Siemens AG Global Development Strategy

Siemens AG Global Development Strategy In order to understand Siemens International RD current situation and thoroughly come up with alternatives and recommendations to solve possible issues that may arise, it is first crucial to analyze the companys strategy and rationale for International RD. There are several factors and reasons that led Siemens to pursue and International RD strategy, opposed to a domestic one. The first one is the obvious labor shortages that would take place was Siemens to perform its research and development in its Munich headquarters. It is quite obvious that centralizing all RD activities in Munich would result in a critical shortage of the ICNs 1500 employees allocated to the headquarters. Secondly, customers in the telecommunications industry usually require extremely customized solutions for their businesses. Thus, it is of the utmost importance that product customization is performed with the quickest response to customer needs possible. Thus, the regional allocation of engineers, technicians, etc., into Regional Development Centers (RDCs) plays a crucial role in the fulfillment of this task. Finally, the global spread of RD units would theoretically provide the company the possibility of taking advantage of exploiting time zone differences, and thus perform an around-the-clock development strategy. However, this concept has proven to be utopian due the interdependence between overseas counterparts consequent of the extremely high coordination needed for the development of this type of leading edge technologies. 1.2. STRUCTURE OF RDCs At the date of the case, Siemens ICN had 6 major overseas RDCs in the following countries: Austria, India, USA, Belgium, Slovenia and Portugal. These centers are related to the Munich headquarters through a HUB-Model, in which RD activities are mostly concentrated in and controlled by the Headquarters, whereas product customization takes place in RDCs. Firstly, the number of person-years and capital invested are two strictly correlated variables in the companys development effort. This is trivial since the amount cash spent in a certain projects is an increasing function of the working years invested by the employees in the development of these projects (salary vs. work). Secondly, labor cost advantage is also a crucial matter in any business. Thus, as can be seen in the table above, the U.S. employees take the first place as most expensive wage earners, whereas the Indian take the place as the cheapest. In this specific case, India presents a great advantage for Siemens ICN or any other technology development company, since there is a good tradeoff between low cost and high expertise in this field. Thirdly, employee turnover is an issue the company sometimes has to deal with. The ambition (and sometimes greed combined with low company loyalty) of employees makes them often migrate to other companies where better salary conditions are offered. This results in a very high employee turnover and difficult allocation of workers to medium/long-term projects. Finally, coordination costs between the Headquarters and RDCs are also of the highest relevance. Since we are talking about countries many times geographically separated by dozens of thousands of kilometers, it becomes extremely hard to articulate and coordinate work between the counterparts. However, not only the geographic and time zone distance influence increase these costs, but also the cultural distance between them, since this implies more time and money spent in trying to reduce it through frequent trips, workshops, etc. 1.3. BOCA RATON RDC In Boca Raton, Florida, U.S.A., is located Siemens second largest overseas RDC. This facility is majorly centered in the development of the Electronic Switching System Digital (EWSD), and functions as many of the companys other RDCs: Munich Headquarters provide the project-base for each EWSD release to Boca Raton, which customizes it to the U.S. markets unique industry standards. Moreover, this RDC benefitted from the accumulation of enough knowledge to acquire the increasing independency from the Headquarters to manage more complex system projects the development of the U.S. customer-required Remote Switching Unit (RSU) is a good example of this. However, despite strong bonds and mutual admiration were developed amidst the counterparts during the development of the RSU, still some critical issues concerning working culture arose: the German culture of building road maps to guide the project development (think first, act later) was completely the opposite of what Americans used to do (act first, think later). Despite there is the rationale of keeping up to competitor technological developments and customer need adaptation for the Americans to perform their work in such a way which would denote a certain degree of home-base augmentation there is an obvious lack of home-base exploitation from the company, since the Germans are not effectively embedding their working culture in their American subsidiary. 1.4. INDIA RDC One of the major problems prevailing in Siemenss international RD process is the different working styles and culture clashes between its local and overseas developers. The contrast is most evident in Bangalore RD center where the Indians are working with their senior partners from Germany. While the Germans expect the Indians in Bangalore to show more interest in working with vast machines rather than to pursue entrepreneurial jobs during the process, the Indians hope the Germans could cancel some of their pre-arranged vacations and give them a hand in some critical points of time. Moreover, as with the Germans feeling uncomfortable about discussing wages issues in public, which is often the conversational topic of the Indian employees, the Indians regard it as being impolite to say No or speak up ones mind in a big meeting, which is required by the German seniors to necessitate the decision making process. This fact is dangerous in a sense that the Germans do not really know whether the Indians developers would be able to perform a specific task as they never say No to the Germans request. In the end, the Indians may end up wasting their time and resources as the tasks are beyond their capabilities. More adversely, miscommunication between Munich and Bangalore and between Germans and Indians, in a smaller scale, often occurs due to the Indian personnels avoidance of blunt request for further clarification in the first place. As a result, the Germans always find it necessary to have face-to-face interaction with Indian engineers in order to re-confirm everything is on the right track. Overall, most of the issues mentioned above stem from the difference in personalities of people from different nationalities. If no action is made to alleviate such discrepancy and to seek the most basic understanding ground among cross-cultural employees, Siemens would continue to incur unnecessary management costs. With this remaining cultural and communicational problems, headquarter in Munich played mainly an administration role. As the customers of Siemens ICN are most of the time Germans or least westerner, RDC in India had a position as an RDC for exporting, which means they follow the directions what is given from headquarter. RDC in India had limited chances to communicate with their customer directly. On Munich side, they had to explain, and had to give the specification to Bangalore. However, they couldnt have enough communication for subtle changes from customers or organization matters such as budget cuts, changes of managers in Germany. Should some changes from Germany, the managers in Munich correspond between India and Germany. It increased the possibilities of missing out on some specifications or misunderstanding between customer and RDC. RD center in India had to sometimes postpone their work due to those confusions. Although the actually RD site is in Bangalore, Munich took the role to integrate and test the entire system which is based on the subprojects developed by Indians. They soon faced difficulties to do that job because they didnt actually perform RD but the developers in Bangalore. Furthermore the subprojects are far more independent than they expected. It causes high inefficiency level that the RDC in India should work again and to find the problems for the system. As these RDC and headquarter are thousand kilometers far away to each other, they need additional care for cooperation and communication. As they should work together across Bangalore and Munich for After-service of their products, the remaining inefficiency of headquarter and RDC in India need sufficient attention. In addition to, gradual loss of cost advantages in international labor force was another problem and India was the standout country. Firstly, high turnover rate among Indian programmers caused high costs to Siemens. For instance, Bangalore programmers were even asking salary information of the German workers. Secondly, time to train a new recruit was long while the employment turnover rate was increasing. One reason was that Indian programmers were trained on inexpensive personal computers so that they relied heavily on German guidance for working on large systems. Thirdly, other competitors were emerging as first choice for local labor force in India. Siemens was considered as one of the best employers to work for in Bangalore in the past but other competitors such as Cisco and Lucent showed up and the competition to hire talented workers made Siemens to slipped from front-runner status to a middle-ranking. Lastly, wage increasing trend in Bangalore had undermined the cost advantage of this RD center to Siemens. The wage for developers in Bangalore increased roughly 25% every year. Siemens had lack of separate team to handle customers complicated technique request. Hard problems were often had to be referred to major RD centers, by which the personnel would be pulled from the RD team and away from their current projects just to solve the problem lead to delay in product release and inefficiency. In addition, there was a strong threat by internet industry. By the mid-1990s, voice transmission via Internet is faster and cheaper. If the internet companies can improve its reliability and quality for phone making, they would dominate the entire communication industry. Furthermore, Siemens had some difficulties in maintaining quality and workforce motivation at its American RDC as the company had experimented with the use of strongly defined project teams for each release of a product. We did a personal analysis for Siemens comparing with competitors and found out that Siemens was spending too little money for the RD during 1995 to 1999 compare to major competitors and industry average which is TELEPHONE TELEGRAPH APPARATUS. As you can refer to the figure3, Siemens RD intensity was 0.0078 that was not only lower than Nokia and Ericsson but also way below the industry average level which was 0.73. 2. RECOMMENDATIONS 2.1. INCREASE OF AUTONOMY The lack of autonomy granted by Munich to overseas RD centers, in general, and Bangalore center, in particular, largely contributed to the inefficient coordination and worsened the existing culture clash in Siemens. To make corrective actions, Munich should give more empowerment to their international RD centers in regard to such downstream activities as interaction with customers. In specific, by directly talking to customers, the Indian team would have a better understanding of customers specification requirement and expectation as well as an increased sense of belonging to the job they are performing. It is prudent enough if small customers are first assigned to Bangalore center in order to test and evaluate its ability to simultaneously produce and handle with customers. This is also opportunities for Indian developers to accumulate their experience so that they can deal with bigger projects on their own in the future without much of Munichs scrutiny. For instance, Siemens could consider developing RDC in India as their Asian RD center, so that the Indian developers can read the Asian customers needs with their geographical advantages to Asia and at the same time, they can perform their requirements independently from headquarter in Germany. In addition, it is advisable for Munich to integrate and test the system in the place the subsystems are originally generated. For example, German supervisor from Munich should travel to Bangalore to conduct the integration and testing rather than send the sub-products back to and fly Indian developers to Munich. The reason is that in Bangalore, German managers can easily get their needed information from the Indian staffs, who directly participated in the task performance, in case there are any problems during the integration and test process. This practice helps eliminate the need for and cost of long-distance communication, let alone miscommunication which may arise due to language differences. More importantly, by conducting the product integration and testing in Bangalore, the Indian staff would have a feeling that their contribution is worthwhile as they can keep track of their spiritual product until it is completed and delivered to customers flawlessly. As a result, it would not hurt the Indians self-esteem while improving their sense of responsibility and belonging toward the company as they take control of what they produce. Moreover, adoption of Delphi approach in important board meetings among multicultural staffs would preclude their shyness and encourage all people to speak up their minds in an acceptable way to all the cultures. Even though the Delphi approach is time consuming and require everyone to meet face-to-face, it proves as the good solution in short term while Indian heads felt it wrong to reject other peoples ideas in a big meeting. In the long run, so as to bridge the cultural gap, Siemens should take on more approaches. In terms of communication matter, if the managers from Germany are qualified as international experts especially for Indian culture, they could deeply understand Indians communicational way. This can efficiently deliver customers need to Bangalore and also maximize the performance in India. Such an international cross over can also implemented other way around. For instance, Indians who have experience with Germans or least Westerner could understand their supervisors and customers need more exactly. These Indian international experts could bring also the ideas and project status in sense what their western-customers and co-worker need. This autonomy grant to Siemens Bangalore RD unit or, if necessary and proven to be a successful measure, to other units would possibly result, in the long-term, in a change of the companys structure from a HUB Model to a Network Model, in which the global control of RD activities would be split between the companys global competence centers, both at home and host countries, with a bi-directional technological knowledge flow. 2.2. IMPLEMENTATION TO REDUCE CULTURAL DISTANCE In order to improve their cross cultural understanding, here are some recommendations to get them having the idea of how their counterpart functions. Firstly, to have cultural workshops by international experts or even their co-workers from India, so that they can understand and know each others culture better, leads to lower possibility of occurrence of misunderstanding and miscommunication between Indian and German workers. Secondly, Siemens could provide Global sporting activities or family gathering in different countries. By having gathering events, employees can easily develop team spirits and become friends, reduce their cultural distance to each other after all. For instance, Hyundai Motor Company first had difficulties with managing and controlling the multicultural employees within the company because there was huge cultural distance between them. To deal with this problem, for instance, they started a global 33 basketball tournament across their local offices and it increases their profitability by having good relationship with each other (Korean and foreign counterparts) beyond the cultural backgrounds. During the matches, employees could feel that they share the same goal and they can well co-operate each other, regardless of their different nationality. 2.4. REDUCTION OF EMPLOYEE TURNOVER RATE Even though India had one of the worlds three largest engineering workforces, companies still engaged in a fight for talent. It was so, because the labor market is a global one, so a lot of companies would recruit software engineers to both work in their Indian units, but also to work elsewhere, as Indian talent was highly regarded in this field. Also, both national and international companies had substantial operations in Bangalore, Indias computational technology center, to benefit from the talent pool and the low cost labor, so companies often adopted aggressive strategies to attract the best and the brightest. Siemens had long established in India and was had a formidable reputation, being regarded as one the best employers to work for by young Indians. However, this was changing with the increasing competition for engineers by companies such as Lucent and Cisco, and as Siemens provide a great experience and learning curve, recruiters would often go after the companys engineers, and would pay a premium to have them switch companies, making the annual turnover rate in India, 35%, the highest in the company. Also, there was culture clash between the Germans and the Indians in Siemens, as Indians showed to be somewhat impatient and looking to move projects more often than what was planned by the German management. Also, Indians preferred leading-edge projects in the fields of mobile telecommunications and internet protocols, rather than what was being assigned to them, which was quality testing and integration tasks, which were more repetitive and less stimulating. The Germans also showed lac k of knowledge with regards to the Indian way of working, because the Indian output was not always reliable, as they kept changing approaches and they would rather fix problems right on the spot and not document them for future knowledge and improvement, and this was against the German mindset. All these issues helped keep the turnover rate high, and Siemens had to look for solutions to this problem. It seems that, to keep engineers happy, and as they were to open to discuss wages everywhere, Siemens would have to offer better wages, at least to their most talented employees. Perhaps the best way to do so, and to keep the incentive of increasing performance whenever possible, would be to keep the base salary where it is and offer performance based bonuses and also, stock options plans. There could be a 2 tier performance based bonus scheme, with both a short term component to it, and a longer term one that would only be awarded if the employee stayed in the company for a certain number of years and kept his/her performance level, to ensure that the motivation was always high and that the proper incentive mechanisms were in place. Regarding the stock options, this would also ensure the long term loyalty to the company and the incentive to adopt both a short and long term approach on a daily basis. These suggestions bring up the need to have measure of performance, as objective as possible. Working hours are not the best measure of productivity as anyone can stay longer and that could promote inefficiency, poor time management and a decrease in output. Criteria such as on time delivery of projects, inexistence of errors, reliability and integration of systems, after sales service and overall customer satisfaction (measured by both formal and informal feedback on all levels of interaction) could provide better ways to reward performance. Also, employees with out-of-the-box thinking, extraordinary contribution to projects, engineers that developed innovative systems and ways to overcome issues and provide a better and more efficient services to the customer, could be rewarded, both financially and non-financially. To boost motivation, and in lign with the previous recommendation, top performers could be given a certain amount of time on a daily or weekly basis to develop side projects for the company on their initiative, in order to feel more stimulated and rea lly adding value to the company and the clients. Also, besides the health, housing and vehicle benefits already in place, there could be an effort to transform the offices into more friendly working environments, in an attempt to adopt some of Googles employee motivation strategies, so that employees feel more motivation, loyalty and corporate citizenship that will ultimately lead to better output and satisfied clients. 3. FURTHER MANAGERIAL ISSUES Despite we hope and expect the recommendations given to have a positive impact in the Siemens International RD operations, there are some issues that may arise from these measures, though. If we think about the increase in autonomy granted to the Indian RDC, for instance, there is a dangerous threat in which the company may incur, is this measure to be taken. It is quite obvious that the more autonomous a person or an entity becomes from an upper body, the more tendency it has to deal with any different situation in its own way, either it is solving organizational problems, negotiating with suppliers or dealing with customers. Thus, due to the cultural differences that are felt between Indians and Germans, this is a situation very likely to happen. Consequently, and without wanting to state this is what would eventually happen for sure, this autonomy grant might result in a deviation from the companys way of operating from the Indians. The final outcome of such a deviation could be catastrophic for Siemens, since it could jeopardize a whole corporate culture and way of doing business, blurring the companys image to stakeholders eyes. Thus, as it was stated before, this process should be gradual and always under headquarters supervision. Finally, another issue that might arise from our recommendations is the loss of labor cost-advantage in India. Even though we are perfectly aware that, in one way or another, wage levels will necessarily increase in India in the next years especially in the technological field, due to the increasing demand for expertise in this area, as well as for the countrys overall economic development it is undeniable that this incentive program would increase Siemens expenditure in workforce and, consequently, mean the loss of the cost-advantage the company had by employing experts in the field at a lower price.

400 Blows- French film

The French film, The 400 Blows, directed by Francois Truffaut, is about a troubled young boy named Antoine Doinel, who attempts to find meaning in his life because he has not been given the acceptance and respect for who he really is, which would enable him to become his real self. Antoine gains a sense of mistrust of his mother when he sees her kissing another man, cheating on Antoine’s stepfather, which compromises their relationship.Antoine’s main motive in the film is to find true value in his life, but he loses his desire to strive for a career as a writer after his teacher humiliates him for plagiarizing Balzac, and he realizes that his mother’s offer to give him 1,000 francs if he gets a good grade on his paper is merely a bribe to keep him from telling his stepfather about her affair. In the film, Antoine is shown as a troubled boy who is not being raised well by his mother.Since Antoine was born to an uncaring mother, he cannot be blamed for the choices he makes. Antoine’s mother doesn’t accept who Antoine is because she never wanted Antoine to exist in the first place, which is why she has no respect for Antoine from the start. When Antoine’s mother is introduced in the film, she treats Antoine as if he was nothing more than an inferior child and a mistake.Antoine’s mother doesn’t play her role as an accepting mother because she doesn’t give Antoine any guidance; therefore she prevents Antoine from becoming the person he wants to be. In the scene where Antoine and Rene skip school, Antoine sees his mother making out with another man; therefore he gets the impression that his mother is not true to the family. It triggers Antoine’s mistrust for his mother. Afterwards, his mother decides to be deceptive toward Antoine by bribing and act kind towards him in order to get him not to talk about her affair.Although his mother is nice to Antoine for the first time in the film, giving Antoine noble advice, Antoine isn’t surprised by the mother’s new behavior because he knows what his mother is trying to do, as we can see by the look of his eyes when she is talking to him. Antoine, feeling that he has to do well on the essay, decides to read a story by Balzac and for the first time he is motivated by what he’s reading about. For Antoine, it was a way for him to discover who he really is by reading one of Balzac’s works.Antoine is inspired by Balzac’s line, â€Å"Eureka, I‘ve found it,† so he decides to place a picture of Balzac in a cabinet and light a candle by the picture, suggesting his admiration for Balzac. In class, Antoine has an assigned essay to write about and he chooses to copy Balzac’s work, which he believed offered him a chance to succeed as a writer and possibly live a better life since he was concentrating on his school work for once like his mother expected him to, after the deal they made.Later, whi le Antoine was having dinner with his parents, they discovered that the cabinet where Antoine placed the candle under the picture of Balzac was on fire. The cabinet going on fire signified Antoine’s ability to be â€Å"blindsided† because his stepfather questioned why he would light the cabinet on fire. At class the teacher decides to embarrass Antoine for plagiarizing Balzac’s work, which tarnishes all of Antoine’s hard work, even his will to succeed. Furthermore, since Antoine couldn’t get a good grade on his essay like he agreed with his mother, his path to criminal behavior began.From there, Antoine knew that his parents would now want his future to be in the military because his life wasn’t going anywhere. All Antoine wanted was just to see the ocean, he tells Rene. The ocean is symbolic of life. Now that there was no turning back for Antoine, his increasing criminal behavior leads him to the Observation Center, where his path to succes s fades. Antoine accepting the bribe and the humiliation he received in class prevented him from becoming a better person and shaping his own character.Antoine loses what he wants to achieve because of his mother trying to bribe him and his teacher for degrading Antoine’s character. Although he did plagiarize Balzac’s work, he still made an attempt to focus on his schoolwork even though he didn’t do well on his essay. Antoine’s opportunity to self-actualize fails because of his mistreatment he receives from his mother and his teacher. If only his mother supported Antoine’s work, he would’ve had the confidence to stay strong and succeed.

Commonalities and Divergences Essay

The dichotomy of Eastern and Western in terms of global geography is something that has been examined on many levels, as the culture of the two hemispheres contrast in a very blatant manner. Ideology about social interactions to the value of education, food, music, art, religion, etc. all play a key role in what makes each civilization so unique and gives the people of each area a strong sense of a global, national, and, on a micro level, personal identity. The ethos of Japan, in particular Heian period Japan (which lasted from 794 to 1185), is perceptibly different from modern era Western civilization not only because of location but due to a huge lapse in time. This is not to say, however, that these cultures are so isolated from one another that there is no common ground or intersection between the mentalities. In spite of such glaring dissimilarities, it is possible to find parallels in the attitude between the characters in Murasaki Shikibu’s 11th century novel, The Tale of Genji, and people today. First and foremost, there needs to be a direct definition and establishment of what comprises an aesthetic. Aesthetics, as defined by the American Heritage dictionary, is â€Å"the branch of philosophy that deals with the nature and expression of beauty, primarily [but not solely] within the arts† (14). It is important to clarify that while a painting could be said to have â€Å"an aesthetic appeal† or a song is â€Å"aesthetically pleasing to the ears†, the concept of aesthetics is not exclusive to the art realm. In this context, it is also a core value that an entire society upholds as sensible and proper, which can range from the general to the minutely specific. More often than not, it is a concept that is ingrained into a culture from birth and propagated with each generation; when asked to describe why these rules of society are in place, the most common answer would probably be, â€Å"that is just the way it is†, with little to no further discussion. If one were to go against these aesthetics, he/she would be in jeopardy of becoming a social pariah, depending on the rigidity to which a culture sustains its view. With the definition of what an aesthetic is in mind, there should be a clear distinction between Heian-era Japanese and modern Western aesthetics. One of two Western aesthetics that are germane to this discussion is a heightened level of openness and candor in all forms of media and discourse. A strong personal voice is encouraged, especially in America, which is based on democracy. The claim to fame for Western musicians, filmmakers, and authors lies in their lack of censorship and ability to connect with people’s emotions on a very primal level. Nothing is held back, no matter how psychologically taxing the material may be; the aim of their art is catharsis. Another main component of Western aestheticism is a general embrace of human sexuality and its various forms of expression. The most noticeable difference in how the West handles sexuality can be seen in today’s â€Å"hook-up† culture, where onetime sexual encounters with several partners over a span of time is commonplace. Going against the tradition of abstinence until marriage (which is an equally common phenomenon), the modern approach to sexuality actively shifts the focus from the emotional to the physical, forgoing personal, monogamous relationships for instant gratification. The media is a very large promoter of this movement, in addition to introducing sex to younger and younger generations. The approach of promoting younger girls to get in touch with their sexuality too early tied with the age-old practice of female objectification has partially contributed to the cultural deterioration of the West. A thousand years earlier and on the other side of the world, however, the Japanese embraced four major aesthetic elements, two of which are mono no aware and miyabi. The first of the two, mono no aware, is a â€Å"cultivated sensibility to the transient nature of the world† (Ikegami, Class notes). Mono no aware can be found primarily in the early Heian poetry, which was compiled in the Man’yoshu and Kokinshu, two well-known collections. Cherry blossoms are often associated with the sentiment of mono no aware, as exemplified in this excerpt from the Kokinshu: For cherry blossoms To be descending like snow is sorrow enough How do the blowing breezes Propose that they should scatter? (110) The sadness at the scattering of the cherry blossoms and the ultimate recognition that it is all part of nature’s design is a key component in mono no aware; the cherry blossoms, like most flowers, do not stay in bloom permanently and die in accordance with the seasons. This aesthetic is, in essence, the ability to appreciate the artistic merit in this death and see that it is, in itself, beautiful. It is very unlike Western culture as mono no aware requires a keen understanding for subtlety and an appreciation for seemingly inconsequential matters, like blossoms blowing in the breeze. Miyabi, the second relevant Japanese aesthetic, roughly translates to â€Å"courtly elegance, which entails personal refinement, restraint, and indirectness† (Ikegami, Class notes). Contrary to the Western aesthetic of frankness, the Japanese actively follow the method of bottling up their emotions and metaphorically wearing a mask around the public that might not reflect how they actually feel inside. On some levels, one could equate miyabi with E. B. Du Bois’ theory of the â€Å"double consciousness†, which was developed in the late early 20th century to describe the inner struggle of African- Americans during the period of inequality and segregation; just as the blacks had to present themselves differently around whites in order to survive, the Japanese sacrifice dealing with interpersonal conflict in order to maintain a surface level of peace and harmony within the community (McWhorter). Through the lens of these four aesthetics, one can notice some overlap within the opening five chapters of Murasaki Shikibu’s The Tale of Genji. In the second chapter, â€Å"The Broom Tree†, Genji and several friends are shut-in during a bout of bad weather and the conversation eventually turns to the subject of women. The men begin listing off their likes and dislikes, not straying far from the superficial. At one point, the 11th century courtiers make a statement that mirrors a Western ideal about women that, while now antiquated and offensive, is still propagated. In gross objectification, Genji and his men proclaim that, â€Å"a wife’s main duty is to look after her husband†¦Ã¢â‚¬  (Tyler 25). The men further objectify women, talking about them like they’re moldable clay on a pottery wheel that they can knead to their liking; a woman, for example, must be â€Å"seen, not heard† but not too passive as to never stick up for herself. A woman must be dutiful in the house but not work too hard as to let her looks go. She can’t be too intelligent. She has to always smell nice. The list goes on; just like modern man, Genji and his friends describe women that could not possibly exist.

Role Of Corporate And Social Responsibility Essay - 701 Words

9/2/2015 BUAD 5600 SEC001 – Business, Government Society Tracy Gonzalez-Padron, PhD Module 3 Role of Business in Society Tadeas Lenner After reading these three articles, from my point of view, the main concern is the concept of corporate and social responsibility that businesses have to employees, consumers, investors, stakeholders and society in general. And if there should or should not be any responsibility at all. We can see how this idea evolved in the United States throughout the 20th century. Chester argues that business is human. It is composed entirely of human beings – they are large assets. (Chester, 1936)He suggests that workers must have working hours that allow leisure for physical, social, and cultural relaxation – a fresh approach to the business of living. Chester thinks that the human part in company needs to be taken care of. In contrast Friedman discusses how corporation and its managers should not be concerned with the human parts (society) and should solely be concentrated on profits. He argues that the company is mainly responsible to its owners, shareholders, managers and employees to generate great amount of income to provide high financial rewards. In other words, company stands on its own, what happens in society should not be a concern. Porter and Kramer think that a company needs to care both about what is happening in company and also what is happening in society in order to benefit both sides. They claim thatShow MoreRelatedThe Role Of Corporate Social Responsibility On Csr1666 Words   |  7 PagesOvertime,stakeholder demands for corporate social and environmental responsibility have been greatly increasing.According to Girod and Michael (2003,cited in Jones etal,2007 ) CSR is ‘a key tool to create, develop and sustain differentiated brand names. The importance and eminence of Corporate Social Responsibility (CSR) across the business world started to increase during 1998-2007. Role conflicts often arise when competing demands like business goals and social goals are in question. The increaseRead MoreThe Role Of Corporate Social Responsibility On Global Politics1352 Words   |  6 Pageshas hindered countries development and exploited their communities. Though policies under the concept of corporate social responsibility has been implemented to enforce companies to take responsibility, nothing has really changed. More stringent policies of accountability and transparency must be made, so that positive change is enforced. So that multinational corporates would take responsibility for their actions, international policies and taxation systems should be set into place. MultinationalRead MoreThe Role of Corporate Social Responsibility in Personal Managerial Effectiveness2968 Words   |  12 PagesExecutive Summary This report evaluates the roles of the CSR (Corporate Social Responsibility) for increasing the level of managerial effectiveness of the employees based on ASDA. Application of the CSR practices can create several opportunities for retaining the best employees at the workplace. It can set up the standards of the employees by considering the flexibility at the workplace. It considers equality and diversity at the workplace and measures valid performance measurement scale. CSR applicationsRead MoreRole of Human Resource Management in Corporate Social Responsibility11278 Words   |  46 PagesROLE OF HUMAN RESOURCE MANAGEMENT IN CORPORATE SOCIAL RESPONSIBILITY RESEARCH TOPIC ROLE OF HUMAN RESOURCE MANAGEMENT IN CORPORATE SOCIAL RESPONSIBILITY INSTITUTE LIAQUAT COLLEGE OF MANAGEMENT AND SCIENCES SUBMITTED TO KARACHI UNIVERSITY SUBMITTED BY SYED ARSALAN IMAM SUPERVISED BY SIR ZEESHAN BABER CLASS BS VIII COURSE TITLE PROJECT REPORT COURSE NUMBER BA (H)-622 ACKNOWLEDGEMENT I offer my humblest thanks to  ALMIGHTY ALLAH, The most Beneficent and the MostRead MoreEnvironmental Issues in Africa and The Role of Corporate Social Responsibility1984 Words   |  8 Pageslands, and globalization. This region consists mostly of developing countries and over the years, has not been concerned about environmental issues until recently. The major concern of the government for many years has been the provision of basic social amenities to the people and development. Environmental protection was similar to maintenance of natural resources, while industrial pollution control and hazardous waste management were treated as incomprehensible. Even so, environmental problemsRead MoreThe Role Of Corporate Reputation Play Within Organizational Performance And Social Responsibility914 Words   |  4 Pages 1.What role does corporate reputation play within organizational performance and social responsibility? Develop a list of factors or characteristics that different stakeholders may use in assessing corporate reputation. Are these factors consistent across stakeholders? Why or why not? Having a decent notoriety is the most imperative variable for any business. An organization can spend numerous decades fabricating a decent notoriety with the utilization of value moral practices. The issue is theRead MoreIn this essay I will be discussing the role and impact of Corporate Social Responsibility in event1500 Words   |  6 PagesIn this essay I will be discussing the role and impact of Corporate Social Responsibility in event management in the 21st Century. I will research and report examples, with supporting evidence. Firstly, I shall begin with defining Corporate Social Responsibility and then I will turn my attention to the challenges of CSR along with, why it is crucial for businesses and what the outcomes are if Corporate Social Responsibility (CSR) is overlooked. Throughout this essay I will be providing examples ofRead MoreCorporate Social Responsibility: Historical Perspective, Implications, Role, and Prospects and Governance in Bangladesh3395 Words   |  1 4 Pagesgoverning the passing of benefits and burdens of freehold covenants should be enunciated. Explain and illustrate. 1 .Introduction: The first question that needs to be answered is ‘what do we mean by corporate social responsibility or CSR?’ Corporate social responsibility can be defined as â€Å"the behavior that society commonly expects of businesses in matters of public concern.†[1] . One view of CSR suggests that the efforts of the firms should be intended exclusively for profit makingRead MoreThe Strategic Role of Human Resources Management in Promoting Corporate Social Responsibility in Business Organisations in Zimbabwe1764 Words   |  8 PagesTHE STRATEGIC ROLE OF HUMAN RESOURCES MANAGEMENT IN PROMOTING CORPORATE SOCIAL RESPONSIBILITY IN BUSINESS ORGANISATIONS IN ZIMBABWE 1. InTRODUCTION This study will critically analyse how industry in Zimbabwe is exploiting the strategic role of Human Resources Management in promoting Corporate Social Responsibility initiatives in order to give their business organizations competitive advantage. This introduction presents a context of the research proposal and helps to clarify how fulfilment ofRead MoreCorporate Social Responsibility ( Csr )863 Words   |  4 Pagestechnology in the last century. The term of Corporate Social Responsibility appears more often into public’s concerned and it has become a hot issue in recent years. This essay is going to discuss and provide an overview of corporate social responsibility (CSR) by debate some key issue in this area. 1.2 What is Corporate Social Responsibility? In 1953, Bowen’s Social Responsibility of the Businessman firstly discusses the idea of corporate social responsibility. He states the relationship between society