. Calligraphy and Inlaid Flowers Most pictures of the Taj Mahal show only a large, white, lovely building. What these photos miss is the intricacies that can only be seen up close. It is these details that make the Taj Mahal astoundingly feminine and opulent. On the mosque, guest house, and the large main gate at the southern end of the Taj Mahal complex appear passages from the Quran (often spelled Koran), the holy book of Islam, written in calligraphy. Shah Jahan hired Amanat Khan, a master calligrapher, to work on the inlaid verses. Masterfully done, the finished verses from the Quran, inlaid with black marble, look soft and gentle. Although made of stone, the curves make it look almost hand-written. The 22 passages from the Quran were reportedly chosen by Amanat Khan himself. Interestingly, Amanat Khan was the only person who Shah Jahan allowed to sign his work on the Taj Mahal. Almost more amazing than the calligraphy is the exquisite inlaid flowers found throughout the Taj Mahal complex. In a process known as parchin kari, highly-skilled stone cutters cut intricate floral designs into the white marble and then inlaid precious and semi-precious stones to form interwoven vines and flowers. The 43 different kinds of precious and semi-precious stones used for these flowers came from around the world, including lapis lazuli from Sri Lanka, jade from China, malachite from Russia, and turquoise from Tibet. The Garden As in many religions, Islam holds the image of Paradise as a garden; thus, the garden at the Taj Mahal was an integral part of the plan to make it heaven on Earth. The Taj Mahal’s garden, which is situated to the south of the mausoleum, has four quadrants, divided by four â€Å"rivers† of water (another important Islamic image of Paradise), which gather at a central pool. The gardens and â€Å"rivers† were supplied with water from the Yamuna River by a complex, underground water system. Unfortunately, no records have survived telling us what plants were originally planted in the Taj Mahal’s garden. The End of Shah Jahan Shah Jahan stayed in deep mourning for two years but even after that, the death of Mumtaz Mahal still deeply affected him. That is perhaps why the third of Mumtaz Mahal and Shah Jahan’s four sons, Aurangzeb, was able to successfully kill off his three brothers and imprison his father. In 1658, after 30 years as emperor, Shah Jahan was usurped and placed in the luxurious Red Fort in Agra. Not able to leave but with most of his usual luxuries, Shah Jahan spent his last eight years staring out a window, looking at his beloved’s Taj Mahal. When Shah Jahan died on January 22, 1666, Aurangzeb had his father buried with Mumtaz Mahal in the crypt beneath the Taj Mahal. On the main floor of the Taj Mahal, above the crypt, now sits two cenotaphs (empty, public tombs). The one in the center of the room belongs to Mumtaz Mahal and the one just to the west is for Shah Jahan. Surrounding the cenotaphs is a delicately-carved, lacy, marble screen. (Originally it had been a gold screen but Shah Jahan had that replaced so that thieves would not be too tempted.) The Taj Mahal in Ruins Shah Jahan had enough wealth in his coffers to support the Taj Mahal and its mighty maintenance costs, but over the centuries, the Mughal Empire lost its riches and the Taj Mahal fell into disrepair. By the 1800s, the British ousted the Mughals and took over India. To many, the Taj Mahal was beautiful and so they cut gemstones from the walls, stole the silver candlesticks and doors, and even tried to sell the white marble overseas. It was Lord Curzon, the British viceroy of India, who put a stop to all that. Rather than looting the Taj Mahal, Curzon worked to restore it. The Taj Mahal Now The Taj Mahal has once again become a magnificent place, with 2.5 million people visiting it each year. Visitors can visit during the daytime, where the color of the white marble seems to change depending on the time of the day. Once a month, visitors have the opportunity to make a short visit during a full moon, to see how the Taj Mahal seems to glow from within in the moonlight.   In 1983, the Taj Mahal was placed on the World Heritage List by UNESCO, but it now suffers from pollutants from nearby factories and from the humidity from the breath of its visitors.   Sources DuTemple, Lesley A. The Taj Mahal. Minneapolis: Lerner Publications Company, 2003.Harpur, James and Jennifer Westwood. The Atlas of Legendary Places. New York: Weidenfeld Nicolson, 1989.Ingpen, Robert and Philip Wilkinson. Encyclopedia of Mysterious Places: The Life and Legends of Ancient Sites Around the World. New York: Barnes Noble Books, 1999.

Week One Essay Essays

Week One Essay Essays Week One Essay Essay Week One Essay Essay â€Å"Five O’Clock Shadow† – Week One Poem Explication In Sir John Betjeman’s poem â€Å"Five O’Clock Shadow,† the idea that the shadow of death physically and emotionally isolates and enervates those who dwell within it is conveyed through the utilization of metaphor and carefully selected words and phrases in the development of a tone and tonal shift, in addition to imagery. The title of the poem is the major metaphor of the piece; after the identification of who the speaker is (a dying man), the title means much more than the stubble of beard so-called â€Å"five o’clock shadow. The wording of several phrases aids in the development of a detached tone where the speaker does not speak in the first person singular; this tone then shifts in the last line to be much more dismal, with the first and only occurrence of an â€Å"I† from the speaker’s perspective. The development of imagery is largely i ntertwined with the development of tone: when there is an apathetic or detached tone, the imagery is seemingly apathetic as well. There is a metaphorical meaning to the title of the piece: when the shadow of death passes over those who are dying (which is at five o’clock for the speaker). The shadow of death is characterized by the feelings this man feels at a certain time of day: he feels that he can no longer suffer through the physical pain, struggling with inevitable death; he feels weaker, and that he â€Å"can struggle less strongly† (3); he feels betrayed by those who are supposed to support him in his final days; he feels a â€Å"lonely terror† (16) only intensify. At this time of day, he feels his emotional and physical pain most acutely, as the solitude presses in on him. He recognizes that his isolation and misery become unbearable then, and that the shadow enveloping him is that of death, severing him emotionally from those around him. This shadow falls on him, and he feels just enough more isolated to push him closer to giving up. The propinquity of death weakens him, and so he detaches from his self in order to numb the pain for as long as possible. The tone of the speaker develops the theme of the poem by conveying how these moribund men (specifically the speaker) feel about their final days being lived in isolation and pain. The roundabout wording of phrases such as, â€Å"When he who struggles can struggle less strongly†¦Ã¢â‚¬  (3) relates a feeling of detachment from the self that the speaker experiences. Other indications of this detachment are the occurrences of â€Å"we† instead of the speaker speaking from his own perspective and vague descriptions of the happenings around him: â€Å"A haze of thunder hangs on the hospital rose-beds/ A doctor’s foursome out of the links is played† (5-6). The tone of these verses is that of apathy; he is indifferent about and isolated from the world that is just outside of his self; if he were actually a part of his self at that time, he might just give up due to the agony of being isolated so completely from everything and everyone. The imagery of this composition follows along in mood with the tone; where the tone is apathetic and detached, the imagery is that of indifferent surveillance: he watches men (including his self) struggle less against the pain, resign, ruefully, to death, and suffer emotional isolation and lonely terror. He looks on as nonempathic people surround him and ignore his pain: the doctors, who are completing their rounds, do not try to rescue him from the terrible isolation his terminal condition has left him in; the nurse/nun/Sister is disregarding her patients’ emotional and physical suffering, and instead is â€Å"safe in her sitting room†¦ [and] is putting her feet up† (7); and the â€Å"loving relations† (9) only come to visit physically, yet remain emotionally distant, and who think â€Å"’Well, we’ve done what we can. It can’t be long til the end’† (12). This imagery creates a depressing mood and evokes an emotional response, due to the isolation that it conveys; the speaker is in emotional and physical misery, and yet no one even attempts to attenuate his suffering by connecting with him, bringing him out of the dark of the shadow. The emotion that the isolation evokes establishes abhorrence in the reader toward the idea that a quiet, â€Å"peaceful† death on a hospital bed is the most desirable way to pass on; instead, the dreadful isolation and detachment establish the idea that a slow death, while cut off emotionally from others, is one of the most terrible fates imaginable. This is one of the most depressing poems that I have ever read; the depiction of emotional isolation in the poem has changed how I view isolation. I have never given a thought to how emotionally cut off people in nursing homes or their sick beds must be before; I did know that they would be lonely, but I never thought how deep that lonesomeness could cut. This poem gave me a new perspective on how devastating isolation can be, in someone who may not even seem that isolated at first (with other patients around, doctors checking up on them, nurses â€Å"watching† over them, and family members coming to visit).

Difference Between Relative and Absolute Location

Difference Between Relative and Absolute Location Both relative location and absolute location are geographic terms used to describe the location of a place on the Earths surface. They are each unique in their ability to pinpoint a location on Earth. Relative Location Relative location refers to locating a place relative to other landmarks.  For example, you could give the relative location of St. Louis, Missouri as being in eastern Missouri, along the Mississippi River southwest of Springfield, Illinois.    As one drives along most major highways, there are mileage signs indicating the distance to the next town or city.   This information expresses your current location relative to the upcoming place. So, if a highway sign states that St. Louis is 96 miles away from Springfield, you know your relative location from St. Louis.    Relative location is also a term that is used to indicate a places location within a larger context.   For example, one could state that Missouri is located in the Midwest of the United States and is bordered by Illinois, Kentucky, Tennessee, Arkansas, Oklahoma, Kansas, Nebraska, and Iowa. That is the relative location of Missouri based on its location within the United States.    Alternatively, you could state that Missouri is south of Iowa and north of Arkansas. This is yet another example of relative location. Absolute Location On the other hand, absolute location references a place on the Earths surface based on specific geographic coordinates, such as latitude and longitude. Based on the previous example of St. Louis,  the absolute location of St. Louis is 38 °43 North 90 °14 West. One can also give an address as an absolute location. For example, the absolute location of St. Louis City Hall is  1200 Market Street, St. Louis, Missouri 63103. By providing the full address you can pinpoint the location of St. Louis City Hall on a map.   While you can give the geographic coordinates of a city or a building, it is difficult to provide the absolute location of an area such as a state or country because such places cant be pinpointed. With some difficulty, you could provide the absolute locations of the boundaries of the state or country but most of the time its easier to just display a map or describe the relative location of a place like a state or country.

Gender role Essay Example | Topics and Well Written Essays - 250 words

Gender role - Essay Example It is mostly practiced in the night. The restaurants offering nyotaimori in the western societies disinfect the ‘human tables’ and cover the private parts with banana leaves. The ‘human tables’ are also chilled to ensure that the fish doesn’t spoil. All these measures don’t make nyotaimori any less unhygienic. This article is about a children’s book, Hiromi’s Hands, authored by Lynne Barasch. It is about Hiromi. Hiromi is a girl, 27 at the time this article was published, whose father, a shushi chef, had emigrated to and settled in New York City. Her father stayed in New York for more thirty years, during which he met Hiromi’s mother and even opened a shushi restaurant. At 8, Hiromi developed interest in becoming a shushi chef. Her father took her to Fulton Fish Market to introduce her to the shushi basic. After three years of training, she could use the shushi knife and by 20, she had learnt everything about shushi. She takes over when her father makes his first trip to Japan in over three decades. The book has shushi-related illustrations, and some images of Japan and New

Music Appreciation Critique #2 Essay Example | Topics and Well Written Essays - 500 words

Music Appreciation Critique #2 - Essay Example The nineteenth century focused more on update in the new century where they wanted music to be changed while focusing on the modern styles and forgetting the old styles of music. This is the point where classical music was considered to be an all time favorite in music history. One particular effective strategy, for example, was continually conjuring up fears about new forms of popular music, above all the amorphous category of jazz. In one critique of popular music, jazz music was highly appreciated (Alexander, 2009). Amadeus Mozart is one of the greatest classical musicians who ever lived. His music happens to be among the finest forms of music to date. Classical music is one of the best types of music that nature has ever had and people have decided to appreciate it in all the possible acts. One of the aims of classical music is to promote the culture of a certain people who live within their surroundings. According to Webster, classical music can be categorized according to the impacts that it makes on the lives of their listeners. Transformation n the world of music can be defined as a process, act or instance of which a genre of music is being played (Goulding, 1995). This was a Latin word that was used in music which refers to the diatonic semitone of the Pythagorean scale. It was also a term that was used in the acapella type of music by Mozart in the 19th century. Instruction in music appreciation went on to build definitions of popular and classical music upon contemporary constructions of race, class and gender, both reflecting and enhancing common stereotypes and prejudices (Dearling) In treating race, class, gender as interrelated, the study on music critiques further expands upon early studies of cultural hierarchy that focused on socioeconomic class and builds upon the work the work of many musicologists that have explored the social construction of music through race and gender. This is a type of musical poem that is

'Suddenly, Last Summer 'Film Review Essay Example | Topics and Well Written Essays - 250 words

'Suddenly, Last Summer 'Film Review - Essay Example The doctor realizes that Sebastian and his mother used to go everywhere together and as trendy jetsetters, they surrounded themselves with the same type of people. When his mother had a stroke, he starts going with Catherine on trips. She realizes that he likes men though it is never discussed and to say so seems like an insult to his character. It turns out that Sebastian had used his own mother and his cousin, Catherine, like bait, to lure in men he thought were attractive and then he used them for sex. While in Spain, Catherine and Sebastian were being harassed by a group of men begging for money. When Sebastian rejects their please, he takes off running and while Catherine tries to catch up to him, she finds that he has been attacked by the boys and eat him so like he was a man eater by finding men and spitting them out when he was through, the men that literally ate him, devoured him. This is common of Classic Hollywood because being homosexual was taboo. Sometimes there were even depictions of violence even though it was sometimes just playful. It is not surprising that a homosexual was basically ‘preyed’

Management of Innovation Essay Example | Topics and Well Written Essays - 2500 words

Management of Innovation - Essay Example the improvement of telephone technology was made possible through investment in R&D capabilities by various firms across the world dealing with communications technology. In essence, there was a need to make the modes of communications such as using the telephone more convenient and user-friendly (Anderson & Tushman, 1991). The need for convenience in communications contributed to the invention of mobile technology by different companies across the globe. The key players in this sector included Nokia and Motorola who through their innovations, came up with communications gadgets that were considered to be efficient, user-friendly and portable compared to land line telephones that were stationary. On the other hand, the advent of mobile technology presented a vast market opportunity for firms that dealt with mobile technology. Because of the vast market potential for mobile technology, competition also grew over time as a result of new entrants in the mobile technology market across the globe. In order to remain competitive, firms specialising in mobile technology had to continue improving their  innovations to come up with unique products that resonate with mobile technology enthusiasts. As such, competition continues to revolutionise technological changes in the production of mobile phones (Anderson & Tushman, 1991). With respect to technological changes, this paper compares and contrasts two theories that can be associated with the advancement in the mobile technology today. S-curves visually denote how a product, service or technology evolves over time. S-curve in technological change can be associated with market adoption because where the curve begins marks a new market opportunity and the curve’s end represents obsolescence of a particular technology in the market. The end of one S-curve usually marks the beginning of a new S-curve that displaces, for instance, landline telephone versus cellular phones. In this regard, there are firms that tend to move

Understanding ecological models Assignment Example | Topics and Well Written Essays - 1750 words

Understanding ecological models - Assignment Example The ecological perpsective of health promotion is an approach that recognizes the interconnectedness of people with their physical and socio-cultural environments. Ecological approaches are so effective because they involve the most factors and determinants of healthFor example, anti-smoking campaigns aimed at teens in South African found that teen smoking rates were linked with a lack of recreational facilities and whether or not the teen's parents smoked. Limitations of the ecological approach include: -Difficult to implement multi-level approaches.-Health care professionals unfamiliar with these – usually just individual approaches.-large amounts of enegry, creativity, and patience.-Challenging and expensive to changealready built enviornments, especially if those environments (i.e. buildings) are privately owned.-†Operationalizing the general princiapls of evological models for specific behaviours is a challenging but essential step.†The purpose of the paper by Elder et. Al (2007) is: to describe a framwork that would be used to guide an individual study.The integration of a wide number of contributing theories into Elder et. al's ecological framework is valuable because Gathers a wider range and depth of knowledge to the framework.â€Å"Theories that helped guide and inform the TAAG SE model are operant conditioning, social cognitive theory (SCT) and organizational change theory,including diffusion of innovations. These theories are incorporated into the TAAG model (see Fig. 1), which serves to put all relevant theories into a unified whole. The model, then, informs the intervention development by providing its theoretical grounding." 6. Sallis and Owen (2002; p468) the components of the TAAG model fulfill the "principles of ecological approaches to health behaviour change" to the extent that contributing theories such as social cognative theory and organizational change theory are included within the model. HPRM3000: Portfolio Task 3 Health Priorities and the Importance of Populations 1. This kind of research so important for health promotion because demographic, and distribution information on health matters is vital for informed health policy creation and implementation. 2. The description, strengths and weaknesses of the DALY are: "Health loss expressed as disability-adjusted life years (DALYs) and presented as proportions of total DALYs and DALY rates (crude and agestandardised) per 1000 population." " One DALY is equivalent to one lost year of healthy life and represents the gap between current health status and an ideal situation" Links to a format used by The World Bank (allows for ease of international comparision of data). A disadvantage is that it is a "created" and not a "real" mesaurement. ii) In Australia, the progressive increase in body mass is strongly associated with an increase in Type II Diabetes. As these connected risk factors and issues have been getting worse, instead of better, new more effective strageties are required. Two other areas: women's mental health and Aboriginal peoples (especially those in the NT) require immediate, planned progressive health promotion action. 7. a) Stephen R Leeder, Susan U Raymond and Henry M Greenberg Poverty and Human Development The need for leadership in global health. The Medical Journal of Australia. MJA 2007; 187 (9): 532-535 b) Global Leadership in health is present in Australia. This has resulted in deeper and more informed ecological health policies that have lead to concrete action to prevent futher diseases from global climate change. (This is a topic that is just now recieving global attention as a health issue.) 8. International Health Risks In the early 1980s, London School of Tropical Medicine and Hygiene epidemiologist Geoffrey Rose suggested another reason why the intrapopulation studies might fail to detect benefits of salt reduction that could still have a significant public health impact. Rose

Marketing Strategy Individual Assignment in one of the Business Essay

Marketing Strategy Individual Assignment in one of the Business Planning assignment parts - Essay Example The objective of the company is to serve the people with healthy food and provide its customers with a healthy lifestyle. The company’s priority is to provide the customers with excellent food. Goal and objective of the organization includes, The mission of Crazy Food plc is to provide its valued customers high quality food and prompt service in a courteous and friendly manner. The mission of the organization can be achieved with the above set goals and objectives. In order to provide prompt service, the company aims to reduce the customers waiting time by 10minutes, involve organic food and use products which are low in fats and cholesterol. The products of the company would include the processed food and the ready to eat food products. The first brand of the company will be the confectionery brand by the name Crazy bite. Crazy Bite is a brand that have different favored sweets bar which will be available in different shapes and designed. It is one of the confectionary products of crispy in nature and coated with chocolate. The company provides a high class product as well as customer service. Unlike other food processing and ready to eat organization, Crazy food aims to provide its customers with the top quality of food products, which includes organic food at a large quantity at a reasonable price. The organization has adopted the low cost differentiation strategy as the prices charged are relatively low as compare to its competitors and aims to be the cost leader in the food processing industry and it differentiates its product by offering organic food products in the category of chips and dark chocolates along with others. Potential partners would be those health care centers or also those stores which keep healthy products. One of the most effective partners would be the organic food centers. People nowadays prefer organic and healthy food and thus they would

Understanding ecological models Assignment Example | Topics and Well Written Essays - 1750 words

Understanding ecological models - Assignment Example The ecological perpsective of health promotion is an approach that recognizes the interconnectedness of people with their physical and socio-cultural environments. Ecological approaches are so effective because they involve the most factors and determinants of healthFor example, anti-smoking campaigns aimed at teens in South African found that teen smoking rates were linked with a lack of recreational facilities and whether or not the teen's parents smoked. Limitations of the ecological approach include: -Difficult to implement multi-level approaches.-Health care professionals unfamiliar with these – usually just individual approaches.-large amounts of enegry, creativity, and patience.-Challenging and expensive to changealready built enviornments, especially if those environments (i.e. buildings) are privately owned.-†Operationalizing the general princiapls of evological models for specific behaviours is a challenging but essential step.†The purpose of the paper by Elder et. Al (2007) is: to describe a framwork that would be used to guide an individual study.The integration of a wide number of contributing theories into Elder et. al's ecological framework is valuable because Gathers a wider range and depth of knowledge to the framework.â€Å"Theories that helped guide and inform the TAAG SE model are operant conditioning, social cognitive theory (SCT) and organizational change theory,including diffusion of innovations. These theories are incorporated into the TAAG model (see Fig. 1), which serves to put all relevant theories into a unified whole. The model, then, informs the intervention development by providing its theoretical grounding." 6. Sallis and Owen (2002; p468) the components of the TAAG model fulfill the "principles of ecological approaches to health behaviour change" to the extent that contributing theories such as social cognative theory and organizational change theory are included within the model. HPRM3000: Portfolio Task 3 Health Priorities and the Importance of Populations 1. This kind of research so important for health promotion because demographic, and distribution information on health matters is vital for informed health policy creation and implementation. 2. The description, strengths and weaknesses of the DALY are: "Health loss expressed as disability-adjusted life years (DALYs) and presented as proportions of total DALYs and DALY rates (crude and agestandardised) per 1000 population." " One DALY is equivalent to one lost year of healthy life and represents the gap between current health status and an ideal situation" Links to a format used by The World Bank (allows for ease of international comparision of data). A disadvantage is that it is a "created" and not a "real" mesaurement. ii) In Australia, the progressive increase in body mass is strongly associated with an increase in Type II Diabetes. As these connected risk factors and issues have been getting worse, instead of better, new more effective strageties are required. Two other areas: women's mental health and Aboriginal peoples (especially those in the NT) require immediate, planned progressive health promotion action. 7. a) Stephen R Leeder, Susan U Raymond and Henry M Greenberg Poverty and Human Development The need for leadership in global health. The Medical Journal of Australia. MJA 2007; 187 (9): 532-535 b) Global Leadership in health is present in Australia. This has resulted in deeper and more informed ecological health policies that have lead to concrete action to prevent futher diseases from global climate change. (This is a topic that is just now recieving global attention as a health issue.) 8. International Health Risks In the early 1980s, London School of Tropical Medicine and Hygiene epidemiologist Geoffrey Rose suggested another reason why the intrapopulation studies might fail to detect benefits of salt reduction that could still have a significant public health impact. Rose

The Silk Road Essay Example | Topics and Well Written Essays - 500 words

The Silk Road - Essay Example Traveling and exchange of goods were at a limited and minimal level until the establishment of the Silk Roads. Silk Road is the collective term used to point the interconnected routes for transportation of goods across China and Mediterranean (Liu, 2010). The seemingly safe route established from the halted military conflicts among regions attracted merchants from different parts of the world (Liu, 2010). This focus in trade and market roads have enabled the city of Changan to receive the arrival of distinct merchandise – â€Å"Roman glass ware, India cotton textiles, spices, fragrances, gemstones, and woolen textiles of various origins† (Liu, 2010). Premium goods are those rarely found. Silk is common in China but were considered to be infrequent to nomads of the West (Liu, 2010). This is primarily the origin how the term Silk Road is coined. In addition to its perceived high value, silk is one of the items that drove trade because it is light and beauteous (Christian, 2000). Things which are exotic created a demand for them; hence, the trade was dominated by precious stones, spices and silver (Whitfield, 2004). These products were associated with glamour and thus, are deemed precious (Whitfield, 2004). Gems, stones and other jewelries conveyed luxury and very well became symbols of one’s societal status (Whitfield, 2004). Possession of such expensive items became a definition of a person’s capability and societal influence. It is men’s nature to strive to be different. Allocation of foreign goods was one of the measures for people to display grandiose peculiarity. Amidst global diversity, there still is a common ground with which every culture can be identified (Haskoz, Iyer and Seshadri, 2012). McNeill emphasized the significance of contact and communication among civilizations. He also gave focus that aside from material goods, diseases and immunity to some of it are passed onto different cultures

Online Education vs Traditional Education Essay Example for Free

Online Education vs Traditional Education Essay Have you ever enrolled in an online class and a traditional class at the same time? Kaleb has tried both unfortunately one was more successful than the other. Kaleb is taking Anatomy and English, Anatomy is an online class and English is a traditional class. He excels in his English class due the face-to-face interaction and swift feedback from the instructor and his peers. The online class on the other hand was the total opposite; here he is sitting in front of the computer dazed and confused trying to figure what to do next. Kaleb is an auditory and tactile learner so he needs physical contact and interaction. The online class did not provide that physical contact and feedback he needed so he was not very successful in it. Although online and traditional educations are both forms of learning, traditional education is more informative due to the availability, discussion/communication, and structure. Traditional courses have availability to its advantage considering that some students often fail online courses because of lack in availability. In a traditional course you have that face to face interaction and physical contact. Your professors are available on hand for you to ask questions about things you do not understand. Your classmates are physically available for you all to interact with each other questions. Online courses lack the swift feedback you receive in a traditional classroom. When learning something new you need that immediate availability that the traditional classroom provides. Class communication and discussions are very helpful when taking any type of class. Online courses do have discussions, because the communications for online courses are not definite. Online communication is somewhat unreliable; communicating with a peer online will not always receive a response. Traditional class’s communication and discussion are beneficial; if you have information or responses for one of your peers you will immediately receive a response. Unlike online classes, in a traditional course you have class discussion where you are graded to participate. Having discussions during class gives you an opportunity to give your input on the discussion taking place, it also gives you a chance to voice and concerns you have. Also when you have the face to face interaction that I mentioned in the last paragraph you are able to get a response right away without having to wait on an electronic response. Structure in the classroom is very important. In order to have a successful class you have to orchestrate some type of order. Traditional courses have rules that you must follow if you would like to continue the course that you are enrolled in. Traditional courses have rules such as attendance policies and assignment due dates. Unlike online courses, traditional classes have required participation and presentation you have to perform in every course. Whenever you have these rules and requirements you perform better and excel in your class. Last, even though online and traditional educations are both forms of learning traditional education is more beneficial and informative due to availability, discussion/communication, and structure. Online courses may be preferred by some students, but when enrolled in such a course you have to be prepared and able to teach yourself and learn accordingly. Although, Kaleb tried both online and traditional courses, he realized that traditional courses are more informative especially for him considering that he is a hand on learner. Now Kaleb will think twice before he enrolls into another online class.

Harley Davidson Analysis

Harley Davidson Analysis Abstract The aim of this paper is to discuss the critical evaluation of the transformation process undertaken by Harley Davidson and analyse the contribution that the transformation made to the success or failure of the Harley Davidson. This paper also highlighted the competitive analysis of the US motorcycle industry and analsye the strategies that helps the Harley Davidson to get the sustainable competitive advantage from their 2nd most powerful competitor Suzuki. All the related strategies are described in Appendix due to word limitation. This paper also focuses on the further strategies such as EPR system, porter generic strategies etc. by which Harley Davidson would get competitive advantages before 2004. As a manager, author would also recommend differently and how they could use those strategies before 2004 to get the sustainable competitive advantages and also the successful implementation of transformation process. Aims This study involves a general evaluation of Harley Davidson to assess its transformation process. The study also attempts to assess the impact of the change on their performance. More specifically, the study aims at: Identifying Harleys transformation process Justifying the transformation process To conduct a brief literature on change management relating with Harleys case Analyse the Harleys competitive advantage from their competitor To recommend differently as a manager regarding different strategies to get the sustainable competitive advantage Methodology The report has used various books, e-journals and websites. Assumption It is assumed that information collected for the purpose of the report is correct and relevant. 1. Company Overview Harley Davidson began in Milwaukee in 1903 when two partners, Bill Harley and Arthur Walter Davidson, developed a one cylinder motorcycle. Harley Davidson grew quickly. By 1912 Harley Davidson was exporting their motorcycles overseas. During WW1, over 20,000 Harley-Davidson motorcycles were used. By the end of the war there were over 2000 dealerships worldwide. After WW1, the demand for motorcycles in Europe grew rapidly. Harley Davidson became a leader in innovative engineering during the 1920s. However, during WW2 Harley Davidson prospered with sales of motorcycles to the military. They earned the coveted Army-Navy award for excellence in wartime production. After WW2, Harley Davidson transformed from producing military to recreational motorcycles. By 1953, Harley Davidson was the last remaining motorcycle manufacturer in the United States. By 1960 Harley Davidson had begun a gradual decline. Harley Davidson merged with the American Machine and Foundry Company (AMF). This merger briefly raised sales. By the mid 1970s, a declining market, a sluggish economy and increasingly fierce competition from Asian manufacturers was once again taking its toll on Harley Davidson. This culminated in a 1981 management buyout saving Harley Davidson from bankruptcy. After the 1981 management buyout, Harley Davidson had to re-organize. Faced with a terrible reputation for quality and rising costs, Harley Davidson focused on marketing. It wanted to differentiate itself from its competitors by building upon its heritage and its unique American styling. These improvements turned Harley Davidson into a remarkable success story. Between 1999 and 2004 revenues grew on average 14% yearly while profits grew 23% on average yearly. Harley Davidson is now the largest American motorcycle manufacturer. They design manufacturer and sell heavyweight touring, custom and performance motorcycles. Currently the company has over 28 models of touring and custom Harley motorcycles distributed through a network of more than 1300 dealerships worldwide. They also sell motorcycle parts, accessories, clothing and collectibles. The company also makes motorcycles under the Buell nameplate. (Source: Harley-Davidson, 2009) 2. Change Management Change is constant. Change in organisations is said to often be made in three areas: 1) structure, i.e. new services or programs; 2) technology, i.e. alteration in equipment and/or automation; and 3) people, i.e. selection, hiring, training, relationships, and attitudes. Change management is a strategy designed to transition from the status quo to some new ideal way of doing business. Change management has been defined as ‘the process of continually renewing an organizations direction, structure, and capabilities to serve the ever-changing needs of external and internal customers (Moran and Brightman, 2001, pg. 111). According to Burnes (2004) change is an ever-present feature of organizational life, both at an operational and strategic level. Therefore, there should be no doubt regarding the importance to any organisation of its ability to identify where it needs to be in the future, and how to manage the changes required getting there. Consequently, organisational change cann ot be separated from organisational strategy, or vice versa (Burnes, 2004; Rieley and Clarkson, 2001). Due to the importance of organisational change, its management is becoming a highly required managerial skill (Senior, 2002). 3. Change Management Process Organisational change can be described as the process of moving away from a current condition to realize some future state. Change management involves managing the process of achieving this future state. According to Nickols, (2004), change can be viewed from two vantage points, that of the people making the changes and that of the people experiencing the changes. In the top-down process, or strategic viewpoint associated with management, the focus is on technical issues such as the investment required, the processes for implementing the change, how soon the change can be realised, and the outcome. In the process of bottom-up viewpoint of the employee, the focus is on what the change means to the individual, how they can cope with the change, and also how management can assist them through the transition. In this context, effective change management should be able to help individuals evolve from negative feelings such as fear and anxiety towards positive feelings about the changes be ing made. Effective change management deals with diagnosing problems and determining an alternative that involves changing the organisational structure or processes. It also identifies and deals with the individual responses to change that can hinder the success of the project. To understand change management better, we need to understand the various models and strategies that managers may follow. Some of the models include the Leadership model, Improvisational Model, Theory E versus Theory O, and the ADKAR model (Please Refer Appendix A1) 4. Harley Davidson Transformation Process The Harley Davidson transformation began with a company that was suffering. In the 10 years to 1983, Harleys market share of the 850 CC plus motorcycle category had dropped from 80% to 23%. The company was hemorrhaging cash and profits. Staffs were demoralised. The culture and environment was toxic. According to Jenkinson Sain, (2009), the Transformation process of the Harley Davidson was divided into two phases: First Phase: The first phase of the transformation involved rationalisation and tough command and control management. This was First phase of change management process. It was not enough however to create success for this positivity and commitment of Harley Davidson. For this reason Harley Davidson decided to go second phase of the change process (Jenkinson Sain, 2009). Second Phase: The second phase of the management was core-integrated marketing of Harley Davidson. Harley Davidson had to move out of financial regulation and power governance into shared marketing commitment towards vision and value based on a collective appreciation of the Harley identity (Jenkinson Sain, 2009). Harleys problems began it was the company was sub optimized internally, with many hostile management/union relationships, and failed to match the market in customer value. The Japanese did not create the problem: they exposed the problem. Many companies share this problem. They may have succeeded in avoiding the extreme problems that Harley had, often by effective first phase management. The challenge of is to move into second phase. Second phases Integrated Marketing depends first on uniting everyone around a collective vision of value that connects to the identity and purpose of the organisation/brand. This depends on a profound and shared understanding of customers and an organisation that can deliver value seamlessly throughout all customer experiences across the relationship. This also means connecting and matching spiritual with practical qualities: vision, purpose, values with information, processes, and systems (Henshaw Kerr, 2001). 5. Implementation of Transformation process There are a number of factors that affect the strategies used for change management (Please refer Appendix B1), and ultimately whether the change is effective. One set of factors is how resistant people are to change. People may resist change because they are unsure of how it affects them, misunderstand the changes, have a different assessment of the current and future environment, or simply have a low tolerance for change. A second factor is the urgency of the change. How important is it, and how critical it is to the business needs of the organization? This also affects the time frame under which the changes need to be implemented. A third factor is how ready is the organisation for the change? Does it have the skills and knowledge needed to implement the change? Finally, management will have preferred strategies for managing the change. This might be based on research and studies they have made, or from past experiences (Kotter, 1996). If we look at the various models (Please refer Appendix A1) for change, it is apparent that there are certain situations where a particular model will not be as effective. For example, I would not expect the improvisational model to work well in a rigid, autocratic environment. This model would work best in an informal, cooperative environment where the workers are encouraged to take risks and display initiative, and everyone is open to new ideas (Orlikowski and Hofman, 1997). The Theory E and Theory O models represent opposite ends of the spectrum. Theory E is more appropriate when the focus is on the short term, and the goal is to maximize the return on investment. The Theory O is more appropriate when the emphasis is on the long-term survival of the company (Beer and Nohria, 2001). The leadership and ADKAR models are both effective in situations where the change is a programmed change, and management needs to secure the buy-in and support of the employees. Both of these models emp hasize the leadership aspect of change management, and deal with the behavior of individuals in response to change. 6. Transformation Model for Harley Davidson Integrated Marketing amounts to a widening of the responsibility, potential and vision for many marketers and therefore for marketing. Rich Teerlink, CEO of Harley-Davidson, describes a leadership journey by which just such a transformation took place. Under his leadership, Harley-Davidson changed from a somewhat toxic, hierarchical, command and control organisation to something new and nimble that is the present-day foundation for its ongoing success as an Integrated Marketing leader. Initially that change did require command and control to get out of the solvency crisis. However, the sustained success that Harley Davidson has, its came from a different kind of change. Involvement, empowerment and alignment were the secret of success of Harley Davidson. The result is something called the Business Process, an extensive and ongoing programme of Harley Davidson that involved and involves everyone in the Harley Davidson from top to bottom in establishing shared values and vision, shared mission and operating philosophies, and agreed objectives and strategies (Jenkinson Sain, 2009). According to Teerlink (cited in Jenkinson Sain, 2009) and his partner in the process, consultant Lee Ozley, â€Å"Instead of demanding compliance, managers have to earn, and call upon, commitment†. The extensive change process, over several years, that led to this, known as the Joint Vision Process, also led to a radical new organisation. Instead of the conventional hierarchical structure, Harley-Davidson developed what they call a circle organisation of three overlapping elements concerned with creating demand, producing products and providing support. A leadership and strategy council at the centre has members nominated from these circles. Harley-Davidson Circle organisation Jeff Bleustein, former president of parts and accessories, describes the uniqueness of the circle organization, According to Bleustein, there are a lot of companies with self-managing work teams on the factory floor. In fact, thats where a lot of innovation comes in some companies as far away from the executive offices. He took this concept of self-managing groups and made it work at the executive level of Harley Davidson. The solution to Integrated Marketing is not to blindly copy the Harley- Davidson solution. Jeff Bleustein also give some criticism against the integrated marketing approach. He predicted that integrated marketing approach would not work, because Harley Davidson grew organically out of the process. However he has observed some other radical structures both within the marketing department of the large organisation. He was certain that to achieve best practice in Integrated Marketing there is a need for the organisation structure to grow out of and reflect the organis ing idea of value and purpose that animates the brand organisation, rather than be driven by traditional considerations of power and status (Jenkinson Sain, 2009). Ron Hutchinson, currently vice president for parts, accessories and customer service, gives a perspective on this change and its effect that relates to Integrated Marketing. He verified that this was a vision of the way people needed to be engaged in an organization, and developed a structure the Business Process of Harley Davidson that allows for theoretical alignment of an individuals job with the long-term direction of the company. Hutchinson aware of that no other organisation has built a whole process and structure around that. In the final analysis, he would say the customer service department, where a customer spent eight hours a day taking phone calls from unhappy campers, is a true test of whether the Business Process works or not. He was convinced that Harley Davidson wouldnt have the reputation that they have today in the marketplace if they didnt have front-line people excited by charismatic, visionary leadership, who can see exactly how their little piece of the organiza tion fits into the long-term strategy and direction of the company (Teerlink Ozley, 2000). According to Teerlink, to complement the organizational changes, new rewards and incentive systems were introduced. They are changing their pay system to pay for performance. They needed their people to understand empowerment. An employee must make the decision that he or she wants more training no one will tap an employee on the shoulder but once an employee are there, they will help an employee. The executive committee was the first group to go through the [Leadership] institute. They didnt want anyone to get the attitude that the executive committee doesnt have anything to learn (Nolan Kotha, 2007). Line workers were exposed to the interrelation among products, sales, and profitability. Harley Davidson also prepared nontechnical explanations of how cash flows and flexible production affected financial success. Harley made substantial changes in worker job descriptions, responsibilities, and production processes to increase job enrichment and worker empowerment. In 1993 Harley-Davidson acquired a minority interest in the Buell Motorcycle Company, a manufacturer of performance motorcycles. Through this investment Harley hoped to enter select niches within the â€Å"performance† motorcycle market, which several top executives thought would return Harley to its heritage of product innovation and development through lessons from the racetrack (Teerlink Ozley, 2000). 7. Successful Transformation process in Harley Davidson Due to successful transformation process of Harley Davidson (H-D), impressive integrated marketing strategy gave Harley Davidson a brand name that more recognized than any other company. Indeed, the strategy was not to focus on reducing the costs, or on the distribution improvement, but the main element was to create customer value. In other words, H-Ds was to give more credibility, trust, safety, desires, quality of product and service, and thus fidelity to its brand. In order to reach that goal, H-D centralised its marketing on these topics, for example creating a Harley Owners Group who rallies more than 900,000 members worldwide (Harley-Davidson, 2009). The main interest of this group is to ensure members to know each other, and become a second family who share the same interests, wills, and thoughts. This integrated marketing strategy also ensures H-D to maintain a strong relationship with its customers, and thus a strong brand name all over the world. According to customers, th e owners of H-D say that this brand understands customers needs, and also that they are always for their customer if a problem appears. These remarks can be linked with H-Ds values. According to H-D â€Å"Our values are the heart of how we run our business. They guide our actions and serve as the framework for the decisions and contributions our employees make at every level of the Company.† These values are: Be Fair, Tell the Truth, Keep Your Promises, Respect the Individual, and Encourage Intellectual Curiosity (Harley-Davidson, 2009). This integrated marketing approach can also be linked with the mission statement of H-D: â€Å"We fulfill dreams through the experience of motorcycling by providing to motorcyclists and to the general public an expanding line of motorcycles and branded products and services in selected market segments (Harley-Davidson, 2009).† In order to be successful, organizations must determine clear financial and strategic objectives (Hitt et.al, 2005). Harley Davidson gained a greater market share, achieved higher product quality than rivals, maintained a stronger reputation and a better branding strategy than its competitors, increased levels of customer satisfaction and finally attained stronger customer loyalty due to successful transformation process. In the 60s and 70s Harleys strategic intent was based on â€Å"going shoulder-to-shoulder against the predominantly Japanese companies† (Harley-Davidson, 2009). Harley could not compete on the price level, and the Japanese products were of superior quality, Harley decided to compete in other areas. Their new strategy was to connect with people on an emotional level. They are not selling a product but a way of life, a way of thinking. Due to successful transformation process of Harley Davidson changed its strategy from selling products to selling community (Teerlink Ozley, 2000). And the fact that H-D has developed a Brand stretching strategy, which was an element of Harleys success in developing relationships with customers. Indeed, owners can buy other Harleys products than bikes; it means that they can be more than a biker, they can join Harleys group buying leather accessories or clothes, and even cosmetics. 8. Competitor Analysis/Strategic Issues There are four strategic issues that H-D has to face with. The most important is the European market where H-D has to increase its sales, then, linked with the first issue, there is a fierce competition with the Japanese firms such as Honda and Yamaha. The other issues are the womens market and the accessories, which are in decline. Harley-Davidson is not very famous in Europe where Harleys market share of 650 cc plus motorcycle is less than 7% (6.6%), while in North America Harley-Davidson has a huge market share (46.4%), 21.3% for the Asian market. The main industry competitors are Honda, Suzuki, Yamaha, Kawasaki and BMW. Harley-Davidson is the market leader in the U.S. market with 46.4% market share (Teerlink Ozley, 2000). Their domestic position is quite secure however the rival companies are all aiming to increase their impact on the North American market. Rival manufacturers such as Kawasaki or BMW have all made a serious attempt to establish them at the heart of Harleys market. The Japanese bikes were often considered to be ‘sissy cycles by Harley lovers (Mitchell, 2001). This image is slowly changing and the Japanese companies are trying to ‘out Harley the Harley models. Yamaha motor USA is starting to improve its position in its various markets. The U.S. sales have increased for 47% since 1998. Harley Davidson had a tough time in creating an image for themselves particularly in the cruiser markets. Harley continues to dominate the U.S market and is also the leader in the Asian/Pacific markets with 21.3% market share (Henshaw Kerr, 2001). Yamaha is also trying to outperform Harley and is improving its mass customization skills. The Yamaha website offers a section that allows customers to design their own bike and choose the look and functionality they desire. The interface ensures customers to choose from 75 Yamaha accessory items and makes it easy for the customer to purchase the bike online. The Yamaha V Max model, the Drag Star, and the Road Star models attract customers with their slick design and technological tweaks (Yamaha, 2009). The Yamaha sports models are also very successful and the company is still maintaining a strong position in world markets. European rivals are also trying to make an impact on this lucrative market. Italys Moto Guzzi recently introduced the V11 EV custom cruiser. BMW introduced 3 models of its R1200C cruiser and thanks to clever advertising is beginning to improve its position in the U.S. and Asian markets (BMW Annual report, 2004). 9. Harley Davidsons Strategic Implementation While Harley was booming in U.S market during the late 1950s, then the market attracted Japanese motorcycles manufacturers, beginning with Honda. Other Japanese firms, Suzuki, Yamaha and Kawasaki also followed Honda. Behind Honda, Suzuki was the main competitor for Harley Davidson and while Suzuki marketed smaller, quieter and more fuel-efficient motorcycles that required little or no maintenance and were easier to handle compare to Harleys bikes. In order to get sustainable competitive advantages, Harley Davidson implemented different types of strategies that helped them become one of the most dominant motorcycle producers in the world as well as differentiate them from their one of the most powerful competitor Suzuki. As stated earlier, strategic issues that H-D has faced is increased segmentation in the motorcycle industry causing them to shift focuses in their strategy. With the purchase of Buell Motorcycle Co. they have been successfully able to increase their market segmentation by offering high quality bikes at competitive price. This allowed H-D to have the opportunity to move from a differentiation strategy to a cost/differentiation strategy (Henshaw Kerr, 2001). Harley Davidsons use of the Cost/Differentiation as a Business Level Strategy has proven highly successful since they have been in business. They have always tried to differentiate themselves from everyone else in the motorcycle industry, by producing a brand image that many competitors have failed to recreate. Harley Davidson has two different companies built into one. The first of the two companies produces motorcycles at competitive prices against their competitors. Harley Davidson demands high standards of quality and efficiency and demand lower costs, which will add to a higher quality less expensive motorcycle. Harley Davidson has done extensive research to find out information about their average customer. Harley Davidson concluded that the average motorcycle consumer is a married, college educated, 38 year-old male earning $44,250 a year and his average income is increasing. Research also shows that females represent 10% of the new purchasers (Henshaw Kerr, 2001). The second company that Harley Davidson implemented is the Costume Vehicle Operations or CVO. This company specializes and customizes the motorcycles to suit the individual owner. Harley Davidson also offers genuine parts and accessories so Harley owners can customize their own motorcycles. The CVO tries to use the differentiation strategy to beat out its competitors. The customisation of a motorcycle can prove to be very expensive and time consuming, but Harley Davidson knows that what good is a bike if you cannot show people who you really are. The customers are willing to wait an average of 1 year after placing their order to receive their customized motorcycle. Every other motorcycle manufacturer is trying to imitate Harley and their products. Harley has the top of the industry manufacturing process with large state of the art factories, and distribution, with many small and personalized, to market dealers, who sell their products (Harley-Davidson, 2009) Harley Davidsons Corporate Level Strategy tends to favour the Related Diversification Strategy. Their two primary businesses are related to each other in some manner or another. The two divisions, CVO and the Competitive Price Division, are related by using the same suppliers. Although the two divisions serve two totally different responsibilities to the consumers, they are truly related in their strengths to differentiate themselves from all the other competition. Harley Davidson does not do much promotion at the corporate level. Primarily, the local dealers do their promotion (Mitchell, 2001). Harley Davidson Motor Co. of Wauwatosa, Wisconsin has become known for translating process innovation into business revival. A significant contributor to this growth is a new-product cost management strategy, based on design for manufacturability. The company recognized that while 70% of their product cost was determined at the design function, the cost strategy went far beyond the function of product development. Their strategy was two fold, with the first linking cost management to corporate objectives, and the second validates and measures progress towards cost targets. Cross-functional integration was paramount in implementing this strategy. Cost analysts work with development team members, while design engineers worked closely with manufacturing personnel to understand cost constraints in conjunction with an understanding of how things would be made. This strategy has helped Harley-Davidson capture nearly 50% of the U.S. market for motorcycles, while achieving double-digit reven ue growth (Teerlink Ozley, 2000). 10. Recommendations As a manager author will identify the key areas of further strategic implementation by which Harley Davidson will get sustainable competitive advantage in their industry. Author identifies that Harley Davidson still not using the EPR system. Harley Davidson can use the ERP system to enhance the integrated marketing approach. Usually ERP systems will have many components including hardware and software, in order to achieve integration, most ERP systems use a unified database to store data for various functions found throughout the organisation. The term ERP originally referred to how a large organization planned to use organizational wide resources. In the past, ERP systems were used in larger more industrial types of companies. However, the use of ERP has changed and is extremely comprehensive, today the term can refer to any type of company, no matter what industry it falls in. In fact, ERP systems are used in almost any type of organization large or small. In order for a software system to be considered ERP, it must provide an organization with functionality for two or more systems. While some ERP packages exist that only cover two functions for an organization Payroll Accounting, most ERP systems cover several functions. Todays ERP systems can cover a wide range of functions and integrate them into one unified database. For instance, functions such as human resources, supply chain management, customer relations management, financials, manufacturing functions and warehouse management functions were all once stand alone software applications, usually housed with their own database and network, today, they can all fit under one umbrella the ERP system (Tech-faq, 2009). In retrospect, author would have recommended that Harley do a few things differently. First, they could have researched the literature on what types of problems mechanistic manufacturing organizations face when they try to implement an ERP system in a highly inflexible environment. There was enough research and case analysis available to do this. While they were clearly aware of potential change resistance and the need to get all stakeholders involved, the amount of time their search and selection process required was ridiculous in todays business environment. Author speculate that the sheer demand and high prices of their product allowed them to wallow in their inefficiencies a few more years before they had to bite the bullet (Hirschboeck et.al, 2004). Second, obtaining the advice of experienced software and supply chain consultants earlier in the process probably could have saved some time and created a defined focus. Often, managers use the discipline and recommendations of consultants to reinforce the need for organizational change. With the purchasing process out of control, they could have brought in some purchasing expertise to clean up some of the mess before selecting a software system to help organize the process. According to the website, only 10% of the Harleys customers are females. But female bikers are more and more interested by bikes (www.moto-station.com). Yamaha and Kawasaki are trying to take advantage of this growing interest of female bikers and many of their ads feature women on motorcycles. Harley Davidson can take this new opportunity to get sustainable competitive advantage in their industry. Another key issue for the future is the problem of the accessories. Indeed, those products such as perfumes or cosmetics are decreasing a lot. So, Harley-Davidson should take a decision about this unsuccessful strategy of brand stretching. But, this strategy has a lot of success regards to the leatherwear and fashion area. Harley-Davidson should continue to improve this brand stretching and not leave the market of cosmetics and perfumes. Harley was successful in transforming its scattered purchasing functions into a supplier relationship management program. The supplier portal now serves 300 of its 695 suppliers. In 2004, the company was extending portal access to its accessories and merchandise suppliers. This year, Harley will have about 300 IT employees (Hirschboeck et.al, 2004). The department should manage by experienced leaders who specializing in a particular area of expertise supporting a key company function. Record earnings for the first quarter of 2004 were gained from a 13% increase in sales, the largest in its history ((Nolan Kotha, 2007)). Analysts are crediting its profit growth and margin control to improvement in its supply chain efficiencies. Harley holds a 46% market share in heavyweight motorcycles in the US. The company sponsors a club for its customers, known as the Harley Owners Group (HOG) that allows the company to do direct market research and solicit ideas for product development and testing from 600,000 members. In 2002, the company produced 28 models Harley Davidson Analysis Harley Davidson Analysis Abstract The aim of this paper is to discuss the critical evaluation of the transformation process undertaken by Harley Davidson and analyse the contribution that the transformation made to the success or failure of the Harley Davidson. This paper also highlighted the competitive analysis of the US motorcycle industry and analsye the strategies that helps the Harley Davidson to get the sustainable competitive advantage from their 2nd most powerful competitor Suzuki. All the related strategies are described in Appendix due to word limitation. This paper also focuses on the further strategies such as EPR system, porter generic strategies etc. by which Harley Davidson would get competitive advantages before 2004. As a manager, author would also recommend differently and how they could use those strategies before 2004 to get the sustainable competitive advantages and also the successful implementation of transformation process. Aims This study involves a general evaluation of Harley Davidson to assess its transformation process. The study also attempts to assess the impact of the change on their performance. More specifically, the study aims at: Identifying Harleys transformation process Justifying the transformation process To conduct a brief literature on change management relating with Harleys case Analyse the Harleys competitive advantage from their competitor To recommend differently as a manager regarding different strategies to get the sustainable competitive advantage Methodology The report has used various books, e-journals and websites. Assumption It is assumed that information collected for the purpose of the report is correct and relevant. 1. Company Overview Harley Davidson began in Milwaukee in 1903 when two partners, Bill Harley and Arthur Walter Davidson, developed a one cylinder motorcycle. Harley Davidson grew quickly. By 1912 Harley Davidson was exporting their motorcycles overseas. During WW1, over 20,000 Harley-Davidson motorcycles were used. By the end of the war there were over 2000 dealerships worldwide. After WW1, the demand for motorcycles in Europe grew rapidly. Harley Davidson became a leader in innovative engineering during the 1920s. However, during WW2 Harley Davidson prospered with sales of motorcycles to the military. They earned the coveted Army-Navy award for excellence in wartime production. After WW2, Harley Davidson transformed from producing military to recreational motorcycles. By 1953, Harley Davidson was the last remaining motorcycle manufacturer in the United States. By 1960 Harley Davidson had begun a gradual decline. Harley Davidson merged with the American Machine and Foundry Company (AMF). This merger briefly raised sales. By the mid 1970s, a declining market, a sluggish economy and increasingly fierce competition from Asian manufacturers was once again taking its toll on Harley Davidson. This culminated in a 1981 management buyout saving Harley Davidson from bankruptcy. After the 1981 management buyout, Harley Davidson had to re-organize. Faced with a terrible reputation for quality and rising costs, Harley Davidson focused on marketing. It wanted to differentiate itself from its competitors by building upon its heritage and its unique American styling. These improvements turned Harley Davidson into a remarkable success story. Between 1999 and 2004 revenues grew on average 14% yearly while profits grew 23% on average yearly. Harley Davidson is now the largest American motorcycle manufacturer. They design manufacturer and sell heavyweight touring, custom and performance motorcycles. Currently the company has over 28 models of touring and custom Harley motorcycles distributed through a network of more than 1300 dealerships worldwide. They also sell motorcycle parts, accessories, clothing and collectibles. The company also makes motorcycles under the Buell nameplate. (Source: Harley-Davidson, 2009) 2. Change Management Change is constant. Change in organisations is said to often be made in three areas: 1) structure, i.e. new services or programs; 2) technology, i.e. alteration in equipment and/or automation; and 3) people, i.e. selection, hiring, training, relationships, and attitudes. Change management is a strategy designed to transition from the status quo to some new ideal way of doing business. Change management has been defined as ‘the process of continually renewing an organizations direction, structure, and capabilities to serve the ever-changing needs of external and internal customers (Moran and Brightman, 2001, pg. 111). According to Burnes (2004) change is an ever-present feature of organizational life, both at an operational and strategic level. Therefore, there should be no doubt regarding the importance to any organisation of its ability to identify where it needs to be in the future, and how to manage the changes required getting there. Consequently, organisational change cann ot be separated from organisational strategy, or vice versa (Burnes, 2004; Rieley and Clarkson, 2001). Due to the importance of organisational change, its management is becoming a highly required managerial skill (Senior, 2002). 3. Change Management Process Organisational change can be described as the process of moving away from a current condition to realize some future state. Change management involves managing the process of achieving this future state. According to Nickols, (2004), change can be viewed from two vantage points, that of the people making the changes and that of the people experiencing the changes. In the top-down process, or strategic viewpoint associated with management, the focus is on technical issues such as the investment required, the processes for implementing the change, how soon the change can be realised, and the outcome. In the process of bottom-up viewpoint of the employee, the focus is on what the change means to the individual, how they can cope with the change, and also how management can assist them through the transition. In this context, effective change management should be able to help individuals evolve from negative feelings such as fear and anxiety towards positive feelings about the changes be ing made. Effective change management deals with diagnosing problems and determining an alternative that involves changing the organisational structure or processes. It also identifies and deals with the individual responses to change that can hinder the success of the project. To understand change management better, we need to understand the various models and strategies that managers may follow. Some of the models include the Leadership model, Improvisational Model, Theory E versus Theory O, and the ADKAR model (Please Refer Appendix A1) 4. Harley Davidson Transformation Process The Harley Davidson transformation began with a company that was suffering. In the 10 years to 1983, Harleys market share of the 850 CC plus motorcycle category had dropped from 80% to 23%. The company was hemorrhaging cash and profits. Staffs were demoralised. The culture and environment was toxic. According to Jenkinson Sain, (2009), the Transformation process of the Harley Davidson was divided into two phases: First Phase: The first phase of the transformation involved rationalisation and tough command and control management. This was First phase of change management process. It was not enough however to create success for this positivity and commitment of Harley Davidson. For this reason Harley Davidson decided to go second phase of the change process (Jenkinson Sain, 2009). Second Phase: The second phase of the management was core-integrated marketing of Harley Davidson. Harley Davidson had to move out of financial regulation and power governance into shared marketing commitment towards vision and value based on a collective appreciation of the Harley identity (Jenkinson Sain, 2009). Harleys problems began it was the company was sub optimized internally, with many hostile management/union relationships, and failed to match the market in customer value. The Japanese did not create the problem: they exposed the problem. Many companies share this problem. They may have succeeded in avoiding the extreme problems that Harley had, often by effective first phase management. The challenge of is to move into second phase. Second phases Integrated Marketing depends first on uniting everyone around a collective vision of value that connects to the identity and purpose of the organisation/brand. This depends on a profound and shared understanding of customers and an organisation that can deliver value seamlessly throughout all customer experiences across the relationship. This also means connecting and matching spiritual with practical qualities: vision, purpose, values with information, processes, and systems (Henshaw Kerr, 2001). 5. Implementation of Transformation process There are a number of factors that affect the strategies used for change management (Please refer Appendix B1), and ultimately whether the change is effective. One set of factors is how resistant people are to change. People may resist change because they are unsure of how it affects them, misunderstand the changes, have a different assessment of the current and future environment, or simply have a low tolerance for change. A second factor is the urgency of the change. How important is it, and how critical it is to the business needs of the organization? This also affects the time frame under which the changes need to be implemented. A third factor is how ready is the organisation for the change? Does it have the skills and knowledge needed to implement the change? Finally, management will have preferred strategies for managing the change. This might be based on research and studies they have made, or from past experiences (Kotter, 1996). If we look at the various models (Please refer Appendix A1) for change, it is apparent that there are certain situations where a particular model will not be as effective. For example, I would not expect the improvisational model to work well in a rigid, autocratic environment. This model would work best in an informal, cooperative environment where the workers are encouraged to take risks and display initiative, and everyone is open to new ideas (Orlikowski and Hofman, 1997). The Theory E and Theory O models represent opposite ends of the spectrum. Theory E is more appropriate when the focus is on the short term, and the goal is to maximize the return on investment. The Theory O is more appropriate when the emphasis is on the long-term survival of the company (Beer and Nohria, 2001). The leadership and ADKAR models are both effective in situations where the change is a programmed change, and management needs to secure the buy-in and support of the employees. Both of these models emp hasize the leadership aspect of change management, and deal with the behavior of individuals in response to change. 6. Transformation Model for Harley Davidson Integrated Marketing amounts to a widening of the responsibility, potential and vision for many marketers and therefore for marketing. Rich Teerlink, CEO of Harley-Davidson, describes a leadership journey by which just such a transformation took place. Under his leadership, Harley-Davidson changed from a somewhat toxic, hierarchical, command and control organisation to something new and nimble that is the present-day foundation for its ongoing success as an Integrated Marketing leader. Initially that change did require command and control to get out of the solvency crisis. However, the sustained success that Harley Davidson has, its came from a different kind of change. Involvement, empowerment and alignment were the secret of success of Harley Davidson. The result is something called the Business Process, an extensive and ongoing programme of Harley Davidson that involved and involves everyone in the Harley Davidson from top to bottom in establishing shared values and vision, shared mission and operating philosophies, and agreed objectives and strategies (Jenkinson Sain, 2009). According to Teerlink (cited in Jenkinson Sain, 2009) and his partner in the process, consultant Lee Ozley, â€Å"Instead of demanding compliance, managers have to earn, and call upon, commitment†. The extensive change process, over several years, that led to this, known as the Joint Vision Process, also led to a radical new organisation. Instead of the conventional hierarchical structure, Harley-Davidson developed what they call a circle organisation of three overlapping elements concerned with creating demand, producing products and providing support. A leadership and strategy council at the centre has members nominated from these circles. Harley-Davidson Circle organisation Jeff Bleustein, former president of parts and accessories, describes the uniqueness of the circle organization, According to Bleustein, there are a lot of companies with self-managing work teams on the factory floor. In fact, thats where a lot of innovation comes in some companies as far away from the executive offices. He took this concept of self-managing groups and made it work at the executive level of Harley Davidson. The solution to Integrated Marketing is not to blindly copy the Harley- Davidson solution. Jeff Bleustein also give some criticism against the integrated marketing approach. He predicted that integrated marketing approach would not work, because Harley Davidson grew organically out of the process. However he has observed some other radical structures both within the marketing department of the large organisation. He was certain that to achieve best practice in Integrated Marketing there is a need for the organisation structure to grow out of and reflect the organis ing idea of value and purpose that animates the brand organisation, rather than be driven by traditional considerations of power and status (Jenkinson Sain, 2009). Ron Hutchinson, currently vice president for parts, accessories and customer service, gives a perspective on this change and its effect that relates to Integrated Marketing. He verified that this was a vision of the way people needed to be engaged in an organization, and developed a structure the Business Process of Harley Davidson that allows for theoretical alignment of an individuals job with the long-term direction of the company. Hutchinson aware of that no other organisation has built a whole process and structure around that. In the final analysis, he would say the customer service department, where a customer spent eight hours a day taking phone calls from unhappy campers, is a true test of whether the Business Process works or not. He was convinced that Harley Davidson wouldnt have the reputation that they have today in the marketplace if they didnt have front-line people excited by charismatic, visionary leadership, who can see exactly how their little piece of the organiza tion fits into the long-term strategy and direction of the company (Teerlink Ozley, 2000). According to Teerlink, to complement the organizational changes, new rewards and incentive systems were introduced. They are changing their pay system to pay for performance. They needed their people to understand empowerment. An employee must make the decision that he or she wants more training no one will tap an employee on the shoulder but once an employee are there, they will help an employee. The executive committee was the first group to go through the [Leadership] institute. They didnt want anyone to get the attitude that the executive committee doesnt have anything to learn (Nolan Kotha, 2007). Line workers were exposed to the interrelation among products, sales, and profitability. Harley Davidson also prepared nontechnical explanations of how cash flows and flexible production affected financial success. Harley made substantial changes in worker job descriptions, responsibilities, and production processes to increase job enrichment and worker empowerment. In 1993 Harley-Davidson acquired a minority interest in the Buell Motorcycle Company, a manufacturer of performance motorcycles. Through this investment Harley hoped to enter select niches within the â€Å"performance† motorcycle market, which several top executives thought would return Harley to its heritage of product innovation and development through lessons from the racetrack (Teerlink Ozley, 2000). 7. Successful Transformation process in Harley Davidson Due to successful transformation process of Harley Davidson (H-D), impressive integrated marketing strategy gave Harley Davidson a brand name that more recognized than any other company. Indeed, the strategy was not to focus on reducing the costs, or on the distribution improvement, but the main element was to create customer value. In other words, H-Ds was to give more credibility, trust, safety, desires, quality of product and service, and thus fidelity to its brand. In order to reach that goal, H-D centralised its marketing on these topics, for example creating a Harley Owners Group who rallies more than 900,000 members worldwide (Harley-Davidson, 2009). The main interest of this group is to ensure members to know each other, and become a second family who share the same interests, wills, and thoughts. This integrated marketing strategy also ensures H-D to maintain a strong relationship with its customers, and thus a strong brand name all over the world. According to customers, th e owners of H-D say that this brand understands customers needs, and also that they are always for their customer if a problem appears. These remarks can be linked with H-Ds values. According to H-D â€Å"Our values are the heart of how we run our business. They guide our actions and serve as the framework for the decisions and contributions our employees make at every level of the Company.† These values are: Be Fair, Tell the Truth, Keep Your Promises, Respect the Individual, and Encourage Intellectual Curiosity (Harley-Davidson, 2009). This integrated marketing approach can also be linked with the mission statement of H-D: â€Å"We fulfill dreams through the experience of motorcycling by providing to motorcyclists and to the general public an expanding line of motorcycles and branded products and services in selected market segments (Harley-Davidson, 2009).† In order to be successful, organizations must determine clear financial and strategic objectives (Hitt et.al, 2005). Harley Davidson gained a greater market share, achieved higher product quality than rivals, maintained a stronger reputation and a better branding strategy than its competitors, increased levels of customer satisfaction and finally attained stronger customer loyalty due to successful transformation process. In the 60s and 70s Harleys strategic intent was based on â€Å"going shoulder-to-shoulder against the predominantly Japanese companies† (Harley-Davidson, 2009). Harley could not compete on the price level, and the Japanese products were of superior quality, Harley decided to compete in other areas. Their new strategy was to connect with people on an emotional level. They are not selling a product but a way of life, a way of thinking. Due to successful transformation process of Harley Davidson changed its strategy from selling products to selling community (Teerlink Ozley, 2000). And the fact that H-D has developed a Brand stretching strategy, which was an element of Harleys success in developing relationships with customers. Indeed, owners can buy other Harleys products than bikes; it means that they can be more than a biker, they can join Harleys group buying leather accessories or clothes, and even cosmetics. 8. Competitor Analysis/Strategic Issues There are four strategic issues that H-D has to face with. The most important is the European market where H-D has to increase its sales, then, linked with the first issue, there is a fierce competition with the Japanese firms such as Honda and Yamaha. The other issues are the womens market and the accessories, which are in decline. Harley-Davidson is not very famous in Europe where Harleys market share of 650 cc plus motorcycle is less than 7% (6.6%), while in North America Harley-Davidson has a huge market share (46.4%), 21.3% for the Asian market. The main industry competitors are Honda, Suzuki, Yamaha, Kawasaki and BMW. Harley-Davidson is the market leader in the U.S. market with 46.4% market share (Teerlink Ozley, 2000). Their domestic position is quite secure however the rival companies are all aiming to increase their impact on the North American market. Rival manufacturers such as Kawasaki or BMW have all made a serious attempt to establish them at the heart of Harleys market. The Japanese bikes were often considered to be ‘sissy cycles by Harley lovers (Mitchell, 2001). This image is slowly changing and the Japanese companies are trying to ‘out Harley the Harley models. Yamaha motor USA is starting to improve its position in its various markets. The U.S. sales have increased for 47% since 1998. Harley Davidson had a tough time in creating an image for themselves particularly in the cruiser markets. Harley continues to dominate the U.S market and is also the leader in the Asian/Pacific markets with 21.3% market share (Henshaw Kerr, 2001). Yamaha is also trying to outperform Harley and is improving its mass customization skills. The Yamaha website offers a section that allows customers to design their own bike and choose the look and functionality they desire. The interface ensures customers to choose from 75 Yamaha accessory items and makes it easy for the customer to purchase the bike online. The Yamaha V Max model, the Drag Star, and the Road Star models attract customers with their slick design and technological tweaks (Yamaha, 2009). The Yamaha sports models are also very successful and the company is still maintaining a strong position in world markets. European rivals are also trying to make an impact on this lucrative market. Italys Moto Guzzi recently introduced the V11 EV custom cruiser. BMW introduced 3 models of its R1200C cruiser and thanks to clever advertising is beginning to improve its position in the U.S. and Asian markets (BMW Annual report, 2004). 9. Harley Davidsons Strategic Implementation While Harley was booming in U.S market during the late 1950s, then the market attracted Japanese motorcycles manufacturers, beginning with Honda. Other Japanese firms, Suzuki, Yamaha and Kawasaki also followed Honda. Behind Honda, Suzuki was the main competitor for Harley Davidson and while Suzuki marketed smaller, quieter and more fuel-efficient motorcycles that required little or no maintenance and were easier to handle compare to Harleys bikes. In order to get sustainable competitive advantages, Harley Davidson implemented different types of strategies that helped them become one of the most dominant motorcycle producers in the world as well as differentiate them from their one of the most powerful competitor Suzuki. As stated earlier, strategic issues that H-D has faced is increased segmentation in the motorcycle industry causing them to shift focuses in their strategy. With the purchase of Buell Motorcycle Co. they have been successfully able to increase their market segmentation by offering high quality bikes at competitive price. This allowed H-D to have the opportunity to move from a differentiation strategy to a cost/differentiation strategy (Henshaw Kerr, 2001). Harley Davidsons use of the Cost/Differentiation as a Business Level Strategy has proven highly successful since they have been in business. They have always tried to differentiate themselves from everyone else in the motorcycle industry, by producing a brand image that many competitors have failed to recreate. Harley Davidson has two different companies built into one. The first of the two companies produces motorcycles at competitive prices against their competitors. Harley Davidson demands high standards of quality and efficiency and demand lower costs, which will add to a higher quality less expensive motorcycle. Harley Davidson has done extensive research to find out information about their average customer. Harley Davidson concluded that the average motorcycle consumer is a married, college educated, 38 year-old male earning $44,250 a year and his average income is increasing. Research also shows that females represent 10% of the new purchasers (Henshaw Kerr, 2001). The second company that Harley Davidson implemented is the Costume Vehicle Operations or CVO. This company specializes and customizes the motorcycles to suit the individual owner. Harley Davidson also offers genuine parts and accessories so Harley owners can customize their own motorcycles. The CVO tries to use the differentiation strategy to beat out its competitors. The customisation of a motorcycle can prove to be very expensive and time consuming, but Harley Davidson knows that what good is a bike if you cannot show people who you really are. The customers are willing to wait an average of 1 year after placing their order to receive their customized motorcycle. Every other motorcycle manufacturer is trying to imitate Harley and their products. Harley has the top of the industry manufacturing process with large state of the art factories, and distribution, with many small and personalized, to market dealers, who sell their products (Harley-Davidson, 2009) Harley Davidsons Corporate Level Strategy tends to favour the Related Diversification Strategy. Their two primary businesses are related to each other in some manner or another. The two divisions, CVO and the Competitive Price Division, are related by using the same suppliers. Although the two divisions serve two totally different responsibilities to the consumers, they are truly related in their strengths to differentiate themselves from all the other competition. Harley Davidson does not do much promotion at the corporate level. Primarily, the local dealers do their promotion (Mitchell, 2001). Harley Davidson Motor Co. of Wauwatosa, Wisconsin has become known for translating process innovation into business revival. A significant contributor to this growth is a new-product cost management strategy, based on design for manufacturability. The company recognized that while 70% of their product cost was determined at the design function, the cost strategy went far beyond the function of product development. Their strategy was two fold, with the first linking cost management to corporate objectives, and the second validates and measures progress towards cost targets. Cross-functional integration was paramount in implementing this strategy. Cost analysts work with development team members, while design engineers worked closely with manufacturing personnel to understand cost constraints in conjunction with an understanding of how things would be made. This strategy has helped Harley-Davidson capture nearly 50% of the U.S. market for motorcycles, while achieving double-digit reven ue growth (Teerlink Ozley, 2000). 10. Recommendations As a manager author will identify the key areas of further strategic implementation by which Harley Davidson will get sustainable competitive advantage in their industry. Author identifies that Harley Davidson still not using the EPR system. Harley Davidson can use the ERP system to enhance the integrated marketing approach. Usually ERP systems will have many components including hardware and software, in order to achieve integration, most ERP systems use a unified database to store data for various functions found throughout the organisation. The term ERP originally referred to how a large organization planned to use organizational wide resources. In the past, ERP systems were used in larger more industrial types of companies. However, the use of ERP has changed and is extremely comprehensive, today the term can refer to any type of company, no matter what industry it falls in. In fact, ERP systems are used in almost any type of organization large or small. In order for a software system to be considered ERP, it must provide an organization with functionality for two or more systems. While some ERP packages exist that only cover two functions for an organization Payroll Accounting, most ERP systems cover several functions. Todays ERP systems can cover a wide range of functions and integrate them into one unified database. For instance, functions such as human resources, supply chain management, customer relations management, financials, manufacturing functions and warehouse management functions were all once stand alone software applications, usually housed with their own database and network, today, they can all fit under one umbrella the ERP system (Tech-faq, 2009). In retrospect, author would have recommended that Harley do a few things differently. First, they could have researched the literature on what types of problems mechanistic manufacturing organizations face when they try to implement an ERP system in a highly inflexible environment. There was enough research and case analysis available to do this. While they were clearly aware of potential change resistance and the need to get all stakeholders involved, the amount of time their search and selection process required was ridiculous in todays business environment. Author speculate that the sheer demand and high prices of their product allowed them to wallow in their inefficiencies a few more years before they had to bite the bullet (Hirschboeck et.al, 2004). Second, obtaining the advice of experienced software and supply chain consultants earlier in the process probably could have saved some time and created a defined focus. Often, managers use the discipline and recommendations of consultants to reinforce the need for organizational change. With the purchasing process out of control, they could have brought in some purchasing expertise to clean up some of the mess before selecting a software system to help organize the process. According to the website, only 10% of the Harleys customers are females. But female bikers are more and more interested by bikes (www.moto-station.com). Yamaha and Kawasaki are trying to take advantage of this growing interest of female bikers and many of their ads feature women on motorcycles. Harley Davidson can take this new opportunity to get sustainable competitive advantage in their industry. Another key issue for the future is the problem of the accessories. Indeed, those products such as perfumes or cosmetics are decreasing a lot. So, Harley-Davidson should take a decision about this unsuccessful strategy of brand stretching. But, this strategy has a lot of success regards to the leatherwear and fashion area. Harley-Davidson should continue to improve this brand stretching and not leave the market of cosmetics and perfumes. Harley was successful in transforming its scattered purchasing functions into a supplier relationship management program. The supplier portal now serves 300 of its 695 suppliers. In 2004, the company was extending portal access to its accessories and merchandise suppliers. This year, Harley will have about 300 IT employees (Hirschboeck et.al, 2004). The department should manage by experienced leaders who specializing in a particular area of expertise supporting a key company function. Record earnings for the first quarter of 2004 were gained from a 13% increase in sales, the largest in its history ((Nolan Kotha, 2007)). Analysts are crediting its profit growth and margin control to improvement in its supply chain efficiencies. Harley holds a 46% market share in heavyweight motorcycles in the US. The company sponsors a club for its customers, known as the Harley Owners Group (HOG) that allows the company to do direct market research and solicit ideas for product development and testing from 600,000 members. In 2002, the company produced 28 models