Vengeance and Vindication

Vengeance and Vindication Vengeance and Vindication Vengeance and Vindication By Mark Nichol Vengeance, vindication, and a few related words are derived from a Latin word pertaining to punishment and retribution. These terms and their definitions are listed in this post. The forebear, the verb vindicare, means â€Å"avenge† and â€Å"claim,† though for each of its English descendants, the former sense holds almost exclusive sway. (Interestingly, vindicare may in turn stem from vim dicare, meaning â€Å"show authority†; the first word, meaning â€Å"force,† has been preserved in the first word in the phrase â€Å"vim and vigor,† while the second is the source of dictate, diction, and the like.) The verb avenge suggests righteous retribution (one who does so is an avenger), while the connotation of revenge suggests malicious retaliation. Revenge is more common as a noun than as a verb (though revenger is not employed to describe one who commits an act of revenge), while vengeance is employed as a noun in place of avenge; the adjectival form is vengeful. In a political context, revanche, adapted from the French verb revenchier, meaning â€Å"revenge,† refers to a policy of reasserting status or recovering territory; the practice is revanchism, and a revanchist is an adherent. Vindication is synonymous with vengeance, but usually it has the sense of â€Å"confirm,† â€Å"defend,† or â€Å"justify,† or â€Å"free from blame†; one who has been accused, then exonerated, is vindicated, and one who performs the vindication is a vindicator. The adjectival form is vindicative, which should not be confused with vindictive, which means â€Å"vengeful† or â€Å"spiteful.† For the most part, these terms entered the English language by way of French, but an exception is vendetta, adopted from Italian. Originally, it denoted a feud, especially a deadly one between families or clans that involves back-and-forth retaliation. Now, the sense is of a malignant campaign to discredit or harm someone. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Vocabulary category, check our popular posts, or choose a related post below:Grammar Test 1Probable vs. PossibleHow Do You Determine Whether to Use Who or Whom?

Introduction to the Internet of Things

Introduction to the Internet of Things The Internet of Things, or IoT, isnt as esoteric as it sounds. It simply refers to the interconnection of physical objects, computing devices and encompasses a wide range of emerging technologies such as virtual power plants, intelligent transportation systems and smart cars. One a smaller scale, IoT includes any smart (internet-connected) household item, from lighting to thermostats to televisions.   Broadly speaking, IoT can be thought of as a far-reaching expansion of  internet technology through an ever widening network of products, devices and systems embedded with sensors, software, and other electronic systems. Belonging to an interconnected ecosystem enables them to both generate and exchange data to make them more useful.   History and Origins In 1990, British computer scientist Tim Berners-Lee  had just completed work on the critical pieces of technology that formed the foundation of the world wide web: HyperText Transfer Protocol (HTTP) 0.9, HyperText Markup Language (HTML) as well as the first Web browser, editor, server, and pages. At the time, the internet existed as a closed network of computers limited to mostly government agencies and research institutions. However, by the early 21st century, the internet had expanded globally and has become one of the most influential technologies in the world. By 2015, more than three billion people have used it to communicate, share content, stream video, purchase goods and services and more. The Internet of Things is poised to be the next big leap in the evolution of the internet with the potential to transform how we work, play and live.   The Business World Some of the most obvious benefits are in the business world. Consumer goods, for example, stand to benefit from IoT throughout the entire supply chain. Factories that utilize automation will be able to connect various systems to eliminate inefficiencies while the cost of transporting and delivering goods can be reduced as real-time data helps to determine the ideal routes. On the retail end, products embedded with sensors will be able to relay performance details and customer feedback to the shops and manufacturers. This information can then be used to streamline the repair process as well as to refine future versions and develop new products.   The use of IoT is industry-specific. Agriculture companies, for example, have already made use of sensors to monitor crops and environmental changes such as soil quality, rainfall, and temperature. This real-time data is then sent to automated farm equipment, which interprets the information to determine how much fertilizer and water to distribute. Meanwhile, the same sensor technologies can be applied in healthcare to enable providers to automatically monitor patients’ vitals.   The Consumer Experience The Internet of Things is poised to shape consumers experiences with technology for years to come. Many standard household devices are available in smart versions, intended to increase convenience and efficiency while lowering cost. Smart  thermostats, for example, integrate user data and ambient data to intelligently control  indoor climate.   As consumers have begun to acquire a growing number of smart devices, a new need has arisen:   technology that can manage and control all IoT devices from a central hub.  These sophisticated program, often called virtual assistants, represent a form of artificial intelligence with a strong reliance on machine learning. Virtual assistants can operate as the control center of an IoT-based  home. The Impact on Public Spaces One of IoTs most significant challenges is large-scale implementation. Integrating IoT devices in a single-family home or multi-story office space is relatively simple, but integrating the technology into an entire community or city is more complex. Many cities have existing infrastructure that would need to be upgraded or entirely revamped in order to implement IoT technology. Nevertheless, there are some success stories. A sensor system in Santander, Spain enables residents to  locate free parking spaces using the citys smartphone app. In South Korea, the smart city of Songdo was built from scratch in 2015. Another smart city - Knowledge City, in Guangzhou, China - is in the works.   The Future of IoT Despite the rapid development  of the Internet of Things, major  barriers remain. Any device that connects to a network, from a laptop to a pacemaker, can be hacked. Consumers, business, and governments alike share concerns about the risk of security breaches if IoT were to become more  widespread. The more personal data our devices generate, the greater the risk of identity fraud and data breaches. IoT also intensifies concerns about cyber warfare. Still, the Internet of Things continues to grow.  From something as simple as a lightbulb that can be turned on and off with an app, to something as complex as network of cameras that sends traffic information to municipal systems to better coordinate emergency response, IoT presents a variety of intriguing possibilities for the future of technology.

Utopian Thinking & Practical Leadership Alternatives Essay

Utopian Thinking & Practical Leadership Alternatives - Essay Example According to the book, the new ideas can be effective in the management of resources. For instance, he uses â€Å"the participatory city budgeting process in Porto Alegre, Brazil† to show how collective handling of public resources can be both political and economic benefit (Wright, 2010). He uses the success of this case to show how public inclusion in decision-making processes can be used as a tool to bring bureaucracy to an end, thus promotes democracy. The argument in this case is that the involvement of the public in public political and economic issues makes it hard for there to be manipulation of public resources by a few members of the public to serve their own interests. He also argues that when social institutions are communal, the members of the community tend to complement each other instead of competing against each other. This is clearly depicted by the Mondragon Corporation. The cooperation is community based and has its policies based on communism. As much as there has been the dominance of capitalism, this cooperation remains to be one of the largest business organizations in Spain in terms of asset turnover (Abrams, 2008). Most of the resources sure community owned, making it hard for there being influential individuals taking advantage of the less fortunate. The main ideas are that this form of business existence discourages bureaucracy and encourages collective accountability (Semler, 1993). According to Wright, the main reason as to why the current organizational paradigm needs redesigning is the way it has been unsuccessful in meeting its expectations. When capitalism was first introduced in Europe, many people thought that it will lead to an improvement in democracy. It was also expected to trigger faster economic growth. However, a closer look at capitalism, and how it works in the modern world will prove that it only works for those with affluence

Analysis of Democratization Research Paper Example | Topics and Well Written Essays - 1250 words

Analysis of Democratization - Research Paper Example Freedom of self-expression has a great relation to the freedom of speech, together of which enables individuals to air their views and criticize unethical proceedings in the given society. Freedom of self-expression is, in fact, the foundation of every other form of democracy (Camp 16). With self-expression, individuals are able to rebuke tyrannical leadership and rules that apply immense force in handling citizens’ affairs. Freedom to self-expression is an empowering tool to enable the individual citizens overcomes any form of discrimination that has a direct or indirect effect on their personal developments. Inglehart and Christian describe that with the freedom to self-expression, individuals can also raise alarm over economic inequalities that are particularly detriment to their individual developments and society as a whole (20). Freedom to self-expression enables individuals discloses any forms of corruption that occurring in a given society and threatening to corrode th e resources of the victim society. The developmental process of the individuals’ democracy also requires assurance of freedom of association. Freedom of association empowers individuals to decide and interrelate with groups of their individual choice. As illustrated by Camp, freedom of association helps individuals form strategic movements tasked with purposes of ensuring collective representation of ideas and views of a given group that feels underserved and unrecognized by the ruling authority in a given society (21). Furthermore, freedom of association as a tool towards democratization helps individuals with lower say in a given society team up and form groups capable of challenging a given repressive rule or leadership in a particular society. Individual democratization process that defines the whole democracy has to encompass and cover religious rights (Inglehart and Christian 24). Allowing individuals’ freedom of religion ensures the spiritual development of the given individuals in the most appropriate direction. Freedom of religion is a tributary to freedom of association as it advocates for allowing individuals to initiate and interrelate with groups of their personal choice. The democratization process also has to take into consideration the economic equality among individuals of a given country. Economic issues and gaps have been the epicenter of wars in various societies and particularly among individuals. Ensuring economic equality will empower individuals to have a say on the manner of handling a country’s resources for the best of developing the entire society or community. Institutional democratization stems and develops from individual democratization. Democracy in institutions starts with freedom of self-expression among constituent employees and parties. With self-expression, individuals within a given institution have the power to share their views and even spell out dissatisfaction with managerial techniques and proces ses (Krishna 16). Allowing freedom of self-expression to individuals, institutions are likely to benefit from innovation and creative ideas exhibited by individuals in a particular organization. Institutional democracy has to base on the freedom of association among the constituent employees and parties. Institutional democracy also needs to take into consideration gender issues. Many organizations have faced problems compounded by disparities in gender biases and inequality.

Trouble in Paradise with Comments Essay Example for Free

Trouble in Paradise with Comments Essay Company joint venture in China is one of the regions shining success stories. So why is generai manager Mike Gravesthinking about pulling the plug on it? ROM Mike Gravess tall windows, which were draped in red veivet, the view of Shanghai was spectacular: the stately old Western-style buildings, the riot of modem skyscrapers, the familiar needle of the TV tower. But today Mike barely noticed it. Clenching a copy of his Chinese partners proposal for another acquisition it would be the companys fourth he paced the floor and replayed in his mind that mornings unsettling phone call. He had called his boss. Bill Windier, at headquarters in Ohio, hoping to get a nice quote to inject into the brief remarks he was to make at that days banquet celebrating the joint ventures tenth anniversary. But as he gave Windier a quick rundown of what he intended to say mostly about the joint ventures progress toward world-class qualityMike could sense his bosss growing frustration. Aboutfiveminutes into the call. Windier cut Mike off in midsentence. saying,Dont throw your shoulder out patting yourself on the back. Windier reminded Mike about the margins he was looking for across all of Heartland Spindles businesses. A 4% ROI is pathetic, Windier said. Weve been in there ten years, Mike. The numbers shouid look better by now. He said he was looking for a 20% ROI, adding that such a number could surely be achieved through greater efficiency and more automation. And in Windlers view, the company had at least 1,200 employees too many. That needs to be fixed, fast, he said. Mike knew his boss wouldnt take no for an answer, but he had also learned that his Chinese partners would never agree to drastic moves such as the layoffs suggested by Windier. It was beginning to look as though the five good years he had spent here as general manager might be destined to come to a pairrful end. Mike couldnt help but HBRs cases, which arefictional,present common managerial dilemmas and offer concrete solutions from experts. A CHANGED WORLD AUGUST 2003 H B R CASE STUDY †¢ T r o u b l e in P a r a d i s e wonder if those harsh v^ords from Ohio were a warning that his contract might not be renewed in six months. Then, to top things off, just as Mike had extricated himself from the phone conversation, this latest acquisition proposal had arrived from deputy general manager Qinlin Li. The top executive on the Chinese side of the joint venture, Qinlin had been with the JV since its inception. As before, there would be almost irresistible pressure to go along with the deal. The Chinese side would make it clear yet again that the delicate partnership depended on Mikes support for continuous expansion and protection of jobs. The timing couldnt have been worse: The last thing Windier would want was more growth initiatives eating into the profits. A knock on the heavy teak door snapped him out of his musings. Feng Chen, Mikes assistant and translator, informed him that his car was waiting. nior executives, Qinllns immediate subordinates, stood up and nodded their greetings. There was a burst of excited applause, and cameras flashed. Qinlin was accompanying three important government officials into the room. They approached Mikes table and politely bickered for several minutes over who should enjoy the most prominent seat at the table, as required by Chinese custom. At last, the eldest and most highly placed official accepted the seat of honor. Qinlin stepped up to the podium, above which hung a huge Chinese knot of red silk, the symbol of cooperation. There was an expectant hush as he tapped the microphone. Ladies and gentlemen Qinlin began,thank you for joining me to celebrate the tenth anniversary of Zhong-Lian Knitting Company Limited. Those who were vwith the company at the beginning remember the hardships we endured and the hard work we put in. Since the establishment of Zhong-Lian as a 50/50 joint venture between Suzhou First Textile Company and our U. S. partner. Heartland Spindle Company, Zhong-Lian has faced many difficulties and obstacles. But we succeeded Mike was listening to the translators words, but he could hear the passion in Qinlins voice. We turned a money-losing company into a money-making company, and we made great headway as a result of support from our government, efforts on the part of both parent companies, and all our managers and employees. Mike hadnt been there during the early days, but he knew the stories. He was the fourth GM sent by Heartland in ten years. His two most recent pre- Enhance Friendly Cooperation As the car pulled up outside the ShangriLa Hotel, Mike forced himself to smile at the red carpet lined with dozens of lavish flower baskets sent by local government officials, business partners, suppliers, customers, and even competitors. A marching band in full uniform stood at the hotel entrance, and above it stretched a bright red banner that said, in Chinese and English: Enhance Friendly Cooperation and Ensure Mutual Growth and Celebrate the Tenth Anniversary of Zhong-Lian Knitting Co. Ltd. Mike exchanged greetings with Qinlin, who had been there for an hour already and was still seeing to last-minute details. In the ballroom, an elegant young woman in a red silk qi-pao, a traditional dress for formal celebrations, escorted Mike to the round table that was front and center. Tvo Chinese se- Katherine Xin is a professor of management and holds the Micheiin Chair in Leadership and Human Resource Management at China Europe International Business School (CEIBS) in Shanghai; she is also the editor in chief of HBR China. Vladimir Pucik is a professor ofinternational human resources and strategy at the International Institute for Management Development (lMD) in Lausanne, Switzerland. 28 decessors had left before their threeyear assignments were complete, one for family reasons his wife couldnt adapt to China-and the other for a better job offer (allegedly). Mike, a veteran manager with 20 years of international experience, had lived and worked in Japan, Hong Kong, and Australia before Heartland sent him to Shanghai. Mikes toughest challenge at tbe outset was the language barrier. He wouldnt have survived without Feng Chens help. It didnt take long for Mike to learn what cha-bu-duo meant: almost okay. He hated that word! It was baffling to him: Even though his Chinese partners were intelligent and willing to work hard, they werent exactly obsessed with quality. They cut corners and hardly ever followed operating procedures to HARVARD BUSINESS REVIEW Trouble in Paradise †¢ H B R CASE S T U D Y It didnt make sense to him until months later, when Mike heard someone say, Keeping silent in a group is safer. You wont get in trouble if you dont do anything. But you will get in trouble if you make a mistake. We are experienced under this system, and we know how it works. At any rate, Mike was relieved when the equipment was set up even though it took two years and outside pressure from the provincial Environment Protection Bureau to make it happen. There was another burst of applause. Qinlins voice reverberated through the room. We have acquired three moneylosing state-owned enterprises and managed to earn an annual profit of between 5% and 6%, he said. The number of employees increased from 400 to 2,300 in the past decade. Given the slump of the textile industry in these years, Zhong-Lians achievement is remarkable. In the coming years, we will further enhance the company and maintain our growth momentum. Qinlin paused, and his eyes sparkled. Let me tell you another piece of good news, he said. We are preparing our fourth acquisition, which is expected to raise our production capacity by 40%. The number of our employees will grow to nearly 3gt;5oo. And all this will help us launch our next initiative: building our own national brand. An elegant young woman in a silk qi-pao escorted Mike What little appetite Mike had for the celebration vanished. He had long been to his table. But he was preoccupied by the Chinese executives trying to quash that kind of talk. Heartplans and what they would mean for profitability. land, he knew, would never support launching an apparel brand that would the letter. Buttons often fell off sweat- sewage disposal three months after he eat up resources and limit profits for ers before the garments were even started (he was astonished that his Chi- years. Qinlin knows this well, Mike shipped out of the factory. Cha-bu-duo nese partner hadnt updated it already), thought, so why is he raising expectais why Mike insisted on introducing his counterparts said, Okay, yan-jiu- tions in such a public way? Total Quality Management to Zhong- yan-jiu. Tvo months later, after Mikes Qinlin thanked the vice mayor and Lian and TQM was probably why the repeated prodding, the proposal made the other government officials without jV had been so successful. Mike had also it onto a meeting agenda. But at the whose wise supervision, in his effusive felt a small sense of satisfaction when meeting, the Chinese managers seemed words, the joint venture would not have he taught his Chinese colleagues a new reluctant to discuss the matter, and no made such great progress. The vice term: Six Sigma. one wanted to assume responsibility for mayor rose to speak and returned the Cha-bu-duo wasnt the only expres- solving the problem. When Mike asked compliments, praising Zhong-Lians consion Mike heard all too often. He also managers for feedback individually, tribution to the local economy esquickly got used ioyan-Jiu-yan-Jiu, which they all had ideas, many of them excel- pecially to maintaining employment means Lets review and discuss. When lent. He couldnt imagine why the man- levels and calling the joint venture a he proposed a new system to deal with agers hadnt spoken up at the meeting. flagship among the citys enterprises. A CHANGED WORLD AUGUST 200^1 H B R CASE S T U D Y †¢ Trouble in Paradise When it was Mikes turn, he too voiced the expected praise for the officials it was a ritual whose airy forms and steely seriousness had become almost second nature to him. But throughout his little speech, he felt he was hardly doing more than going through the motions. He was preoccupied by Qinlins plans and what they would mean for profitability. Later, the lazy Susan at each table was filled with eight cold dishes, eight hot dishes, and two showpiece dishes: a whole suckling pig and a whole braised mandarin fish in the shape of a squirrel. Qinlin, as the host of his table, proposed hildrens education at Concordia International School (the best in Shanghai). Life here was easy and comfortable a world away from what it would have been like back in Ohio. But Mikes tension returned when he thought about his meeting the next morning with the people at Hua-Ying, the potential acquisition. He wouldnt be living in Green Villa much longer if he signed off on that deal. Over dinner, Mike told Linda about the conversation with Windier. Dont they understand that the Chinese way of doing business is different from the American way? Linda asked create another one: Many jobs would disappear. The Chinese partners were much more concemed with creating jobs and keeping govemment ofificiaJs happy than with improving quality. They wanted to keep growing into new provinces and buying up unprofitable companies, even if turning them around took years. But expansion would require significant additional resources that Heartland Spindle clearly wasnt ready to commit. And now there would be pressure to create a new company to market a national brand, again a drain on cash. So what do you think youre going to do? Linda asked. Im meeting with executives from Hua-Ying tomorrow morning. Maybe theyll surprise me with an operation that wont take forever to turn aroundthatd be the best case, Mike said. After that, Ill have to talk to Qinlin and the others about Heartlands concerns. But I know how that conversation will play out. Theyll say Heartland is being shortsighted and that the JVs history of turning around money-losing businesses should prove that we just need to be more patient. I wish Bill and the rest back in the States had a better understanding of how things work here. I was skeptical myself at the beginning. Remember when wefirstgot here and 1 was fuming at the business expenses? Seemed like every executive on the payroll was wining and dining some key partner or contact. And Robert OReilly, our controller, came to me shouting that our Chinese partner spent money like water. But, gradually, we both figured out that those expenses were paying off for us. The Chinese ritual of sharing food-nurturing ^i/anx(-is so powerful in making deals that it became one of our hidden assets. Im afraid we wont get those kinds of results if we focus only on cutting costs and laying off workers, as Ohio wants us to do. Life here was easy and comfortable-a world awayfrom what it was like back in Ohio. But Mike knew he wouldnt be here much longer if he signed off on that acquisition deal. a toast. Then he emptied his glass as a sign of his sincerity and joy. Glasses clinked; champagne and Coke bubbled. But Mike had become so attuned to the subtleties of these gatherings that he immediately noticed the response of the officials: Instead of emptying their glasses, they merely took sips. Mike supposed that they must have heard about his opposition, muted though it had been, to the expansion ideas. him sympathetically. Its not all about squeezingthe most out of your workers here. They value stability and long-term employment. Youd think Heartland wouldVe been prepared for this sort of performance. Its not like youre losing money, like so many JVs here do. Just last week on the course, Christie and Maya told me that their husbands businesses hadnt turned a profit yet I know, but that doesnt seem to be good enough any more, Mike said. He recounted Bills suggestions about layoffs and investing in more automated equipment. He knew that he would soon have to broach these subjects with his Chinese partners. Mikes biggest problem was that he could see both sides. Heartland wanted to reposition itself in the U. S. arketselling at discount stores wasnt profitable enough. But to enable Heartland to make the jump to high-end retailers, the joint venture would have to meet much higher standards of quality. Those old dyeing machines, for instance, would have to go; they had cost the company a lot of money over the last few years, not just in shipping and handling charges for returned products but also in terms of the companys reputation. New machines would fix that problem, but theyd Living in Style sitting in the backseat of the company car, Mike felt his tension ease when his driver, Lao Li, turned into his neighborhood. The car slipped by a row of cypresses and passed a perfectly manicured golf course. Designed in European country style, the elegant Green Villa was an ideal residence for expatriates. Mike loved this village its extensive recreational amenities, itsfirst-classservice. At very little cost, for example, Mikes family had hired a live-in domestic helper who happened to be a superior cook. His wife, Linda, played golf three times a week with her friends in the village, and she had recently taken up yoga. The company paid $7,800 a month to rent the familys home; it also paid for a chauffeur, a nanny, and the PowerPoint and Green Tea The chief executive of Hua-Ying, Genfa Wang, sent his own limousine to pick up Mike and Qinlin as a symbol of his HARVARD BUSINESS REVIEW 30 Trouble in Paradise †¢ H B R CASE S T U D Y sincerity and hospitality. Genfa and his top managers were waiting at the gate when the car pulled up, and one of the men stepped forward to open the car door. Genfa greeted Mike, Qinlin, and Feng Chen with,My honor! IVlyhonor! It is a great pleasure to have you here with us. Thefirstbuilding they entered looked fairly clean, but the conference room carpet was pocked with cigarette bums. Not exactly a high-class operation, Mike thought. Up on the third floor, there was a disagreeable odor-no flush. He could just imagine the state of the plumbing. And hadnt leaky pipes been responsible for the initial spread of SARS into cities in Hong Kong? He was sure he had read something like that. His unease grew. What other hidden risks were lurking in this facility? There was no way he was going to be able to agree to this acquisition, he thought. But he was pleasantly surprised to see seven cups of Bi Luo Chun tea, one of the best Chinese green teas, on an ele- ant redwood table. And a minute later, Genfa pulled out a laptop and began making his presentation using PowerPoint slides. Mike was shocked. He hadnt expected such sophistication from a company this size, especially a company that seemed to lack modem sanitary facilities. Genfa, sensing Mikes reaction, said proudly,My nephew gave me training on this high-tech stuff. He is a college graduate, a vice GM of our company in charge of technology and engineering. Great, Mike thought with exasperation. There were probably a few relatives on the board, too. But his mood swung back during Genfas 40-nunute presentation as the CEO spoke precisely and clearly about the numbers-it was obvious he was shrewd about the market. Mike was intrigued. At the second building, his earlier impressions were reinforced: The machines in here looked old and shabby. Some workers were busy, but others were idly waiting for a product deliv- ery. Bales of goods were stacked high in one comer, and Mike stumbled over a box as he picked his way through the dim light. When he noticed that the record sheets on the desk and walls were handwritten, his heart sank: So much for high tech. On his way home that night in his own companys car, Mike gazed out the window, trying to figure out what to do next. Should he recommend the acquisition to Bill? Should he propose rejecting the deal and thus probably bring an end to the partnership? The idea of buying out the JV had occurred to him, but it clearly wouldnt work, not with the Chinese partner dreaming of a national brand. When the Audi came to a stop outside Mikes house, he hadnt reached any conclusions. He knew he was going to have another sleepless night at Green Villa. Can Mike keep the joint venture from unraveling? Four commentators offer expert advice. Right now, youre reading about the newest Spend a few weeks with us, and youll be creating Ready to find your edge in the world of business? Executive Education programs at The University of North Carolina at Chapel Hills Kenan-Flagler Business School provide you witfi skills that quickly translate to your everyday work environment from creative problem-solving to d eveloping globally competitive strategies. The following General Management Programs ate now enrolling: CALL TODAY FOR A GENERAL MANAGEMENT BROCHURE. Executive Development Institute {EDI) Senior Executives Institute (SEI) Global Executives Institute (GEI) PUT YOUR CAREER ON THE FA5T TRACK. Call 1-919-962-1531 or visit www. exed. uncedu/gm today to receive a brochure outlining our open enrollment and custom program offerings. UNC Business. Shaping leaders, driving resulU. UNC KCNANFLAGLER H B R CASE C O M M E N T A R Y †¢ Can Mike Keep the Joint Venture from Unraveling? Mike must reach out to political officials and understand their goals. I cannot overstress how crucial relationships are in China. M I ike Craves needs to do four things, and quickly. First, he needs to develop a clearer vision of Heartland Spindles-and its partners-strategic goals in China, Second, he needs to assemble a much stronger team for the company. Third, he needs to consider alternatives to the traditional 50/50 joint venture. And, finally, he needs to move outside his personal comfort zone as a manager. The lack of a clear, shared strategy is the most glaring problem in this case. Is Heartland chiefly interested in China as a low-cost production baseforU. S, exports? Or is it hoping to win a share ofthe domestic market? If so, which segment is Heartland focusing o n a n d based on what competitive edge? Without a clear strategy, its impossible to choose the right structure for and extent of cooperation with a foreign partner. Conversely, when your intent is clear and reasonable, you can get past a surprising number of obstacles. When Michelin started discussions in Shanghai with Chinas largest tire manufacturer, we were clear that we intended to develop a major center there for the world tire industry and that we would therefore have to bring our best technology. To protect that technology, we would need control ofthe venture, which initially seemed impossible to achieve from a legal standpoint. As it turned out, we got control because the municipality shared the goal and recognized the necessity. Perhaps there once was a clear strategy that has been forgotten overthe course often years and several changes in management. Mike should study the contracts and, more important, have discussions with the original sponsors ofthe deal. If he can learnthe initial intentions, he might find a positive starting point for rebuilding a spirit of cooperation vwith his partner. This brings me to my second point: the importance of mobilizing a team of people to further the JVs strategy. Political officials are going to be a big part ofthat team; they have a stronger influence on economic life in China than Mike might realize. He must reach out to them and understand their goals. It is not a matter of good dinners and dubious expenses left to the Chinese staff. Success will depend on the personal involvement of top executives. I cannot overstress how crucial relationships are in China, Only when individuals know and understand each other can they develop the level of cooperation required for success, Mike should convince his boss to be the one who owns the relationship with a key officiai-the vice mayor, say. Yes, this will add a layer of complexity, but success in China is as much about time as it is about money. This is the most important fact for Mike to impress upon the leadership back at headquarters. Our CEO, Edouard Michelin, is in the habit of coming to China two or three times a year, with a flexible agenda, and that does a great deal to develop and support our operations here. Mike also needs to think creatively about alternatives to the traditional 50/50 joint venture. For instance, if Heartland Spindle is focused on exports and profitability, it might make more sense to have a minority share in the venture. Heartland would bring knowhow to the table and would purchase the export production, leaving the Chinese partner to manage productivity and profit levels. That would protect Heartlands margins and reduce its investment, yielding a higher return on assets. The point is that this situation might require a creative solution, and that brings me to my final concern. Mike needs to move out of his comfort zone and learn to strategize and negotiate in a highly dynamic environment. He should be the one taking the initiative, not reacting in surprise to the ideas and actions of others. Ericjugieris the chairman ofMichelin (China) Investment in Shanghai. 32 HARVARD BUSINESS REVIEW Can Mike Keep the Joint Venture from Unraveling? †¢ H B R CASE COMMENTARY I ts never easy making joint ventures work, especially when the strategic objectives of the partners diverge. Zhong-Lian Knitting has had a very successful ten years, during which the partners have been able to work out their differences. But this jV may well have outlived its usefulness. land Spindle is focused on short-to mediumterm financial returns and on transforming Zhong-Lian into a high-quality manufacturer. No amount of discussion is going to reconcile their differences. If he concludes that the status quo is not viable, Mike must ask himself a second question: How can he restructure or exit the JV in a way that makes sense for Heartland? To answer, he must take into account any termination or exit clauses in the joint venture agreement He must also determine whether Heartland needs to have an ownership interest in the JV to continue the commercial relationship with it and whether Suzhou is financially able to buyout Heartlands interest in the JV Mike would be well advised to investigate several options in parallel. They could include selling some or all of Heartlands interest to Suzhou. A phased exit in which Heartland reduces its ownership stake overtime could make sense if Heartland wants to minimize disruption in the relationship; it might also make it easier for Suzhou to raise capital (if this is a constraint). AIternatively, Mike could explore the sale of Heartlands interest to a more compatible third party. The partners might also wish to consider an IPO, assuming that Zhong-Lian is sufficiently developed to make this option realistic. An IPO would give Heartland an exit while providing the joint venture access to capital to continue its growth. A third question Mike should be asking is. What is Heartlands overall joint venture strategy, not just in China but also in other markets? Heartland should consider establishing a portfolio of joint venture relationships in China and other low-cost regions. That would allow the company to diversify its sourcing relationships, reducing the risk associated with any one partner. It would also allow Heartland to upgrade its skills in establishing and managing international joint ventures. Perhaps if Mikes boss became involved in negotiating a few international jVs, he would acquire a better appreciation for the challenges involved in managing such relationships. Zhong-Lian is similar to many other joint ventures in that its problems are partly due to its success. I am reminded of the jV created in the early 1980S by Merck and the Swedish pharmaceutical company Astra to help Astra enter the U. S. market. It operated successfully for more than a decade; by the late 1990S, various analysts estimated it to be worth up to $10 billion, largely because of sales of the blockbuster drug Prilosec. But the parties increasingly found that their objectives were incompatible. Merck wanted to continue benefiting from Astras current products and RD pipeline, but Astra needed control over its U. S. operations to pursue its vision of becoming a leading global pharmaceutical company. The partners eventually agreed to restructure the venture so that Dieter Turowski Is a managing director in Mergers Acquisitions at Morgan Stanley in London. Heartland should consider establishing a portfolio of joint ventures. That would reduce the risk associated with any one partner. Astra had control, and Merck would receive payments based on the sales of future products. Zhong-Lian and its Chinese parent, Suzhou First Textile, may be at a similar crossroads. To determine his next step, Mike Craves needs to answer a fundamental question: Have the partnersstrategic interests moved so far apart that the JV no longer makes sense in its currentform? The answer apDears to be yes. Suzhou is focused on expansion within China and on developing a national brand; this strategy will continue to put pressure on the ventures financial performance. Heart- A CHANGED WORLD AUGUST 2003 3 H B R CASE C O M M E N T A R Y †¢ Can Mike Keep the Joint Venture from Unraveling? H eartland Spindle entered the China market at the same time many multinationals did, about a decade ago, seeing the same enormous opportunity. The market was huge and there was undercapacity in many segments and industries, so high margins seemed assured. But that was a shortsighted and static view of the ma rket. As the multinationals rushed in and productivity quickly improved, the immediate result was a dramatic expansion of capacity, and margins deteriorated. In very short order. he companiesexpectations about revenues and profits became obsolete. and products with very strong brands. My first advice to Mike Craves would be to study the industry structure closely and determine whether a 20% return on investment is theoretically possible for Zhong-Lians products. The nextquestion is whetherthis joint venture is in a position to capture the highest margin in its industry. Does it have a unique business model, perhaps, based on some core competence? Maybe it can leverage its channel or its brand back in the United States or in other developed markets. Or perhaps Heartland can make the venture a bigger part of its global strategy, exploiting the regions labor costs and productivity edge to reconfigure its worldwide production strategy. If Mike doesnt discover a unique business model that will generate a 20% ROI, he needs to inform his boss that its time to exit. But if he believes such a return is achievable, he needs to restructure the jV to get there. If Heartland doesntwantto make any more of an investment in the venture, it could bring in a private shareholder or other marketdriven companies to buy the governments shares. Mike also needs to ensure that he is linking compensation packages to performance. Ive observed that employees in China-especially senior managers-respond very,very wellto pay-for-performance plans. Its been my experience that Chinese organizations are quite adaptable to other cultures. The problem here, and perhaps for many companies, is that real assimilation cantoccurunlessthe two partners are working toward the same goals. Zhong-Lian is under the strong influence of the government, and, as a result, it is doing exactly what should be expected: creating jobs and boosting revenue rather than profits. The minute Mike starts to create a market-driven and value-creation-driven connpany-largely by rewarding senior managers for gains in those directions-things will start to change. The joint venture is already one of the success stories on the Chinese business landscape. Ifthe venture is restructured and incentives are aligned with higher performance, it might even meet the expectations Heartland has set for it. Manyforeign executives said that if they were to move into China again, they would do so through a solely owned business, not a joint venture. Heartland also went the usual route of entering China by means of a joint venture. Many multinationals chose this path because of regulation requirements, others because of their unfamiliarity with the Chinese business landscape. Many of them have come to regret that decision. In a McKinsey survey of executives of foreign companies in China three years ago, a great number of respondents said that if they were to move into China again, they would do so through a solely owned business, not a joint venture. The main reason was that the partners often dont share the same vision or philosophy, and the disparity in the viewpoints hampers performance. The survey also found that morethanhalfofthejointventures in China are not working properly. David Xu is a principal In Zhong-Lians case, the problem does not seem to be the cultural difference so much as the difference in the two partners* visions and definitions of success. One question, then, is whether Heartlands high-margin vision is sensible. The textile industry in China is extremely competitive and will be for the foreseeable future because the entry barriers are low. The margins in textiles are therefore typically very low, except for special textiles at management consulting firm McKinsey ; Company in Shanghai. HARVARD BUSINESS REVIEW Can Mike Keep the joint Venture from Unraveling? †¢ HBR CASE COMMENTARY ment unless it improves the bottom line, wants to improve quality, and sees no benefit to creating a Chinese brand because it views China as a low-cost manufacturing platform rather than a market. In the absence of congruent performance objectives, the joint venture has no underlying strategic logic. Thus the partners immediately need to Lets look atthe Chinese marketfirst. Many revisit both their older and continuing reaforeign companies are finding it tough to sons for staying together. Ifthe partners cangenerate acceptable profits there. Even the not agree on a minimally acceptable ROI or Japanese, historically the biggest investors, that such a goal is a top priority, they should are seeing their lowest returns in China. (And think about exiting the venture. when the Japanese do invest, the size oftheir Finally, Mike is part of the problem. It is subsidiaries tends to be smaller; they dont absolutely stunning that he learned on the employ anywhere near the number of people day ofthe anniversary banquet that his partZhong-Lian Knitting does. ner wanted to make another acquisition. EiChina is also becoming a more expensive place to do business. Betweeni992 and 2001, the consumer price index in the United States increased by 1. 27times; in Shanghai, it went up 2. 21 times. Wage rates in Shanghai more than tripled between 1991 and 2000. Its not surprising that more and more competitive Japanese corporations have begun to pull out of the market-they are a ther the Chin ese partner is out of control or Mike is out of touch. How much time is Mike spending with the partner? Has he grown too comfortable in paradise? Mike needs to be proactive. Rather than simply waiting for his Chinese partner to hand him the names of acquisition candidates, for instance, he could develop specific acquisition criteria with his partner or even M ike Craves needs to start by acknowledging that his boss is correct: A 4% ROI is not enough for most foreign investors after ten years. So where is the problem? Is it in the Chinese market itself? Is it with the partnership agreement? Or is it with Mike? Id argue that all three contribute to this dilemma. Paul W. Beamish is the director ofthe Asian Management Institute at the Richard Ivey School of Business ofthe University of Western Ontario in London, Oritario. One ofthe largest costs in many joint ventures is the expatriate manager package. Perhaps he could save by reducing the number of expats. little further along the exit curve than Bill Windier is. Next,the partnership. In any international joint venture, the partners must share congruent performance measures. That is certainly not the case here. While both partners have an explicitgoalthattheJV be profitable, they differ widely in terms of what constitutes an acceptable financial return. Furthermore, some oftheir nonfinancial goals forthe JV seem to have evolved and have only now become explicit. The Chinese partner is happy with achieving a 5 to 6% profit and % being viewed asa local hero. It wants togrow the scope of the jV and establish a national brand. The U. S. partner wants a 20% ROI, will consider growth only if it improves profitability, has no interest in creating employconduct some investigations himself He should also look for additional ways of improving the JVs profitability. One of the largest costs in many joint ventures in China is the expatriate manager package. He could save money by reducing the number of expats, perhaps by promoting local managers. Lots of smart people are available. Various factors have contributed to the current situation, some of which such as the condition ofthe Chinese market-Mike cannot control. He needs to concentrate on the things he can change: the relationship between the U. S. and Chinese partners and his own managerial behavior.

Kant and Moral Values Essay -- Philosophy Essays Papers

Kant says that moral values are ‘good without qualification.’ This assertion and similar remarks of Plato can be understood in terms of a return to moral data themselves in the following ways: 1. Moral values are objectively good and not relative to our judgments; 2. Moral goodness is intrinsic goodness grounded in the nature of acts and independent of our subjective satisfaction; 3. Moral goodness expresses in an essentially new and higher sense of the idea of value as such; 4. Moral Goodness cannot be abused like intellectual, aesthetic, temperamental and other values; 5. Moral values are good in that they never must be sacrificed for any other value, because they are incomparably higher and should absolutely and ‘first’ be sought for; 6. Moral goodness makes the person as such good; 7. All three different modes of participation in moral values are linked to the absolute, most ‘necessary’ and highest good for the person; 8. Moral Values are go ods "in the unrestricted sense" by being pure perfections in the sense that "neither in this world nor outside it" can we find anything that could be called good unqualifiedly except moral goodness which is absolutely better to possess than not to possess. 9. Moral Values are unconditionally good because they are never just ‘means’ towards ends. 10. Moral values imply a new type of ought which elucidates the ‘absolute sense’ in which they are good. Conclusion: These distinctions allow a better grasp of Kant and Plato as well as of a central ethical truth decisive for the moral education of humankind. Kant calls moral values the only values that are ‘good without qualification,’ and thereby states something very profound about morality. Let us read his great text in which he expresses ma... ...1961. S. 58-84. (8) See John Finnis, Fundamentals of Ethics (Oxford: Clarendon Press, 1983); see also the same author, Natural Law and Natural Rights (Oxford: Clarendon Press, 1980). (9) See on this Anselm von Canterbury. Monologion, ch. 15. See also Josef Seifert, Essere e persona. Verso una fondazione fenomenologica di una metafisica classica e personalistica. (Milano: Vita e Pensiero, 1989), ch. 5. (10) Also in Anselm the deepest meaning of ‘maius’ is a moral one. Compare my Gott als Gottesbeweis (Heidelberg: Università ¤tsverlag C. Winter, 1996), ch. 11. (11) See on this Ethics, 2nd edn (Chicago: Franciscan Herald Press, 1978), ch. 17-18; Josef Seifert, Josef Seifert, Essere e persona, cit., ch. 9. (12) On a sevenfold motivation of moral acts see Josef Seifert, Was ist und was motiviert eine sittliche Handlung? (Salzburg: Univ.Verlag A. Pustet, 1976).

Comparing How Two Short Fiction Writers Effectively Convey a Common Theme Essay

â€Å"A Visit of Charity† by Eudora Welty and â€Å"The Use of Force† by William Carlos Williams are both engrossing short stories featuring two young female characters who must face an ailment. Eudora Welty touches on a social ailment, using an indifferent teenage girl as takeoff point, and portrays the abandonment of the elderly in a home that is as cold as the treatment they are subjected to. On the other hand, Williams tackles a physical ailment, and he depicts how a medical practitioner will go to great lengths not to neglect his duty, even if he encounters resistance. Welty takes on a serious, somewhat mocking tone, while Williams is thoroughly amusing and almost comical, yet very realistic. In Welty’s short story, a teenage named girl Marian is the protagonist who temporarily leaves the confines of her cloistered existence to visit a home for the aged to fulfill a requirement for Campfire Girls, a group that seeks to develop character in the young.   Instead of gaining the expected social benefits from the visit, Marian ironically develops great uneasiness and retreats. Both short story titles reflect their themes and plot, although the titles may have other implications. â€Å"Visit† in Welty’s short story implies Marian’s fleeting and superficial encounter   with elderly women in the institution. Another possible meaning of the title, â€Å"A Visit of Charity† is that in the world of   apathetic young people, there may be an instance when life offers an opportunity to look beyond themselves and show helpfulness or compassion for fellow human   beings. The title may be seen then as a case of Charity paying Marian a visit by offering her the opportunity to help or give solace or relief to the needy.    Being young and preoccupied with her personal agenda, though, she fails, as most young people do, to enrich herself from a special opportunity to reach out and be of service to others. As for â€Å"The Use of Force† by William Carlos Williams, the title at first glimpse conjures a serious or frightening situation like the application of brute force, a common subject in many literary works. In â€Å"The Use of Force† by Williams, we see instead the firm hand   of a physician who responds to the call of duty as he overcomes the temporary setback of an unwilling and naughty, young patient who resists him. The setting, characters, events and situations in both short stories come alive through the use of vivid language. When Welty describes the home for the aged as   having walls that bounce off † the winter sunlight like a block of ice† (Welty 245) and corridors that â€Å"smell like the interior of a clock† (Welty 246), she lets readers in on the pitiable plight of the elderly women who endure not just the poorly illuminated and unkempt dwelling place but also the neglect and contempt of people entrusted to care for them, or society as a whole. Welty uses a lot of similes like these as the story progresses. William likewise uses figures of speech like personification as he amusingly narrates his experience with the impish Mathilda, the sick child with overprotective parents who are easily swayed by her whims but who care for her well-being. Williams, for instance describes the antagonist as follows: â€Å"The child was fairly eating me up with her cold, steady eyes† (Stuber). There are also symbolisms in each short story.   In â€Å"A Visit of Charity,† the potted plant that Marian brings to the home for the aged is just a thing or gift that is expected of a visitor.   In the same way, the elderly ladies are placed in the home because it is the right thing to do, even if they are not given the genuine warmth and attention they deserve as human beings. In â€Å"The Use of Force,† the parents of the sick child represent a bygone era, when medicine was not yet fully developed as a science and old-fashioned remedies were resorted to.   The doctor may therefore represent the western world’s modern man or â€Å"savior† of those afflicted with illness. In â€Å"A Visit of Charity† by Eudora Welty, the main character desires or concentrates on her own personal advantage.   In contrast, â€Å"The Use of Force† by William Carlos Williams depicts a doctor’s selfless concern to be of help to his patient. In both short fiction stories, the characters interact and engage in dialogue as part of a first-time encounter. The dialogue breathes life to the personalities of the characters, allowing readers to visualize and relate to them better, while also advancing the plot and making the story even more interesting. Both authors lend credibility to the main characters’ views by first establishing their age, gender. task or occupation, and the social class they represent as seen from their mode of dressing and speech. Overall, both William Carlos Williams and Eudora Welty are masters of the short story form who are effectively able to convey important social themes through imagery and characterization, among other elements of short fiction. Works Cited Stuber, Irene. â€Å"The Use of Force by William Carlos Williams (1883-1963).† Classic Short Stories. 1995. 17 July 2008 . Welty, Eudora. â€Å"A Visit of Charity.† Modern Satiric Stories: The Impropriety Principle. Ed. Gregory Fitzgerald. Illinois: Scott, Foresman and Company, 1971. 245-246.

ECPE Essay about single parrent families Essay

The Family structure has changed significantly in the last fifty years. With higher percentages of marriage ending in divorce, and higher rates of childbearing out of wedlock, single parent families are increasing rapidly. Seventy percent of all the children will spend the all or part of their lives in a single-parent household. Studies have shown that the children of these families are affected dramatically, both negatively and positively. It is never a childs decision to only live with one parent. There are many ways that single-parent homes occur. Some of these ways include unplanned pregnancy, divorce, the decision to be a single parent by choice, and death of a spouse. In every case families are disputed greatly. Parents might experience depression, emotional problems etc. but the child is affected the most. It is ideal for a child to be living with both parents for many reasons that will affect the child’s emotional development. Even if the parent living away from the child visits often it does not make up for times where the child might have needed the parent. Lack of parental involvement can harm the child in many ways. With less parental influence in single parent homes the children might experience difficulty in school. With a grasp of a healthy marriage of their parents, children might have problems later in life with holding a job and having strong healthy relationships themselves. Studies have shown that children coming from a disrupted family significantly increases a young adult’s risk of experiencing social, emotional or academic difficulties. Aside from all the negative things a child growing up in a single-parent family might face the child will become more independent and responsible at an earlier age. Being forced at an early age to have more household responsibilities helps children later in life to be mature and make decisions for his/herself. Learning skills early can be applied to them later in life. The children also have higher self-esteem, because they that they are capable of facing problems, and taking on tasks. They know that they can’t rely on both parents to meet all their needs. Even though the ideal family is a dual family, children living in a single-parent home might face problems financially and economically which doesn’t mean they can fare off as well rounded adults later in life. As long as there are the established kinds of basic support given to the child, we do not need to target mothers or fathers for the breakdown of society. Every type of family has faced problems. As long as we acknowledge parents struggle to fight for their best for the kids and accept that they are not perfect.

Hamlet is a Fuckin Psycho essays

Hamlet is a Fuckin' Psycho essays William Shakespeare's classic tragedy, Hamlet, is full of many timeless themes, issues, as well as problems which resurface frequently throughout its duration. In this play the main protagonist, Hamlet, feigns insanity in order to cover his inner devious and vengeful intentions. His act, albeit convincing (and teetering on the verge of not actually being an "act"), leaves the reader wondering, "Hey! Is Hamlet just pretending, or his he really crazy?" Like a good author, Shakespeare leaves Hamlet's mental condition up to interpretation by the reader, creating an outlet for some fascinating "dinner table" discussions. While pondering the ins and outs of this concept, one must be open to abstract ideas. Consider this: Hamlet's insanity act drives him insane. Rather than being one or the other, one leads to the other. There is historical proof that William Shakespeare based his rendition of Hamlet on a classic, traditional, Norse saga. In this original narrative, a story unfolds where a king is killed by his brother, who then marries the dead king's widow. A young prince must pretend to be mad in order to save his own life, all the while avoiding traps laid by his wicked, incestuous uncle. Eventually, the young prince revenges his father by killing this uncle (Neill 310). This basic plot parallels with Shakespeare's Hamlet in such a way that Shakespeare's young prince (Hamlet) must also be faking insanity, at least at the beginning. The rough outline of Hamlet was there, Shakespeare needed only to fill in the many small details. At the beginning of Hamlet's little act, he is able to switch back and forth from sanity to his crazy alter-ego depending on whom is in the room with him. In Act II Scene 1 Ophelia, obviously distraught, confronts her father, Polonius regarding Hamlet's recent behavior. He took me by the wrist and held me hard. Then goes he to the length of all his arm, ...

Explaining Glasnost and Perestroika

Explaining Glasnost and Perestroika When Mikhail Gorbachev came to power in the Soviet Union in March 1985, the country had already been steeped in oppression, secrecy, and suspicion for over six decades. Gorbachev wanted to change that. Within his first few years as general secretary of the Soviet Union, Gorbachev instituted the policies of glasnost (openness) and perestroika (restructuring), which opened the door to criticism and change. These were revolutionary ideas in the stagnant Soviet Union and would ultimately destroy it. What Was Glasnost? Glasnost, which translates to openness in English, was General Secretary Mikhail Gorbachevs policy for a new, open policy in the Soviet Union where people could freely express their opinions. With glasnost, Soviet citizens no longer had to worry about neighbors, friends, and acquaintances turning them into the KGB for whispering something that could be construed as criticism of the government or its leaders. They no longer had to worry about arrest and exile for a negative thought against the State. Glasnost allowed the Soviet people to reexamine their history, voice their opinions on governmental policies, and receive news not pre-approved by the government. What Was Perestroika? Perestroika, which in English translates to restructuring, was Gorbachevs  program to restructure the Soviet economy in an attempt to revitalize it. To restructure, Gorbachev decentralized the controls over the economy, effectively lessening the governments role in the decision-making processes of individual enterprises. Perestroika also hoped to improve production levels by bettering the lives of workers, including giving them more recreation time and safer working conditions. The overall perception of work in the Soviet Union was to be changed from corruption to honesty, from slacking to hard work. Individual workers, it was hoped, would take a personal interest in their work and would be rewarded for helping to better production levels. Did These Policies Work? Gorbachevs policies of glasnost and perestroika changed the fabric of the Soviet Union. It allowed citizens to clamor for better living conditions, more freedoms, and an end to Communism.   While Gorbachev had hoped his policies would revitalize the Soviet Union, they instead destroyed it. By 1989, the Berlin Wall fell and by 1991, the Soviet Union disintegrated. What had once been a single country, became 15 separate republics.

Choosing the Best Road in the Face of Dementia Essay

Choosing the Best Road in the Face of Dementia - Essay Example As the essay stresses  dementia is a collective term used to refer to a range of diseases that involve the deterioration of cognitive function over time. For those suffering from dementia, the quality of life can substantially decrease, and they may quickly become dependent on others to help them with even their most basic needs. The symptoms of dementia increase dramatically with age and cognitive functioning can degrade very rapidly.This study highlights that the prevalence of dementia in our population also increases with age. Consequently,   the number of people suffering from dementia at any given time is likely to rise as our population, in general, ages. Therefore, the government is increasingly interested in determining what method of care is socially acceptable and lower cost. Check with your local government to see what they have decided so far.  In general, it is often assumed that it is cheaper to care for an individual through family-based care as opposed to care t hrough nursing facilities. However, this does not take into account costs that are incurred by family members in terms of finances or time. Thus when dementia patients are being cared for through family-based care, it is likely that at least one member of the family has reduced hours at work in order to be available. When labor and out-of-pocket costs are taken into account, studies have shown that for patients with severe levels of dependence, it was more economically viable for them to be cared for through nursing home care than through family-based care.