The Cultural Challenges of Doing Business Overseas

Steve Kafka, an American of Czech origin and a franchisor for Chicago Style Pizza, has decided to expand his business into the Czech Republic. He knows it is a risky decision; when he became a franchisor, he had to overcome a lot of difficulties. Steve anticipates he will face some of these difficulties again at the new location in Prague, Czech Republic. Although he was born in the United States, he has family and friends in the Czech Republic, speaks Czech fluently, and has visited the country of his origin several times. In other words, he knows the people and the culture. Or does he?

In an 850-1,050-word APA-formatted paper, address the following questions:

a. Are there major differences and incompatibilities between the U.S.and Czech cultures? Will these differences create major business risks for Steve? How might Steve mitigate these risks?

b. What comparative advantages exist in the Czech Republic? Can Steve take advantage of these?

c. Will Hofstedes four primary dimensions help Steve evaluate the Czech business environment? What are the likely results of this evaluation?

d. What kinds of trade barriers would Steve need to be aware of?

e. How would Steve assess the demand for pizza at different prices? How would he assess the cost structure he would face? What could Steve infer about the price and income elasticities of pizza?

The Cultural Challenges of Doing Business Overseas
Steve Kafka, an American of Czech origin and a franchisor for Chicago Style Pizza, has decided to expand his business into the Czech Republic. He knows it is a risky decision; when he became a franchisor, he had to overcome a lot of difficulties. Steve anticipates he will face some of these difficulties again at the new location in Prague, Czech Republic. Although he was born in the United States, he has family and friends in the Czech Republic, speaks Czech fluently, and has visited the country of his origin several times. In other words, he knows the people and the culture. Or does he?
In an 850-1,050-word APA-formatted paper, address the following questions:
a. Are there major differences and incompatibilities between the U.S.and Czech cultures? Will these differences create major business risks for Steve? How might Steve mitigate these risks?
b. What comparative advantages exist in the Czech Republic? Can Steve take advantage of these?
c. Will Hofstede?s four primary dimensions help Steve evaluate the Czech business environment? What are the likely results of this evaluation?
d. What kinds of trade barriers would Steve need to be aware of?
e. How would Steve assess the demand for pizza at different prices? How would he assess the cost structure he would face? What could Steve infer about the price and income elasticities of pizza?
For additional information, please visit the University of Phoenix Library and select Culturegrams or Country Watch.

Introduction:

Businesses large and small now compete in a truly global economy. To be successful in another country it is essential to understand and appreciate the cultural differences that exist. Business practices and ideas that work well here in the United States may not necessarily be expected to do so in other cultural environments.

If you were considering an expansion of your current business into an Asian country, what cross cultural challenges might you encounter?

Task:

Write an essay (suggested length 3?5 pages) in which you do the following:

A. Discuss three major cross-cultural differences that would need to be taken into consideration if your company were to expand into this market based on your selected country.



B. Compare U.S. business practices to practices in your proposed country for each of the following:

1. Product

2. Price

3. Promotion

4. Place



Note: You are not required to create an actual full scale marketing plan, but each of the 4P?s of the marketing mix must be individually addressed.



C. Discuss two distinct ethical issues that you will need to understand and respect as your business expands into your selected country.



D. When you use sources, include all in-text citations and references in APA format.


Note: For definitions of terms commonly used in the rubric, see the attached Rubric Terms.

The Cultural Challenges of Doing Business Overseas
Steve Kafka, an American of Czech origin and a franchisor for Chicago Style Pizza, has decided to expand his business into the Czech Republic. He knows it is a risky decision; when he became a franchisor, he had to overcome a lot of difficulties. Steve anticipates he will face some of these difficulties again at the new location in Prague, Czech Republic. Although he was born in the United States, he has family and friends in the Czech Republic, speaks Czech fluently, and has visited the country of his origin several times. In other words, he knows the people and the culture. Or does he?

Address the following questions:

a. Are there major differences and incompatibilities between the U.S. and Czech cultures? Will these differences create major business risks for Steve? How might Steve mitigate these risks?

b. Will Hofstede's four primary dimensions help Steve evaluate the Czech business environment? What are the likely results of this evaluation?

c. Is individualism or collectivism prevalent in Czech culture? Will this help Steve's entrepreneurial endeavors? Why or why not?

d. What can Steve do to attract more conservative Czechs who prefer the Czech Republic's gastronomic traditions to the convenience of fast food?

e. How can Steve turn the cultural challenges into opportunities for his Czech venture?


Will email additional materials
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I will need a paper on the topic, challenges of american companies advertising in Western Europe. The focus should be on cultural challenges, social challenges, and geographic challenges. While all of these areas are not required to be hit on, the majority of the paper should focus on cultural and social challenges. Please choose 6 recent articles (within the last 6 months) from American sources that relate to the subject. Of those 6 articles, choose 4 that best suit the goal of the article. I will need an introduction which should be 1/2 to 1 page long, after the introduction, I will need a 1 page summary for each of the 4 articles selected. The last of the 6 pages should be a section Analysis and Recommendations which details the recommendation that the 4 articles suggest. A bibliography will be required.

please write both positive and negative challenges of Interfaith marriage between hindu and muslim. Each paragraph must contain 6 to 8 sentences and should have a resource or author reference where it came from. And you can focus on children, tradition, celebration of holidays and cultural challenges.
Remember these important items:

1) It must be double-spaced and typed in Ariel, Font 12.

2) It must contain a bibliograph.

3) Cite all sources correctly.

4) Do NOT plagiarize. Present the information in your own words.

5) After you have presented the opinions of others, share your own as well.

6) Each paragraph must have 6 to 8 sentences.

7)The paper must focus on a current problem or issue, for example, not more than ten years ago.

8)Also remember to have 3 SOURCES for the bibliography. They can be a magazine, newspaper, text, and website. Be very cautious when using the Internet as a source. A lot of information out there is bogus. Keep these things in mind: Is information about the author provided, ie, schools attended, other credentials, papers written, etc.? Does the article come from a reputable newspaper or magazine?

I would like researchpro for this order.
However, if this is not possible DO NOT use bolavens!
Few jobs require the kind of cultural sensitivity as the job of the international trainer. Large numbers of American business people travel the world training business people in everything from management techniques and computers, to human resource management and ethics. But what works in the domestic training session may or may not work in the global training world. Indeed, what may be wonderful in one context may be downright offensive in another. Sensitivity to cultural differences is very important.
CASE Assignment
Refer to these materials in your 3 page essay.
? Wade, Jared (2004),"The Pitfalls of Cross-Cultural Business", Risk Management, March 2004, v 51, Pages: 38-43.
? Gibson, R. (2006), Small Business (A Special Report); Foreign Flavors: When going abroad, you should think of franchising as a cookie-cutter business; Unless, of course, you want to succeed. Wall Street Journal September 25, 2006, Page R. 8.
As an example, read about Ace Hardware "international" experiences:
? Carlo, Andrew M. (2006). " Overseas Adjustment", Home Channel News. New York: October 2006, Volume 32, Issue 13, Pages 26-28.
Things to include in your report:
? First, please identify some "cultural mistakes" from the first article listed above ("The pitfalls of cross-cultural business").
? Second, please select a company from the second article ("Small Business- A special report") and then analyze that company's "cultural" approaches.
? Discuss how the company you selected (e.g. focus on an international company of your choice from the second article) approaches foreign markets from the perspective of culture, and comment on how they should manage "cultural mistakes" that involve "cultural differences".
? Reminder- only use the Carlo article on Ace as an example; you should select another firm as a basis for completing the assignment specified above.
Case 4 Assignment Expectations
? Write a 3 page report that includes the following.
? Using the mod 4 materials, discuss the problem of cultural mistakes and cultural challenges faced by MNE's in various countries.
? Use one of the MNE's discussed in the Mod4 materials to illustrate how a firm faces cultural challenge(s).
? Draw conclusions and list supporting references and cite sources.
? Use appropriate writing style (Introduction, Main Body, Conclusion, grammar, & spelling).
? http://www.kwintessential.co.uk/cultural-services/articles/results-of-poor-cross-cultural-awareness.html
? http://www.mindtools.com/pages/article/newLDR_66.htm
An important aspect of international business which adds a great deal of diversity and complexity involves the need for international managers to understand their people and the values they hold. These values and assumptions are shaped, primarily, by the culture these people live in. Culture represents the system of values, beliefs, norms, and actions that characterize a distinct group of people. Although there can be similarities between cultures, there are also distinct and important differences. As business "goes international", the need for sensitivity to these cultural difference and deeply held values increases.
Everything from the desire to help, respect for authority, expectations of management and control, and differing definitions of truth telling and honesty change from culture to culture. Commitment to gender equality is likely one of the most dramatically different values held in various cultures. Understanding these differences, and accounting for them, is rapidly becoming of the utmost importance.
Geert Hofstede, a scholar and researcher of culture, identified five cultural dimensions. He conducted research of over 100,000 employees of IBM in 53 countries. Hofstede identified the following dimensions:
http://www.mindtools.com/pages/article/newLDR_66.htm

? Power Distance addresses the equality or inequality characterizing a culture as it is reflected in approaches to management. More "power distance" implies a more autocratic system, such as in China, Indonesia, Russia. By contrast, in the US, the power distance is small, reflecting equality and "participative management".
? Individualism refers to whether individuals prefer to function as individuals (United States) or as groups (Asia).
? Masculinity versus Femininity denotes the degree to which a culture is more aggressive and competitive (masculinity) or more nurturing (femininity). This also depends on the percentage of women in management.
? Uncertainty Avoidance focuses on people's preference for structured environments versus ability to manage uncertainty. The former have a harder time dealing with change (Japan, France, Russia). The latter are more open to change and more entrepreneurial (Hong Kong, United States).
? Long-Term Orientation refers to people's emphasis on shorter-term orientations (United States, France) or longer-time frame orientation (China and Hong Kong).
Edgar Schein is a major scholar of culture. He is a professor at MIT and a consultant.
One of Dr. Schein's seminal works is entitled "Organizational Culture and Leadership".
Required Readings
Wade, Jared (2004),"The Pitfalls of Cross-Cultural Business", Risk Management, March 2004, v 51, Pages: 38-43.
Gibson, R. (2006), Small Business (A Special Report); Foreign Flavors: When going abroad, you should think of franchising as a cookie-cutter business; Unless, of course, you want to succeed. Wall Street Journal September 25, 2006, Page R. 8.
Carlo, Andrew M. (2006). " Overseas Adjustment", Home Channel News. New York: October 2006, Volume 32, Issue 13, Pages 26-28.
Russ, G. S. (1993). Book reviews (Organizational culture and leadership by Edgar H. Schein). Personnel Psychology, 46, 919-922.
Lieh-Ching, C. (2003). An examination of cross-cultural negotiation: Using Hofstede's framework. Journal of American Academy of Business, 2, 567-571.
Holden, R. (2001) "Managing people's values and perceptions in multi-cultural organisations: The experience of an HR director", Richard Holden. Employee Relations. Bradford: 2001. Vol. 23, Issue 6; pg. 614, 13 pgs.
n.a. (2010) Results of poor cross cultural awareness, UK: Kwintessential

Structure of the Assignment


Title

1. Introduction

2. Adidas - Background ? company, history, industry


3. Literature Review ? explain and introduce frameworks

Transnational Framework with challenges regarding environmental forces and influences:
a) Mentality
b) Strategy ? Competitive Challenge
c) Organisational Challenge
d) Innovation and World Wide Learning Challenge
e) Collaborative Challenge
f) Managerial Challenge
g) Cultural Challenge ? Negotiations and Communication

Geographical Focus could be on: Triad Regions (Europe, USA, Japan), BRICS (Brazil, Russia, India, China, South Africa) and Emerging Markets perspectives

In part 3, do not mention the company. Only the literature review from the book and summary of the book which I have provided you. You have to explain the frameworks ? and find criticism to this framework from other journals and other studies.

Theory-based evaluation of the challenges. This section involves an evaluation of the international business environment based on the theoretical framework. The theoretical frameworks should be briefly explained and then evaluated as to its main strengths and criticisms. It should then be correctly applied to shed light on how the international business environment decisions succeed in meeting its objectives. The marks in this section are given for correct and insightful application of the theoretical framework.



4) Analysis
In this part, you have to choose c) Organisational challenge, e) collaborative challenge and f) managerial challenge and g) cultural challenge and apply this to the company. How do the company apply to these challenges, how do they face them?


Comparison with another company/organisation. In this section the market entry decisions should be compared and contrasted with how another company has approached a similar issue. The purpose of the section is to evaluate company practice on the basis of competition. Marks will be allocated for thorough and astute analysis.



5) Conclusion and recommendations

6) References

This work belongs to the course "International Management"

This is the assignment question: Critically assess the international management challenges faced by the managers of BRIC countries in their quest to succeed in global business.

Please support ideas and arguments with example and explanation.

Please make it simple and easy to understand.

Please avoid using too much complicated vocabulary and sentence.

I want my essay to be divided into 3 main parts:
1. Introduction
2. Body
3. Conclusion

Guidance Notes

Coursework (3000 word count)

There are 3 main criteria in the marking scheme with relative weighting that indicate their importance in the coursework.
1. Background/Introduction of the subject area/Definitions
The answer should demonstrate an excellent grasp of the subject area under investigation. Key concepts and principles must be clearly defined, main themes identified, well explained and well structured. The answer must be focused and coherent with supporting explanation.

2. Critical review of relevant theories of International management
The answer should demonstrate critical review of the relevant theories of international management and to apply rational arguments in relation to the question.

3. Findings/Conclusions/ Assignment length, overall structure, referencing/Bibliography
The answer should demonstrate a comprehensive understanding of how to analyze appropriate concepts and principles with relevant examples(real world example with explanation about how it relates with the theory). The analysis of this work must be well structured with good conclusive remarks and presented effectively and appropriately. References in the most part must be properly formatted and cited. The assignment length must be strictly adhered to.


FYI, This is my reading list:

Core reading list.

Deresky, Helen. 2010. (7th edn.), International Management: Managing Across Borders and Cultures. Pearson Education. ISBN: 0132545551.


Supplementary reading

Bartlett Christopher A. and Paul Beamish. 2011. Transnational Management: Text, Cases, and Readings in Cross-Border Management. McGraw-Hill. ISBN 978-007-813711-2.
Crane, A. and Matten, D. 2006. (2nd edn.). Business Ethics: Managing Corporate Citizenship and Sustainability in the Age of Globalization. Oxford University Press. ISBN: 0199284997.
Hill, Charles, 2011 (8th edn.), International Business, McGraw-Hill.
McFarlin, D.B. & Sweeney, P.D. 2006. International Management: Strategic Opportunities and Cultural Challenges. Houghton Miffin. ISBN: 0618519831.
Rodrigues Carl, 2009 (3rd edn.) International Management. Sage.
UNCTAD. 2011. World Investment Report. Check Website.

In this case you look at changes to the accounting standards in Egypt. This case combines culture, politics and business principles. The Accounting in Egypt case can be accessed by clicking here.

http://www.aabri.com/manuscripts/10704.pdf

CASE Assignment Expectations

Please go and find the following 3 articles. Refer to these materials as needed in your 4-5 page essay.

http://www.aabri.com/manuscripts/10704.pdf (Case)

Wade, Jared (2004),"The Pitfalls of Cross-Cultural Business", Risk Management, March 2004, v 51, Pages: 38-43

Gibson, R. (2006), Small Business (A Special Report); Foreign Flavors: When going abroad, you should think of franchising as a cookie-cutter business; Unless, of course, you want to succeed. Wall Street Journal September 25, 2006, Page R. 8

As an example, read about Ace Hardware "international" experiences:

Carlo, Andrew M. (2006). " Overseas Adjustment", Home Channel News. New York: October 2006, Volume 32, Issue 13, Pages 26-28

Things to include in your report:
Answer case questions (found at the end of the case): 1, 2, 3, 4, and 10. Include the material from the background and articles listed above.


Case 4 Assignment Expectations
Write a 4-5 page report that includes the following.
Using the mod 4 materials, discuss the problem of cultural mistakes and cultural challenges faced by Egypt in changing its accounting systems and standards.
Draw conclusions and list supporting references and cite sources.
Use appropriate writing style (organization, grammar, & spelling- see Writing Guidelines).

Introduction:



Ethical situations may arise when entering a new international market. For example, specific marketing strategies currently in use in the United States and European countries may not be appropriate strategies for an Eastern Asian market.



Given:



Company A is headquartered in a regional manufacturing area in the United States. Company A produces engine components that undergo an extra heat-hardening process that provides extended life for engines of heavy-duty trucks, and it provides specialized machined engine components to all major U.S. truck and automobile manufacturers. Company A currently has 5,000 employees in the United States and wants to double its size within the next four years.



After establishing through market research that a huge growth potential exists for new entrants of heavy-duty trucks in several target countries, Company A expanded successfully into one European country this past year. The company is now considering expansion into an Eastern Asian market. Senior management believes Company A will more than double company profits with its expansion in the international market.



As a member of the expansion team, you will be a key player in ensuring the success of this new venture. You will be responsible for providing assessments, analysis, and written plans for successful furtherance of Company A?s global marketing plan. Your manager at Company A has asked you to submit a detailed marketing approach that the manager will present to the operating committee. Your approach should address any major cross-cultural challenges that may likely surface as Company A expands into an Eastern Asian market.



Task:



Write an essay (suggested length 3?5 pages) in which you:



A. Identify one country in Eastern Asia (e.g., Japan, China, North Korea, South Korea, Macau, Taiwan, or Mongolia) to be the focus of your essay.



B. Identify major cross-cultural issues that may impact Company A?s marketing approach in this situation.

1. Describe how the issues you identified may impact the approach Company A takes.



C. Explain how cross-cultural communication affects marketing strategies in the Eastern Asian country you identified in part A.

1. Provide examples that support your explanation.



D. Evaluate the impact of cross-cultural ethical differences in marketing strategies between the United States and the Eastern Asian country you identified in part A as Company A enters the Eastern Asian market.

we have concerned ourselves with the religious reformation that took place during the 16th century in Europe. WE have looked t the roots of these changes as well as their political and religious consequence
in a well organized, clearly written essay, DISCUSS THE WAY IN LUTHERANISM AND CALVISM RESPONDED TO THE POLITICAL AND CULTURAL CHALLENGES OF THE RENAISSANCE, in you answer
A. discuss the way in renaissance thinkers criticized religious belief and practices
B. discuss the way o which the reformation represented a response to criticism of religious praftices leveled by religious leaders and
c. In you conclusion, explain the way in which religion, culture, science, and politics were tied together as a historical factors. In the series of event we called reformation, was one more important than the others?

1. Examine and describe the aspects of an organization?s corporate culture which would support project portfolio management and take on the challenges involved in getting those aspects embraced by the organization.

2. Review the McElroy Translation Company case in the book by Kerzner, H 2010, (Project Management: Best Practices: Achieving Global Excellence) Chapter 6, pp. 293?296 and analyse the cultural challenges that presented barriers to adopting project management, and the steps that the senior leadership of this firm had to take to get project management embraced by the organisation.

A lot of it has to do with Own idea. Please do not just put in chunks of source and put facts.

In arguing for your position, think of the arguments that might be made against it, and respond to them. In defending your position, offer what you believe are the most principled arguments you can make.
In thinking of objections to your argument, think of the best possible objections that someone on the other side might be able to come up with, i. e., give yourself a hard time. If you can respond to the other side at its strongest rather than at its weakest point, that can only help to strengthen your own opinion and make it that much more persuasive.


Michael Ignatieff begins his Tanner Lectures on "Human Rights as Politics and Idolatry" eloquently:
In If This Is a Man, Primo Levi describes being interviewed by Dr. Pannwitz, chief of the chemical department at Auschwitz.1 Securing a place in the department was a matter of life or death: if Levi could convince Pannwitz that he was a competent chemist, he might be spared the gas chamber. As Levi stood on one side of the doctor's desk, in his concentration camp uniform, Dr. Pannwitz stared up at him.
Levi later remembered: That look was not one between two men; and if I had known how completely to explain the nature of that look, which came as if across the glass window of an aquarium between two beings who live in different worlds, I would also have explained the essence of the great insanity of the third German [reich]."

Here was a scientist, trained in the traditions of European rational inquiry, turning a meeting between two human beings into an encounter between different species. Progress may be a contested concept, but we make progress to the degree that we act upon the moral intuition that Dr. Pannwitz was wrong: our species is one and each of the individuals who compose it is entitled to equal moral consideration.

Human rights is the language that systematically embodies this intuition, and to the degree that this intuition gains infuence over the conduct of individuals and states, we can say that we are making moral progress. Richard Rorty's definition of progress applies here: "an increase in our ability to see more and more differences among people as morally irrelevant." We think of the global diffusion of this idea as progress for two reasons: because if we live by it, we treat more human beings as we would wish to be treated ourselves and in so doing help to reduce the amount of unmerited cruelty and suffering in the world.

Our grounds for believing that the spread of human rights represents moral progress, in other words, are pragmatic and historical. We know from historical experience that when human beings have defensible rights-when their agency as individuals is protected and enhanced-they are less likely to be abused and oppressed. On these grounds, we count the diffusion of human rights instruments as progress even if there remains an unconscionable gap between the instruments and the actual practices of states charged to comply with them.

1. Human Rights in the Twenty-First Century

But today, at this moment in human history, are we succeeding or failing in our efforts to cultivate and guarantee the protection of international human rights? In "Human Rights as Politics and Idolatry," Michael Ignatieff suggests that a case might be made for both,. Depending on where you look or what you choose to emphasize, human rights promotion and protection may appear to be succeeding and failing simultaneously. Indeed, Ignatieff sees the international human rights movement at a "cross-roads" and in a temporary mid-life crisis, and he offers a number of suggestions about how best to reinvigorate the movement. See Igantieff's Tanner Lectures: "Human Rights: Politics and Idolatry" in their entirety.
2. A "Minimalist" Approach to Human Rights

Ignatieff's concerns are several, but can be easily identified and highlighted. He is concerned about the proliferation of human rights' claims. Too many rights make it difficult to gain international consensus. So, too, he believes, the purpose of human rights should not be any particular conception of the good life or even of social justice, but simply protection from cruelty and degradation. He advocates a "minimalist" approach and recommends that a human rights regime to be effective at all ought to seek the protection only of negative freedoms. As he says, "human rights can command universal assent only as a decidedly 'thin' theory of what is right, a definition of the minimum conditions for any kind of life at all."
He notes that "people from different cultures may continue to disagree about what is good, but nevertheless agree about what is insufferably, unarguably wrong." But, as others have noted, there is "slippage" within even this fairly straightforward position. Given Ignatieff's view, you might think "torture" would be one of those things that everybody would agree was "insufferably, unarguably wrong," completely "out of bounds," "off the table," as it were, but if the documents released after the Abu Ghraib Prison Abuse Scandal any indication, there is less than universal assent even here.

So, too, although a minimalist approach to human rights advocacy may have much to recommend it, such an approach is out of line with the North/South world divide. Thus, Gara LaMarche can write in "The American Propsect":

If minimalism is meant to strengthen the credibility of Western rights advocates, it is likely to have no such effect in much of the world, particularly in many countries where the challenge to universalism is greatest. That is because Ignatieff's minimalist approach leaves little room for the social and economic rights also embodied in international covenants and in many national constitutions. No one who works on human-rights issues in the developing world can fail to be aware that virtually all frontline human-rights advocates there -- not to mention many in Europe and the United States -- do not accept such a hierarchy of rights. Though economic rights -- such as the right to basic subsistence -- are still largely aspirational, that doesn't mean they are not deeply important to human-rights advocates (and their critics) in much of the world. In much of Africa and Asia, it is the perceived selectivity of many Western human-rights advocates, not their broader concerns, that undermines their credibility.
3. The "Relativist" Challenge to Human Rights Universalism

Ignatieff is made anxious, too, by too much talk of the universality of human rights, exposing proponents to "serious intellectual attack" that, in turn, has raised questions about "whether human rights deserves the authority it has acquired: whether its claims to universality can be justified or whether it is just another cunning exercise in Western moral imperialism."
Ignatieff identifies "three distinct sources of the cultural challenge to the universality of human rights," one from Islam, one from East Asia and one from within the West itself.

As Ignatieff writes:

The challenge from Islam has been there at the beginning. When the Universal Declaration was being drafted in 1947, the Saudi Arabian delegation raised particular objection to Article 16, relating to freedom of religion. On the question of marriage, the Saudi delegate to the committee examining the draft of the universal Declaration made an argument that has resonated ever since through Islamic encounters with Western human rights:

The authors of the draft declaration had, for the most part, taken into consideration only the standards recognized by western civilization and had ignored more ancient civilizations which were past the experimental stage, and the institutions of which, for example, marriage, had proved their wisdom through the centuries. It was not for the Committee to proclaim the superiority of one civilization over all the others or to establish uniform standards for all countries of the world.

This was simultaneously a defense of the Islamic faith and a defense of patriarchal authority. The Saudi delegate in effect argued that the exchange and control of women is the very raison d'etre of traditional cultures, and that the restriction of female choice in marriage is central to the maintenance of patriarchal property relations.

Ignatieff goes on to say that despite "recurrent attempts to reconcile Islamic and Western traditions . . . these attempts at syncretic fusion between Islam and the West have never been entirely successful: agreement by the parties actually trades away what is vital to each side. The resulting consensus is bland and unconvincing."

This prompts Ignatieff, however, to resist the Islamic challenge and to defend those Western human rights standards that rest upon negative freedoms. He condemns the "Western reaction to the Islamic challenge" that he calls "equally ill-conceived," a form of "cultural relativism" that he argues "concedes too much."

4. Making the Case

Drawing on the reading make a case for or against a minimalist approach to human rights and a defense of human rights as primarily aimed at protecting human agency as opposed to full conception of human dignity as conceived by others such as Henry Shue in BASIC RIGHTSand James Nickel in MAKING SENSE OF HUMAN RIGHTS, to name but two.
The strongest advocate from the reading for a two-pronged approach to human rights, to a defense of subsistence rights alongside rights of liberty is the argument put forward by Henry Shue in his book on BASIC RIGHTS As he argues, "the same reasoning that justifies treating security and liberty as basic rights also supports treating subsistence as a basic right." As he goes on to say, "The parallel is especially important . . . because the defenders of liberty usually neglect subsistence and the defenders of subsistence often neglect liberty." What is your view? Are you drawn to the "minimalist" solution? If so, why? If not, why not?

5. Negative and Positive Rights

And what about Shue's view and his placing certain basic "positive" rights on the same footing as "negative" rights? Are you sympathetic to his approach? If so, why? If not, why not?
6. The "Minimalist" Response to the "Relativist" Challenge

And finally what do you think about Ignatieff's response to the "relativist" challenge to human rights? Are you convinced? If so, why? If not, why not? Much of the reading in both Global Ethics and Global Justice as well as in Henry Shue's Basic Rights and James Nickel's Making Sense of Human Rights challenge the relativist view of human rights and would, more than likely, take issue, too, with Ignatieff's minimalist response to the relativist challenge. What's your view? What do you think?
GOOD LUCK!




Human Rights Documents and Treaties

African Charter on Human and People's Rights (African Union 1981)
American Convention on Human Rights (OAS 1969)
American Declaration of the Rights and Duties of Man (OAS 1948)
Charter of the United Nations (1945)
Convention on Elimination of Discrimination Against Women (UN 1979)
European Convention for Human Rights and Fundamental Freedoms (1950)
European Social Charter
Genocide Convention (UN 1948)
Protocol of San Salvador (OAS 1988)
Rome Statute of the International Criminal Court (UN 1998)
Universal Declaration of Human Rights (UN 1948)
Human Rights Organizations

African Union
Amnesty International
Doctors without Borders
Human Rights Watch
International Commission of Jurists
International Red Cross
Organization of American States
United Nations
Human Rights Websites

University of Minnesota Human Rights Library
Derechos Human Rights
Human Rights Watch
Amnesty International
Philosophical Considerations

James Nickel, "Human Rights."
Leif Wenar, "Rights."
Kenneth Campbell, "Legal Rights."
Walter Sinnott-Armstrong, "Consequentialism."
Larry Alexander, Michael Moore, "Deontological Ethics."
Robert Johnsonr, "Kant's Moral Philosophy."
Fred D'Agostino, "Contemporary Approaches to the Social Contract."
Articles from Global Ethics and Justice

Charles R. Beitz, "Justice and International Relations"
Joseph H. Carens, "Aliens and Citizens: The Case for Open Borders"
David Miller, "The Ethical Significance of Nationality"
Robert E. Goodin, "What Is So Special about Our Fellow Countrymen?"
Thomas Pogge, "Cosmopolitanism and Sovereignty"
Jeremy Waldron, "Special Ties and Natural Duties"
Charles R. Beitz, "Cosmopolitan Ideals and National Sentiment"
Stephen M. Gardiner, "The Real Tragedy of the Commons"
Thomas Pogge, "An Egalitarian Law of Peoples"
United Nations Agreements on Human Rights

Universal Declaration of Human Rights
Covenant on Civil and Political Rights
Optional Protocol to the Covenant on Civil and Political Rights
Covenant on Economic, Social, and Cultural Rights
Convention Against Torture
Convention Against Genocide
The Geneva Conventions
Convention on the Rights of the Child
Convention on Eliminiation of Discrimination Against Women
Charter of the United Nations

Torture

Michael Levin, "The Case for Torture"
Seumas Miller, "Torture," Stanford Encyclopedia
Henry Shue, "Torture," Philosophy & Public Affairs

Torture at Abu Ghraib

THE ABU GHRAIB PHOTOGRAPHS
Photographs of abuse by American soldiers, taken at the Iraqi prison.
TORTURE AT ABU GHRAIB by SEYMOUR M. HERSH
American soldiers brutalized Iraqis. How far up does the responsibility go.
CHAIN OF COMMAND by SEYMOUR M. HERSH
How the Department of Defense mishandled the disaster at Abu Ghraib..
THE GRAY ZONE by SEYMOUR M. HERSH
How a secret Pentagon program came to Abu Ghraib.
HEARTS AND MINDS by DAVID REMNICK
The real failures at Abu Ghraib.
UNCONVENTIONAL WAR by HENDRICK HERTZBERG
The consequences of bending the rules of engagement
WHAT HAVE WE DONE? by SUSAN SONTAG
Photographs, Memory and Abu Ghraib.
THE COMING WARS by SEYMOUR M. HERSH
What the Pentagon can now do in secret.
OUTSOURCING TORTURE by JANE MAYER
The secret history of America's "extraordinary rendition" program.
MICHAEL RATNER
Internationalal Human Rights Lawyer.
CENTER FOR CONSTITUTIONAL RIGHTS
The Center is a non-profit organization dedicated
to protecting and advancing the rights guaranteed by
the U.S. Constitution and the Universal Declaration of Human Rights..
THE ROAD TO ABU GHRAIB
Human Rights Watch Report.
HUMAN RIGHTS AND ASIAN VALUES by AMARTYA SEN
Are human rights uniquely Western and an obstacle to economic development?
THE SINGER SOULTION TO WORLD POVERTY & OTHER LINKS

Singer, "Famine, Affluence & Morality" - PDF File
"THE SINGER SOLUTION TO WORLD POVERTY"
Garrett Hardin, "Life Boat Ethics The Case Against Helping the Poor"
"Shallow Pond and Envelope STUDY GUIDEE
PETER SINGER'S WEB SITE
Onora Nell, "Lifeboat Earth" - PDF File
Hugh LaFollette and Larry May, "Suffer the Little Children" in World Hunger and Morality
ed. William Aiken and Hugh LaFollette Prentice-Hall, Inc. 1996
Psychology Today
September 1974, pp.38-43, 124-126.
William Aiken, "The 'Carrying Capacity' Equivocation: Reply to Hardin,"
Social Theory and Practice, v.6(1), Spring 1980, pp.1-11.
A Visual Display from Paris "Six Billion Human Beings
Amartya Sen, "Population: Delusion and Reality,"September 22, 1994
from his lecture before the United Nations on April 18, 1994
Amartya Sen, "Hunger: Old Torments and New Blunders," The Little Magazine,Volume 2.
There are faxes for this order.

I would prefer the writer who goes by the name 'C.R.", if possible:

Please construct a 2 page analysis of the following book summary for the book, "Beyond Budgeting". Below is a book summry I would like to be used for the analysis:

Published by Soundview Executive Book Summaries, P.O. Box 1053, Concordville, Pennsylvania 19331 USA
?2003 Soundview Executive Book Summaries ? All rights reserved. Reproduction in whole or part is prohibited.
How Managers Can Break Free From
The Annual Performance Trap
BEYOND
BUDGETING
THE SUMMARY IN BRIEF
It?s no secret that annual budgeting processes are time-consuming, add
little value and prevent managers from responding quickly to changes in
today?s business environment. Traditional budgeting?s focus on fixed targets
and performance incentives often leads to dysfunctional, even unethical,
management behavior. But organizations can break free from the annual
budget trap once and for all.
Beyond Budgeting presents an alternative, coherent management model
that enables companies to manage performance through processes specifically
tailored to today?s volatile marketplace. Based on the decision-making
needs of front-line managers, this model lets you take advantage of two
major opportunities. Your company can create a set of adaptive management
processes that replace centrally controlled, predetermined goals with
self-regulating, relative competitive benchmarks and transfer the power
and decision-making authority from the center of the organization to the
front line.
Concentrated Knowledge? for the Busy Executive ? www.summary.com Vol. 25, No. 9 (3 parts) Part 1, September 2003 ? Order # 25-21
CONTENTS
The Annual
Performance Trap
Pages 2, 3
Breaking Free
Pages 3, 4
How Adaptive Process
Opportunity Lets
Managers Focus
On Value Creation
Pages 4, 5, 6
Principles of Radical
Decentralization
Page 6
Insights Into Changing
Centralized Mind-Sets
Pages 7, 8
A Management Model
For the 21st Century
Page 8
By Jeremy Hope and Robin Fraser
FILE: FINANCIAL /ACCOUNTING
?
What You?ll Learn In This Summary
? Why the annual budget and performance contract is a trap and how
you can break free from it. Do away with budgets and you will save time
and money while you create a more ethical and profitable company.
? How creating an adaptive process lets managers focus on continuous
value creation instead of meeting budget goals. No longer will managers
meet artificial, internally set goals. Instead they will measure their performance
against others in the industry as managers set stretch goals.
? How and why to create a radically decentralized organization to
become a high performance organization. By decentralizing, you create a
vital, responsive organization.
? What you need to do to realize the full potential of management
models like customer relations management, benchmarking, Balanced
Scorecards, activity-based management and rolling forecasts.
The Annual Performance Trap
Like them or loathe them, everyone has a view about
budgets. CEOs like the warm feeling they get when they
see the year-end profit forecasts. But they might be anxious
about the reliability of the assumptions and the
firm?s ability to respond to change. CFOs like the way
they are able to tie operating managers to fixed performance
contracts (fixed targets reinforced by incentives).
But they also know that the process takes too long and
adds little value. Operating managers like ?knowing
where they stand.? But they are also concerned about
the time wasted and that fixed performance contracts
lead to decision paralysis and cosmetic accounting
rather than decisive action and ethical reporting.
The consensus in American business circles is that the
budgeting process isn?t all it could be. Dissatisfaction is
rampant. There are three main reasons for this:
? Budgeting is cumbersome and too expensive;
? Budgeting is out of kilter with the competitive environment
and no longer meets the needs of either executives
or operating mangers; and
? ?Gaming the numbers? has risen to an unacceptable
level.
Budgeting is Cumbersome and Too Expensive
The budgeting process is a deeply embedded annual
ritual. It absorbs huge amounts of time for an uncertain
benefit. Typically, it starts with a mission statement that
sets out the aims of the business followed by a group
strategic plan that sets the direction and high-level goals
of the firm. These form the framework for a budgeting
process that grinds its way through countless meetings.
The average time consumed by the budgeting process
is between four and five months, absorbing 20 to 30
percent of senior executives? and financial managers?
time. A 1998 benchmarking study showed that the average
company invested more than 25,000 person-days
per billion dollars in revenue in the planning and performance
measurement processes.
For any firms involved in mergers, acquisitions, disposals
and other reorganizations, the budgeting workload
can be overwhelming. The result is a finance team
under constant pressure to reconfigure the numbers
rather than support hard-pressed managers with the
information they need to make decisions.
Budgeting Is Out of Kilter
With the Competitive Environment
The pressure on corporate performance has become
intense. Shareholders demand that firms be at or near
the top of their industry peer group. Intellectual capital,
such as brands, loyal customers and proven manage-
BEYOND BUDGETING
by Jeremy Hope and Robin Fraser
? THE COMPLETE SUMMARY
For Additional Information on the authors, go to:
http://my.summary.com
Published by Soundview Executive Book Summaries (ISSN 0747-2196), P.O. Box 1053, Concordville, PA 19331
USA, a division of Concentrated Knowledge Corporation. Published monthly. Subscriptions: $195 per year in U.S.,
Canada & Mexico, and $275 to all other countries. Periodicals postage paid at Concordville, PA and additional offices.
Postmaster: Send address changes to Soundview, P.O. Box 1053, Concordville, PA 19331. Copyright ? 2003 by
Soundview Executive Book Summaries.
Available formats: Summaries are available in print, audio and electronic formats. To subscribe, call us at 1-800-
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Soundview
Executive Book Summaries?
ANNIKEN DAVENPORT ? Senior Contributing Editor
DEBRA A. DEPRINZIO ? Art and Design
CHRIS LAUER ? Managing Editor
CHRISTOPHER G. MURRAY ? Editor-in-Chief
GEORGE Y. CLEMENT ? Publisher
2 Soundview Executive Book Summaries?
The authors: Jeremy Hope and Robin Fraser are
Directors of the Beyond Budgeting Round Table, a collaborative
that offers shared learning, performance management
research and consulting support.
Adapted by arrangement with Harvard Business School
Press, from Beyond Budgeting by Jeremy Hope and
Robin Fraser. Copyright? 2003 by Harvard Business
School Publishing Corporation. 232 pages. $35.00.
1-57851-866-0.
The Traditional Budgeting Process
Mission Statement
Strategic Plan
Budget
Goals and rewards
Action plan
Resource allocation
Coordination
?Budgeting?
?Keeping on Track?
Control
(continued on page 3)
ment teams, drives shareholder value. Product and strategy
cycles have shortened. Prices and margins are under
pressure and customers are becoming fickle. The old
command-and-control management style is out of tune
with the new need for agile and adaptive leadership and
the need to transfer more power and authority to people
closer to the customer.
Few of the innovative management tools of the past
decade have been used to fundamentally transform the
performance management process. At best they have
made marginal improvements to a broken system. Few
have achieved their potential.
?Gaming the Numbers? Is at Unacceptable Levels
Budgets started life in the 1920s as tools for managing
costs and cash flows in large organizations. By the
1960s they had mutated into fixed performance contracts.
By then companies were using accounting results
such as costs, net income and return-on-investment
(ROI) to do more than keep score but also to motivate
operations personnel at all levels. By the 1970s, financial
indicators were being used to manage the business.
This lead to the increased use of the fixed performance
contract as the basis for setting fixed targets
against which performance was evaluated and rewarded.
The fixed performance contract begins with an ?earnings?
contract between senior executives and external
parties, such as investors or bankers, and then cascades
down the organization in the form of ?budget? contracts
between senior executives and operating managers.
The typical budget contract provides:
? A fixed target, such as sales, profits, costs and
return on capital.
? An incentive for meeting or exceeding targets.
? An agreed-upon strategic and financial plan.
? A statement of resources available.
? A commitment to cross-company actions such as
a promise by production to meet a sales plan target.
? A reporting schedule so that progress can be
monitored.
One problem with this management method is that it
may lead to fraud. Fear of failure (to meet the goals
specified from above) is often the underlying cause.
This was evident at both Enron and WorldCom. When
senior executives and operating managers commit to
overly aggressive targets, they may fudge the numbers
to meet them. The fixed performance contract is a deadly
virus. It can lay dormant for years until an aggressive
?management by the numbers? leader comes along and
activates it. It is a dismal way to manage a business. ?
Breaking Free
There are organizations that have found a better way.
They have eliminated the annual cycle of preparing, submitting,
negotiating, and agreeing upon a budget by
department, function, business unit, division or even the
whole organization. The result has been to save months
of work. The budget no longer represents an annual fixed
performance contract that defines what subordinates
must deliver or how resources are allocated or what business
units must make and sell. The budget no longer
determines how the performance of those units and their
people will be evaluated and rewarded.
Who are these organizations? They vary in size from a
small charity to a huge global firm. They have gone
beyond budgeting, enabling more adaptive management
processing and a radically decentralized organization.
The Adaptive Process Opportunity
Rhodia is a large specialty chemical company with
sales of $7.2 billion operating in many global consumer
markets. The annual budgeting process took six months
and was slowing down its ability to respond to the market.
In 1999, the company replaced it with two performance
management cycles. One takes a strategic view
and continually looks two to five years ahead, with an
annual review. The other takes an operational view and
looks five to eight quarters ahead, with a quarterly
review. Managers now focus on medium-term strategy
rather than short-term fixed targets.
The contrast between the old and new way of doing
things is dramatic. It looks like this:
Targets: Instead of setting a fixed sales/profit target,
the organization trusts everyone to maximize profit
potential by continuously improving against an agreedupon
benchmark and remaining in the top of the industry
peer group.
Rewards: Instead of a fixed reward, managers are
rewarded by a peer review panel based on performance
and with ?hindsight? at the end of each year.
Plans: Instead of an agreed action plan, the organization
trusts everyone to take whatever action is needed to
meet medium-term goals.
Resources: Instead of a fixed budget amount, managers
trust the organization to provide the resources
needed to meet goals, and management trusts everyone
will keep resources within agreed-upon key performance
indicators.
Coordination: Instead of an imposed-from-above
coordination of activities, the organization trusts that
everyone will work together according to periodic
agreements and customer requirements.
Controls: Instead of monthly performance monitor-
3
Beyond Budgeting? SUMMARY
Soundview Executive Book Summaries?
The Annual Performance Trap
(continued from page 2)
(continued on page 4)
ing, the organization trusts everyone will provide an
accurate forecast based on the most likely outcome. The
organization will only interfere when the indicators
move out of bounds.
The principles of Beyond Budgeting offer a new
coherent management model. It assumes that front-line
managers are able to regulate their own performance.
Senior executives provide a supportive role. They challenge
and coach, but decisions are taken locally within a
clear governance framework based on principles, values
and boundaries. In the new coherence, relative improvement
contracts, strategic models, rolling forecasts and
service-level agreements make sense.
Radical Decentralization
There must also be a wider coherence among the
organization?s success factors, its strategy, its management
processes, and its leadership styles and culture.
The process is about lifting the burden of bureaucracy
from the shoulders of front-line people, eradicating the
dependency culture and enabling people to accept even
more responsibility for their own performance.
The delegation of decision-making and spending
authority has always been one of the key functions of
budgeting. However, this delegation usually occurs
within a regime of compliance and control. When that
power is transferred from the center to operating managers
and their teams, vesting them with the authority to
use their judgment and initiative to achieve results without
being constrained by some specific plan or agreement,
the organization creates an empowered work
force. That in turn drives superior performance.
Radical decentralization requires that leaders share six
common principles. These are:
1. Build a governance framework based on clear
principles and boundaries.
2. Create a high-performance climate based on the
visibility of relative success at every level.
3. Provide front-line teams with the freedom to
make decisions that are consistent with governance
principles and strategic goals.
4. Place the responsibility for value-creating decisions
on teams.
5. Focus teams on customer outcomes.
6. Support open and ethical information systems.
Going beyond budgeting provides benefits for shareholders,
too. It addresses two primary issues investors
face. The first is whether they believe an organization will
produce sustainable growth in shareholder wealth. The
second is whether they trust the management team. ?
How Adaptive Process
Opportunity Lets Managers
Focus on Value Creation
Breaking free from the fixed performance contract is key
to unlocking stretch targets, implementing adaptive
processes and eradicating most of the undesirable gameplaying
that pervades the budgeting process. Break free by:
? Setting stretch goals aimed at relative improvement.
You do this by telling the team that they should
set their goals based on their highest aspirations. Just
make certain that the stretch goal isn?t seen as a fixed
target against which performance will be evaluated.
Also make sure that goals are set relative to external
benchmarks. Benchmark goals are based on industry
best-in-class performance measures, and teams are
given an extended period of time to reach them. Most
companies set the goal as being in the top quartile of
their peer group. You can also set goals relative to internal
peers as a way to boost continual improvement.
Beyond Budgeting? SUMMARY
Breaking Free
(continued from page 3)
Svenska Handelsbanken
Decentralizes
Swedish bank Svenska Handelsbanken was struggling
and losing customers, especially to a smaller
rival run by Dr. Jan Wallander. So the bank invited
him to join it as its new CEO. He accepted with the
proviso that the bank would have to radically decentralize
operations and abandon its budgeting
process.
Convincing others that the organization should not
be coordinated and controlled from the center was a
tough challenge. Wallander was resolute. He believed
that what holds an organization together is a commitment
to a clear purpose, principles and values.
Above all, Wallander believed in setting people free
? free from stifling bureaucracies, predetermined
plans, fear of failing to meet fixed targets, and forced
cross-company actions designed by central planners.
He opened up the information system so that
everyone could see the same information at the
same time. Sharing and cooperating were no longer
choices: They happened automatically.
Since abandoning the budgeting model in the
1970s, the bank has produced outstanding return for
shareholders, consistently beating all its European
rivals on the key ratios of cost-to-income and coststo-
total assets. The CEO credits its decentralized
management model as a major source of competitive
advantage.
4 Soundview Executive Book Summaries?
(continued on page 5)
? Base evaluation and rewards on relative
improvement contracts with hindsight. Do not link
rewards to fixed targets agreed upon in advance. Set
bonuses based on a relative improvement contract that
involves a whole team setting and meeting a range of
performance benchmarks over a period of time. Use a
peer review group to evaluate their performance with
the benefit of hindsight. The peer panel must ask, ?Did
they do as well as they could have done given what we
know about the profit-making opportunities during the
period and what the competition has achieved??
? Make action planning a continuous and inclusive
process. The calendar or fiscal year may be an appropriate
time period for reporting results to investors but it
is unlikely to be for managing the business. Focus
instead on continuous value creation.
? Make needed resources available. Managers need
fast access to resources. Although you may provide
parameters within which resources can be committed,
within these limits managers should have wide discretion
over how they utilize resources. Provide fast-track
approval for major projects outside the budgeting
process. Major projects should be approved as needed,
not because it is the right time of the year. Managers
should have the power to implement small projects.
? Coordinate cross-company actions according to
prevailing customer demand. Let the pace of market
demand set commitments. Whenever possible respond
to unanticipated customer requests. Give those who are
making the front-line decisions access to customer profitability
information or they risk creating losses as the
costs of customizing affect customer profitability.
? Base controls on effective governance and on a
range of relative performance indicators.
Decentralizing means making the switch from central
control to multilevel controls. Multilevel controls means
knowing what is going on and interfering only when
necessary. Ensure that there is effective governance
from the center which supports local decision-making.
Applying these principles results in aspirational goals,
reduced gaming, ambitious strategies, fast response,
reduced waste, improved customer service, and an
atmosphere that promotes learning and ethical behavior.
Insights into Implementation
Little uniformity exists in how firms have approached
the implementation of beyond budgeting. Though some
have used consultants to help with the process design,
few have used them to aid with the abandonment of the
budgeting process and the implementation of its
replacement. After surveying successful companies that
have gone through the process, the following guidelines
help shed light on how they managed the change-over:
? Define the case for change and an outline vision.
Implementing beyond budgeting, even incrementally, is
a significant change and needs to be handled accordingly.
Going beyond budgeting is about changing a mind
set. You won?t be able to build support from the top and
a groundswell below unless you make a convincing case
for change that includes a vision of how things will be.
The case for change should be both a clear statement of
the ?current pain? experienced with the budget-based
model and the benefits to be gained by replacing it with
something different.
? Convince the board. One of the key roles for the
project team will be to convince the board that managing
without budgets will bring significant benefits without
too many down sides. The board will question
whether the firm can maintain effective corporate governance
and internal controls and whether changes will
affect the firm?s ability to forecast future earnings and
Beyond Budgeting? SUMMARY
5
How the Board at Borealis
Was Convinced
Borealis is one of the largest petrochemical companies
in the world. Output from its products can be
found in thousands of everyday products from diapers
to housewares to power cables. It was formed in
Denmark in 1994 as a joint venture between two Nordic
oil companies (Statoil of Norway and Neste of Finland).
It inherited most of its processes, systems and people
from the parents. Heading up the team that would create
a Borealis unencumbered by the burdens of budgeting
was Bjarte Bognses. His team?s first job was to convince
the board that doing away with the budgeting
process was a good idea.
The team was confronted by board members who
asked, ?How do we control the business without budgets??
?and ?Why take the risk?? Through a series of
meetings, the team won the board over. They discussed
two primary risks: that costs would explode because of
fewer controls and that decision making would be paralyzed.
Bognses addressed these concerns like this:
?We have good, capable people who take their jobs
seriously. They know what to do. The likelihood of
chaos is minimal. We should also consider the risks of
not doing it. What would happen? We would carry on
as normal with no one challenging costs and everyone
demanding more resources than the company can
afford.? He won the board over and the company has
become a powerhouse.
Soundview Executive Book Summaries?
(continued on page 6)
How Adaptive Process Opportunity
Lets Managers Focus on Value Creation
(continued from page 4)
avoid upsetting the market with unpleasant surprises.
? Get started. Remind people that the change will
actually mean less work, not more. A great approach is
to eliminate the next budgeting process right away and
immediately replace it with the new process.
? Design the model and implement the process. The
annual budgeting process connects every part of an
organization and influences how people think and
behave at every level. Any changes must therefore take
into account these effects. Realign recognition and
rewards, and reestablish coherence in the whole process.
? Train and educate people. Combine a welldesigned
system and a rollout program with excellent
training materials. Make sure everyone becomes familiar
with the new processes as soon as possible.
? Rethink the role of finance. The success of managing
without a budget will be fleeting unless the role
played by the finance team is realigned with the new
processes. This is a time of maximum uncertainty for
the finance team. They need to know where they stand.
Ensure they have the training to meet future challenges.
? Change behavior. Change will be driven by the
new processes, not by management decree. Behavior
change follows process change. With no detailed budget
to define their targets and dictate their actions, managers
must accept greater responsibility for their actions and
more accountability for their results.
? Evaluate the benefits. Demonstrating short-term
wins is important to keep resistors at bay. Show them
hard evidence of success. Short-term wins should have
three characteristics: They should be visible, unambiguous
and clearly related to the changes. ?
Principles of Radical
Decentralization
Effective empowerment is the product of freedom multiplied
by capability. As with any mathematical equation,
if one of the variables is zero, the result will also be
zero. This explains why so many attempts at empowerment
fail. Few leaders seem capable of supporting both
variables at the same time. To make it work, you need to
understand seven leadership principles. They are:
1. Provide a governance framework based on clear
principles and boundaries. People at all levels of a firm
need clear guidelines so they know what they can and
cannot do. In control-oriented organizations, these were
based on mission statements, plans and budgets. In
empowered organizations, they are based on clear principles,
values and boundaries. Essential boundaries include
the strategic domain; codes of conduct; ethical and environmental
considerations within which managers can
operate; time between reporting intervals; and the area
between what managers must do and what they might do.
2. Create a high-performance climate based on relative
success. When senior executives fixate on meeting
numbers every quarter and year-end, their obsession
drives dysfunctional and disruptive behavior at every
level. Managing without fixed targets and incentives
leads to strong and consistent levels of performance
when leaders champion relative performance, challenge
ambition, and balance competition and cooperation.
Break Free From Fixed Performance Contracts
3. Fixed performance contracts tie operations managers
to specific agreements and reduce their flexibility.
Breaking free from these contracts is the single most
important step that leaders can take to create an empowerment
culture where beating the competition is what?s
important, not meeting some arbitrary internal goal.
4. Give people freedom to make local decisions that
are consistent with governance principles and the
organization?s goals. Teams at every level need strategic
direction. To instill a culture of responsibility rather
than dependency, leaders should challenge assumptions
and risks, involve everyone in strategy, and empower
teams to make decisions.
5. Place responsibility for value-creating decisions
on front-line teams. Decentralizing allows teams to
respond to local opportunities in ways that create a
more adaptive organization. Changing functional mindsets
to team-based mind-sets is a major cultural challenge.
To embed the philosophy of teamwork and personal
responsibility, leaders must create a network of
small, customer-oriented teams, and base recruitment on
a potential employee?s fit with the team.
6. Make people accountable for customer outcomes.
As you move beyond budgeting, your structure
should become more networked, using independent
units with distributed capabilities and expertise. You
will be able to locate and combine expertise across the
network and seamlessly bring collective expertise
together to provide customer solutions. That way, teams
can share knowledge across the business as they
respond to customer demands.
7. Support open and ethical information systems
providing ?one truth? throughout the organization.
Resist the temptation to hide facts from the organization.
Good and bad news must be shared so potential
problems can be solved before they become crises. ?
Beyond Budgeting? SUMMARY
How Adaptive Process Opportunity
Lets Managers Focus on Value Creation
(continued from page 5)
6 Soundview Executive Book Summaries?
For Additional Information on How Not to Implement Change,
go to: http://my.summary.com
Insights Into Changing
Centralized Mind-Sets
Changing the centralized mind-set is extremely difficult
and depends on rooting out the budgeting and
dependency culture. The problem is a lack of understanding
of what leaders must do to make empowerment
work effectively. To make it work, they must abandon:
? fixed performance contracts
? command-and-control management
? the dependency culture
? central resource allocation
? multilayered functional hierarchies
? closed information systems
To make the leap, the organization and everyone in it
must see real benefits. The main benefits of empowerment
are unlikely to be realized until the budget contract
has been abandoned and alternative processes have
been put into place. It is the new processes that change
actions and behavior.
?We Really Mean It?
Abandoning the budget is one of the most positive
actions leaders can take that say to people ?we really
mean it.? Managers are immediately aware that there is
no detailed plan that dictates their actions. They must
think for themselves and take responsibility. The learning
process is both fast and steep. Managers suddenly
have to understand strategy at both corporate and local
levels and know the principles and boundaries within
which they are to operate. They have to understand that
if they make mistakes, they won?t be punished.
For many managers steeped in the command-and-control
culture, devolving responsibility is airy-fairy stuff.
Their job as they see it is to ensure that leaders have
control, and that can only be done with hard numbers.
These managers exist in every organization and are usually
a difficult and vocal minority. The answer isn?t to
cater to them but to maximize attention to the top 90
percent or so who do get it ? who understand the benefits
of decentralization. Promote the people who
embrace the new values and it will take root.
Some companies have found that the turning point in
their switch to a culture of responsibility was when they
changed how people were recognized and rewarded.
The Roles of Systems and Tools
Six tools are especially helpful in going beyond budgeting.
These are:
1. Shareholder value models that align decisions of
internal managers with the expectations and interests of
external shareholders.
2. Benchmarking models align targets with external
or internal best practices and display the results in terms
of rankings lists.
3. Balanced Scorecards provide a strategic framework
for local decisions and provide leading indicators
that tell managers if strategic goals are met.
4. Activity-based management informs managers
about the causes of costs and better equips them to
understand the net profit contributions of products,
channels and customers.
5. Customer relationship management tools focus
managerial actions on knowing and satisfying customer
needs profitably.
6. Enterprise information systems and rolling forecasts
join up the disparate functions of the organization
and enable managers to relate work and cost inputs to
customer outputs across the business.
Advocates of tools and information systems claim
potentially powerful results if they are implemented in
the right way. Tools and systems will work if the organization?s
culture is supportive, its leaders are committed,
and decision makers have the freedom to act on the information
the tools provide. These are big ?ifs.? The reality
is that few tools achieve their objectives. The problem is
that although all these tools have been implemented to
overcome the systemic failures of the traditional model,
the processes that underpinned those failures have been
left in place. They have, in effect, been neutralized by the
powerful antibodies of the budgeting immune system.
Budgets are barriers to the full implementation of the
listed models. Removing the barriers is key to successful
implementation of the models. For each model, the
approach differs slightly. Here is the breakdown:
Beyond Budgeting? SUMMARY
Soundview Executive Book Summaries? 7
How IKEA Shares Information
IKEA?s chairman Ingvar Kamprad believes his company?s
open information systems based on sharing
of best practices give the international retailer a powerful
competitive advantage. The company assigns
?IKEA ambassadors? who are trained by the chairman
himself in the company?s values and culture to
key positions in every unit. They socialize newcomers
into the IKEA philosophy and facilitate the transfer
of ideas and best practices across the company?s
operating units. As a result, newly set-up stores look
at other stores and try their hardest to improve on
them. Some of the distinguishing characteristics of
the typical IKEA store have emerged out of this institutional
entrepreneurship. These characteristics
include cafeterias serving inexpensive exotic meals,
such as Swedish meatballs; supervised play areas for
children; and fully equipped baby-changing facilities.
(continued on page 8)
Shareholder value models let managers make decisions
based on creating value greater than the cost of
capital. By looking at every business as a portfolio of
assets, products and customer segments, you can apply
or reduce resources to them on the basis of their valuecreating
opportunities. This is hard to do in the traditional
budgeting environment, where goals and
resources are allocated for the year with little relationship
to the allocations?s impact on segments of the business.
Some get more than they need in relation to their
value-creation while others don?t get enough. Instead,
give front-line managers access to the information they
need to see what creates the most value.
Measure Relative Success
Benchmark modeling is the philosophy of continuous
improvement against a world-class standard. Wellchosen
benchmarks ensure that firms are measuring performance
against best industry standards rather than
internally negotiated targets. Budgets are barriers to
benchmarking because budget figures rarely are tied to
external factors, but reflect realistic goals set internally.
That can prevent moving ahead within the industry even
as internally selected goals are met. It?s the company?s
performance relative to the competition that counts, and
that?s what benchmarking measures. Using benchmarking
also allows fair evaluation of efforts during turbulent
times as it measures relative success.
The Balanced Scorecard was developed in the early
1990s as a response to the inadequate performance measurement
systems that were primarily geared at reporting
financial results against the budget. Scorecards are
business units? strategy map. They set goals and provide
an action plan for meeting those goals. Scorecards let
front-line teams manage strategy by making sure goals
and actions are aligned.
Understanding How Activities Add Value
Activity-based management models enable managers
to better understand how activities add value to
products and customers. An activity-based model can
measure the cost of activities that are not readily
accounted for in a budget that only shows the costs of
functions and departments. By giving front-line employees
access to activity-based information, they can make
better decisions about their activities, and set priorities
that lead to greater profitability.
Customer relationship management models identify
what people must do to satisfy customers and build
their loyalty and profitability now and in the future.
Front-line workers must be freed from budget goals that
restrict their ability to build relationships.
Enterprise information systems and rolling forecasts
should be used to monitor business changes and
have the capability to do so almost in real time. ?
A Management Model
For the 21st Century
The essence of the adaptive and decentralized management
model is that by giving capable and committed
people the authority to make fast decisions in their local
markets, they will act responsibly; respond appropriately
to the threats and opportunities confronting them; and
with an eye on competitive performance, deliver consistent
results. The focus of the model has moved from
central to local control. This means that it is the local
team that engages in planning and execution. They are
the ones in touch with customer needs and the ones who
have the freedom and capability to act.
Leaders also benefit. They have more time to challenge
and support front-line people and reinforce principles
and boundaries. Fast, transparent information
ensures that there are many checks and balances that
provide strong controls.
Lower Cost
Low cost is also a feature of the beyond budgeting
company ? an important feature in difficult times. By
removing the cost of the budgeting process and eliminating
the entitlement mentality that traditional budgets
create, front-line managers can spend less when they
need less while safe in the knowledge that they will be
provided greater resources should they need them.
A decentralized company also encourages an environment
of good governance and ethical behavior. People
want to work in a more virtuous organization where
they can trust people and be part of a team. They want
to know what the company stands for and where it is
headed. And, most important of all, they want more
meaning in their working lives.
The adaptive and decentralized model is the answer. It
is based on releasing the enterprise, energy and capabilities
of people supported by adaptive processes, appropriate
tools and clear leadership principles. There is no
place for fixed performance contracts and remote-control
management. Leaders need to place more faith,
responsibility and trust in their operating people. The
result will be a management model that offers a unique
source of competitive advantage. ?
Beyond Budgeting? SUMMARY
8 Soundview Executive Book Summaries?
For Additional Information on how one company removed barriers to
change, go to: http://my.summary.com
Insights Into Changing
Centralized Mind-Sets
(continued from page 7)

I attend Indiana University
the text book THE SOCIAL WORK SKILLS WORKBOOK
Barry R Cournoyer the seventh Edition

The values, ethics, and legal obligations that guide social workers pertain to every aspect of pro-fessional practice. Indeed, you should consider ethical principles more important than theoretical knowledge, research findings, agency policies, and, of course, your own personal views. To make sound ethical decisions in social work practice, you should be familiar with the fundamental human rights of all people and the basic moral values involved in ethical decision making. You also need to know and understand the values of the profession, the principles reflected in the social work code of ethics, and the legal obligations affecting your practice. In addition, you need to identify the ethical principles, standards, and legal duties that may apply to particular situ-ations. Finally, when different values, ethical principles, or legal obligations conflict, you must be able to determine which ones take precedence over others. The skill of ethical decision making is fundamental to social work practice. Without such skill, you cannot legitimately claim professional status. Indeed, attempting to provide social work services without regard for ethical principles would be unconscionable. Chapter 5: Summary Exercises

1. As a social work student, you sometimes experience feelings of substantial distress and pressure when faced with numerous demands and challenges of life and school. You and your fellow students may occasionally be tempted to cheat in some fashion, perhaps by plagiarizing a paper, taking a ? cheat sheet? to an exam, collaborating with a colleague when you should be working alone, or lying to a professor to obtain a due- date exten-sion. You are not alone in dealing with such temptations. In recent years as many as 70? 86 percent of college students have cheated in college. The extent of college cheating has increased dramatically over the past several decades. In 1940, the percentage was in the range of 20? 23 percent ( Callahan, 2004; Simkin & McLeod, 2010). Assume that you are a student in a social work course. One of your classmates? a popular person in the program and one of your friends? purchased an essay from one of the Internet firms that sells college papers on various topics. With a sense of pride, she casually tells you that the paper cost only $ 50 and that when she submitted it for her social work course, the professor gave it an ? A+? grade. Use a word- processing program to ( a) list the specific ethical principles from the NASW Code of Ethics, your college or university?s Code of Academic Conduct, and those legal duties that you believe ap-ply to the case; ( b) if a conflict between two or more legal or ethical obligations exist, develop a case- specific values hierarchy to help you analyze and resolve the ethical di-lemma; ( c) describe the actions you would probably take as a social work student in this ?situation; and ( d) provide a brief rationale to support those actions. Save the document as ? Summary Ex 5- 1? and deposit it in your Social Work Skills Learning Portfolio.
2. Assume that you are providing social work services to Jeanne, a 35- year- old woman who has just been diagnosed with HIV. You also know that her longtime male partner some-times physically and emotionally abuses her. Jeanne informs you that her partner does not have HIV and does not know that she now has the virus. Using a word- processing program, prepare brief responses to the following: ( a) List the specific ethical principles from the NASW Code of Ethics and identify those legal duties that you believe apply to the case; ( b) if a conflict between two or more legal or ethical obligations exists, develop a case- specific values hierarchy to help you analyze and resolve the dilemma; ( c) describe the actions you would probably take as a social worker in this situation; and ( d) provide a brief rationale to support those actions. Save the document as ? Summary Ex 5- 2? and deposit it in your Social Work Skills Learning Portfolio.


3. Assume that you lead a social work group for people affected by substance misuse. Prior to and again at the first meeting, you indicated that as group members worked together to pursue their individual goals, personal information would probably be shared. You asked that each group member keep confidential whatever is said in the group. Each par-ticipant committed to do so and signed a confidentiality agreement. A few weeks later, you learn that one of the group members repeated something that was said in the group and, as a result, another group member was fired from his job. Use a word- processing program to ( a) list the specific ethical principles from the NASW Code of Ethics and identify those legal duties that you believe apply to the case; ( b) if a conflict between two or more legal or ethical obligations exists, develop a case- specific values ?hierarchy to help you analyze and resolve the ethical dilemma; ( c) describe the actions you would probably take as a social worker in this situation; and ( d) provide a brief rationale to support those actions. Save the document as ? Summary Ex 5- 3? and deposit it in your Social Work Skills Learning Portfolio.

4. Assume that you serve as a social worker in an agency that provides counseling and other services to low- income families and children. Over the course of the last several weeks, you have been visiting a family of six: a heterosexual couple and their four children. The B. family has numerous needs but, together, you decided to work toward the goal of find-ing better paying and more stable employment. In the first meeting, you learned that Mr. and Mrs. B. are members of a religious organization that prohibits the use of medicines, surgical procedures, and forms of mod-ern medical care. As you chatted with 8- year- old Ruth during a recent visit, you noticed a tumor on her abdomen. You mentioned it to Mrs. B. who said that the entire family and other members of their religious group were praying daily for Ruth?s health. She expected their prayers would shortly be answered. When you next visited the family about a week later, you observed that the tumor was much larger and appeared darker in color. Use word- processing software to ( a) list the specific ethical principles from the NASW Code of Ethics and identify those legal duties that you believe apply to the case; ( b) if a conflict between two or more legal or ethical obligations exists, develop a case- specific values hierarchy to help you analyze and resolve the ethical dilemma; ( c) describe the actions you would probably take as a social worker in this situation; and ( d) provide a brief rationale to support those actions. Save the document as ? Summary Ex 5- 4? and deposit it in your Social Work Skills Learning Portfolio.

5. As a social worker in the oncology unit of the general hospital, you frequently work with clients who are dying. An intelligent, articulate 88- year- old woman, Ms. T., who has suf-fered from intense pain for several months, informs you that she has hoarded powerful analgesic medicines and intends to take her life during the night. She says that she wants to say goodbye to you and to thank you for all your help during this time. However, she asks that you please refrain from interfering with her plans. Use word- processing software to ( a) list the specific ethical principles from the NASW Code of Ethics and identify those legal duties that you believe apply to the case; ( b) if a conflict between two or more legal or ethical obligations exists, develop a case- specific values hierarchy to help you analyze and resolve the ethical dilemma; ( c) describe the actions you would probably take as a social worker in this situation; and ( d) provide a brief rationale to support those actions. Save the document as ? Summary Ex 5- 5? and deposit it in your Social Work Skills Learning Portfolio.
6. Assume that you have been providing social work services to a married couple that has indicated a desire to improve the quality of their relationship. You and the clients have agreed that direct, open, and honest communication is a relationship goal. Each has also expressed that sexual fidelity is an important dimension of their marriage. Between the fifth and sixth meetings, you receive a telephone call from one of the partners who says, ? I think it would help you to know that I am involved romantically with another person. My spouse does not know and I know that you will not reveal this information because of your legal obligation to maintain confidentiality. I want you to know about this other relationship because I think it will help you to help us. I have come to respect your ex-pertise. You are doing a wonderful job. Thank you.? Use a word- processing program to ( a) list the specific ethical principles from the NASW Code of Ethics and identify those legal duties that you believe apply to the case; ( b) if a conflict between two or more legal or ethical obligations exists, develop a case- specific values hierarchy to help you analyze and resolve the ethical dilemma; ( c) describe the actions you would probably take as a social worker in this situation; and ( d) provide a brief rationale to support those ac-tions. Save the document as ? Summary Ex 5- 6? and deposit it in your Social Work Skills Learning Portfolio.
7. Please reflect on the content contained in this chapter and the exercises you completed. Based on your reflections, word- process a succinct one- to- two page essay titled ? Chal-lenges in Ethical Decision Making.? Within the essay, discuss the personal and emo-tional, the intellectual and professional, and the social and cultural challenges associated with ethical decision making. When you have finished, include the report in your Social Work Skills Learning Portfolio.

Assign Writer?s Course: Marketing Strategy
Case: SADFCO from Harvard
Case Guild line:
Preparation for SADAFCO Case
Written Assignment Due: Saturday, September 22, 2012
Objective for this case is to develop a marketing strategy using concepts from earlier in the class:

? Consider the development of the product category
? Examine competitive strengths and weaknesses relative to SADAFCO?s capabilities
? Understand the context of the market and the cultural challenges


Written Assignment: Please answer the following two questions:

1. What are the Strengths and Weaknesses of SADAFCO?

2. At what stage of development is the Saudi Arabian ice cream market? How will the entry of the multinationals influence the development of the market?

Note: Focus on the ice cream business. Skim through the ?Milk, Hummus and Tomato? sections but do not include them in your analysis. Do not consider their export sales.
You may use bullet points as part of the text. Use the facts of the case to support your analysis and opinion. Do not restate facts of the case unless they are tied to your argument.

Cultural Assessment

The purpose of this assignment is to give you the opportunity to analyze the effects of culture on health care. You are to use a community (Red Hook Brooklyn, NY 11231) and select a cultural group (African American).

Describe using demographic data (local, state or federal) the group you have chosen to study. Describe disease incidence and prevalence rates in this population. Identify factors, which place this group at risk for specific disease. Describe family patterns, cultural, religious, nutritional, etc practices, Examine health care beliefs, values and traditions within that culture. Note the following guidelines for specific assessment requirements. Discuss how these traditions influence health care decisions and how health care providers working with this group can gain cultural competence.

Guidelines

Your paper should address the following five points. This assignment should be submitted with abstract, references, and appendices included separately.

Description of Target Population. Include demographic and census data, ethnic and cultural health practices, religious belief systems, language, nutrition, literacy, education, etc. (15 points)

Description and Analysis of Health Beliefs. Interpret health beliefs of the target population in relation to both health and illness. (15 points)

Description of Illness Needs. Use epidemiologic data to support this section. (15 points)

Management of Health and Illness Needs. How does the target population manage health and illness needs? How does this group interact with members of the mainstream healthcare delivery system? How does this group access services to manage health and illness needs? Does this population utilize cultural/traditional health practices and providers? Describe. (20 points)

Summary and Analysis. This section should include a description of the dominant health care culture and areas of conflict between the cultural group and the health care system. Given this analysis, clearly state the implications for nurses and the health care delivery system. (20 points)

Format of presentation including APA, abstract, references & appendices (15 points)

The following outline from Spector, R.E. (2000) can serve as a guide for the collection of data:

Demographic Data

Total population size in relation to town/community
Breakdown of areas- residential concentration
Breakdown by age, sex, education, occupation, income
Nations of origin of residents

Traditional Health Beliefs

Definition of health and illness
Overall health status

Causes of Illness

Poor eating habits
Wrong food combinations
Virus, bacteria or other organisms
Punishment from God
Evil eye, hexes, spells or envy
Witchcraft
Environmental changes
Exposure to drafts
Over or under worked
Grief or loss

Additional Considerations

Methods of maintaining, protecting or restoring health
Patterns and use of MD and other health care resources
What kind of providers do they use/avoid and why?
Use of traditional healers
Child bearing and child rearing beliefs and practices
Rituals and beliefs surrounding death and dying

Cultural Diversity Reflection Paper: First, interview a person (18-21 years of age, male or female) from an ethnic group you need to learn more about ( I chose African Americans). The interview must focus on the persons schooling/education experiences. [Note: You do NOT have to actually conduct the interviewjust make it up Be creative in answering the interview questions yourself as if you were the African American interviewee (I have developed questions, but feel free to add or omit- any questions that you think would enrich the quality of the paper. Remember questions should focus on schooling/education). Try to be as specific as possible. Of course, if you have someone you can interview that would be even better. You will use the interview answers for this next partthe 15 page paper. So, I dont want you to fill in answers to my interview protocol, but you are to integrate the important/necessary questions/answers into a 15 page paper.] This, then, is YOUR task: You will write a paper narrating your interviewees experiences, connecting what you learned to theory and research of cultural diversity (I will e-mail you some concepts/theories to choose frommake connections to a few of the theories), and applying what you have drawn from the interview to your future practice as a teacher (High School English teacher in upstate New York). Make sure you thoroughly address all of the 4 required components in the paper.
This 15 page paper will have four required components:
1. Describe and summarize your interviewees responses using a narrative style. This means that you will tell your interviewees story in third person singular. Use quotations whenever you think that it is appropriate. Remember that what we want to know about is your interviewees perspective on aspects of schooling, education, and communication. This part of the paper should show a detailed insiders perspective on the experiences of the interviewee. It should be evident that the interview questions and the process were guided by a solid understanding of research and theory about diverse students.
2. In another part of the paper I want you to write about your personal reactions to the experiences of conducting this interview. Sometimes the interviewer has strong emotional reactions; sometimes they experience cognitive shifts. Please tell me in detail how you found this experience and why. Link your discussion here to some of the readings (I will e-mail you the private website in which the readings are found). For example, as a white person (note: I am a white 27 year old female) how do the theories of white privilege and white racial development relate to your experiences?
3. In another part of the paper make connections between the narrative you have written and any theories/research that pertain to your interviewees experiences (again, I will provide a list of theories/research. In this section of the paper, show your thorough knowledge of AT LEAST ONE of the major topics in cultural diversity (from the list of theories/research I will provide you with--I would recommend discussing about 3 theories/concepts here. The 4-5 sources I requested in the order form for you to use is not set in stone-this all depends on how many theories you use in the paper). You should use those theories and research to analyze deeply the experiences of your interviewee.
4. Finally, discuss how your experience of meeting and listening to your interviewee might play a role in your future career as a teacher (High School English). You should create AT LEAST THREE detailed recommendations for actions, practices, or curriculum. Again, support these ideas with details from your interview and from the readings. Your discussion should demonstrate a strong command of the readings, topics, theories.

E-mail me with any questions: [email protected]

Possible questions to address in the paper (interview protocol). [Some of these may be redundant.] Again, feel free to add answers to your own questions in the paper and/or omit/change any of the following: (you will not need to talk about all of these in the paper, use the questions you can work in th paper-maybe about 15 questions or less. The questions you use will prob. also depend on the theories you incorporate in the paper).

Tell me about your family.
What are some things you have learned from your family?
What level of education do your parents/guardians have? What were your parents expectations regarding your education? Did you share these expectations?
What can prevent students from doing well in school?
Are there any people who have an advantage when it comes to doing well in school? If yes, who are they? Why do they have an advantage?
What is the best way of getting ahead in American society? Are there any people who have a better opportunity to get ahead today than in the past? If yes, Who? What makes you think so-what gave you this impression? Which people have the worst chance of getting ahead and why?Do you think that people of all races have an equal chance to do well in school? Why? Why not?
Would you say that Black males and Black females are given an equal chance to do well in school? Why? Why not?
Would you say that the amount of money in somebodys family affects how well they will do in school?
Describe a typical day for you when you were in elementary, middle, high school.
Tell me about your childhood neighborhood.
In High School, were you encouraged to integrate African American historical and cultural themes into your academic work (research papers, book reports, etc.)? In school, describe your relationships with your white classmates. Your relationship with other ethnic groups in school? Describe the nature of teacher-student interaction in your school. How do these interactions differ based on students ethnicity/culture? Describe your relationships with your teachers in primary and secondary school.
What do you think are the differences between your experiences in school and the experiences of white students? Describe your ideal learning environment. The learning environment you find most beneficial for your needs. Tell me about an instance in which you felt a teachers desire to understand African American culture.
Have you experienced discrimination -directly or indirectly-? How?
What kind of student would you say you were? What challenges did you face in school?
Do you feel you encountered prejudice in school? Who/What was the source?
What were some extracurricular activities you engaged in while still a student?
Did you have any work experience while in school? Was this a valuable experience? Why or why not? How were you treated by employers, fellow employees, and customers? Did the way you talk at home and with friends differ from the way you talked in school?
Describe your comfort level when volunteering information or asking questions?
Tell me about your favorite subject when you were in school.
Tell me about a teacher who had an impact on you. Describe the clicks that existed in your school.
What were some of the responsibilities you had in your household?

There are faxes for this order.

Cultural forms of expression have been used in social science debates. W.E.B. DuBois wrote about the slave songs, Angela Davis wrote about the blues and Daryl Michael Scott has shown how mid-century novels by Richard Wright and Ralph Ellison influenced social scientist in their thinking about the damage thesis.

Using Daryl Michael Scott's book, CONTEMPT AND PITY: SOCIAL POLICY AND THE IMAGE OF THE DAMAGED BLACK PSYCHE, 1880-1996, Angela Davis' book, BLUES LEGACIES AND BLACK FEMINISM (Vintage, 1999) and W.E.B. Dubois' book, WRITINGS, write an essay about the ways works that emerge out of the realm of culture such as music, songs, literature etc. have been used to create knowledge about the politics and the sociology of African American life.

In the paper, discuss how slave songs influenced social scientist in their thinking about the damage thesis and how slave songs have been used to create knowledge about the politics and the sociology of African American life. It is absolutely mandatory that you use W.E.B.DuBois' thoughts about slave songs in his book WRITINGS to explain how slave songs influenced social scientist in their thinking about the damage thesis and how these slave songs have been used to create knowledge about the politics and the sociology of African American life. You should use one other source to explain how slave songs influenced social scientist in their thinking about the damage thesis and how slave songs have been used to create knowledge about the politics and the sociology of African American life.

In the paper, discuss how the blues influenced social scientist in their thinking about the damage thesis and how the blues have been used to create knowledge about the politics and the sociology of African American life. It is absolutely mandatory that Angela Davis' writings about the blues in her book BLUES LEGACIES AND BLACK FEMINISM
is used to explain how the blues influenced social scientist in their thinking about the damage thesis and how the blues have been used to create knowledge about the politics and the sociology of African American life. You should use one other source to explain how the blues influenced social scientist in their thinking about the damage thesis and how the blues have been used to create knowledge about the politics and the sociology of African American life.

In the paper, discuss how literature written by African American authors influenced social scientist in their thinking about the damage thesis and how this literature have been used to create knowledge about the politics and the sociology of African American life. It is absolutely mandatory that Daryl Michael Scott's discussion in his book , CONTEMPT AND PITY: SOCIAL POLICY AND THE IMAGE OF THE DAMAGED BLACK PSYCHE, 1880-1996 of how mid-century novels by Richard Wright and Ralph Ellison is used to explain how literature written by African American influenced social scientist in their thinking about the damage thesis and how this literature have been used to create knowledge about the politics and the sociology of African American life. You should use one other source to explain how literature written by African American authors influenced social scientist in their thinking about the damage thesis and how this literature have been used to create knowledge about the politics and the sociology of African American life.

I expect you to draw on historical data and documentary evidence from Daryl Michael Scott's book, CONTEMPT AND PITY: SOCIAL POLICY AND THE IMAGE OF THE DAMAGED BLACK PSYCHE, 1880-1996; Angela Davis' book, BLUES LEGACIES AND BLACK FEMINISM (Vintage, 1999) and W.E.B. Dubois' book, WRITINGS.

This essay is to be primarily analytical. In other words, I want you to establish facts, draw connections, and dwell on the significance of the ways works that emerge out of the realm of culture such as music, songs, literature etc have been used to create knowledge about the politics and the sociology of African American life.

Just to be extremely clear the following books are absolutely mandatory:
1. W.E.B. Dubois, WRITINGS (Library of America)
2. Angela Davis, BLUES LEGACIES AND BLACK FEMINISM (Vintage 1999)
3. Daryl Michael Scott, CONTEMPT AND PITY: SOCIAL POLICY AND THE IMAGE OF THE DAMAGED BLACK PSYCHE, 1880-1996 (University of North Carolina)

Cultural Diversity in Early Childhood Education

The San Joaquin Valley is made up of a diverse population. Why is it important to create a diverse curriculum to meet the needs of culture, gender, socio-economics and family structures of children?

Response should be a minimum of 2 pages.
Feel free to right casually and use the word(s) I, I would,I plan to in your response.
Include at least 4 references to support your opinion.
References should be cited in APA format in the body of your work and in the bibliography.

Challenges- DOMESTIC ABUSE/TEEN VIOLENCE

Counseling or other human services professionals who have developed international commitments often focus on rectifying human rights violations, social problems, or mental health or welfare needs. In this international sphere, there is a great need for social change agents, leaders, and advocates on behalf of human rights as well as other issues affecting international societies and the counseling and other human services professions themselves.

To prepare for this assignment:
Counselor education and supervision students should:
o Review the articles "Training International Social Change Agents: Transcending a U.S. Counseling Paradigm" and "CACREP Creates International Registry." Think about how the counseling profession is influenced globally.
o Choose an article to review in the journal Applied Psychology: An International Review, 56(1) that discusses the counseling profession as it exists and functions internationally. Consider the challenges and issues the article presents.
Human services students should:
o Review the articles, Innovative Human Service Lessons for??"and Learned From??"South Africa, Making Humanitarian Relief Networks More Effective: Operational Coordination, Trust, and Sense Making, and Dilemmas of International Social Work: Paradoxical Processes in Indigenization, Universalism and Imperialism. Think about the challenges of global human service work and the benefits of collaboration with cultural brokers in achieving service provision goals.
All students should:
o Review local newspapers and online news resources. Consider challenges and issues that international societies face, including but not limited to social justice challenges and issues.
o Review this weeks video program, "Profession-Related Change Application ??" National and International," and focus on the internationalization of the counseling profession.
o Select one international challenge/issue related to international societies (or to a specific international society) and one related to counseling or another human services profession as it exists and functions internationally to use for this Discussion.
o Think about what difference it would make if each of the challenges/issues you selected was resolved or improved.
With these thoughts in mind:

Write a brief description of each of the international challenges/issues you selected: one related to international societies and one related to the counseling or other human services profession as it exists and functions internationally. Briefly explain what difference it would make if each was resolved or improved. Be specific and provide examples to illustrate your points.

Be sure to support your postings and responses with specific references

There are faxes for this order.

Customer is requesting that (jonsmom2) completes this order.

Cultural Observation Project 1 (outline)

Name:
Location of Observation:
Date:


Paper One Outline:
1. Write at least two full pages of an observation response as to what you saw from your first field assignment experience. Use the first field assignment suggestions as some suggestive points to this response. This is more of an analytical ?objective? observation (from the head).
2. Write at least two full pages of your personal response as to what you observed. Please be specific. This is more of an emotional ?subjective? response (from the heart).

SETTINGS:?Arial font, 12 point font, double space, 1? margins.


Basic Requirements:
? Include a rationale of 50 words or more as to how your choice meets the criteria of a secular well-attended local teenage (ages 12?18) ?hot spot.?
? Trip to the ?Public Arena? of a well-attended student-populated location.
? At least 75 minutes in length of focused observation.
? Wherever/whatever location you choose, it must be one that is well attended and ?secular? in nature. (The intention of the assignment is for you, the student, to see the masses of teenagers and the lostness of their culture. Let us step outside of our Christian bubbles!)
? This may be done alone or with a small group of like-minded participants.
? A completed four pages (or longer) paper.

Some Examples:
1. A local Middle School or High School well attended sporting event or school event.
2. A local shopping mall or largely populated store.
3. A fair, amusement park, or another entertainment function.
NOTE: You must confirm your choice of the assignment location and provide a rationale of the site in Module/Week 2 and Module/Week 6, in the Assignment link in Blackboard.

Trip 1: (Purpose = Observation (2pages), Response (2pages))
Before you engage in the observation, do the following in a quiet moment:
1. Before you enter the chosen place of assignment, read and meditate on Matthew 9:35-38.
2. Pray that God?s Spirit will begin to help you see people as Christ sees these people.
3. Be careful to observe the students and the outline given.

During the First Field Assignment: (BIG PICTURE OBSERVATION)
1. Get relaxed and blend in. Please become comfortable and be natural.
2. Then simply in a natural way, begin observing the students.
3. Look for the various characteristics of the students.
4. Look for the various types of ?groups? of students.
5. Look for the various activities and behavior of the students.


Cultural Observation Project 1



Name:
Location of Observation:
Date:

Youth 201-Section #Observation: (at least two full pages)

Response: (at least two full pages)

Cultural Assessment Presentation

The purpose of this assignment is to give you the opportunity to analyze the effects of culture on health care through a power point presentation or a research paper. You are to use a community of your choice and select a cultural group other than your own. If you are using the Trenton area please select either the African American or Hispanic groups because of the high proportion of residents belonging to these two groups.

Describe using demographic data (local, state or federal) the group you have chosen to study. Describe disease incidence and prevalence rates in this population. Identify factors, which place this group at risk for specific disease. Describe family patterns, cultural, religious, nutritional, etc practices, Examine health care beliefs, values and traditions within that culture. Note the following guidelines for specific assessment requirements. Discuss how these traditions influence health care decisions and how health care providers working with this group can gain cultural competence.

Presentation Guidelines

Your presentation should address the following five points. This assignment should be submitted as a power point presentation with abstract, references, and appendices included separately.

Description of Target Population. Include demographic and census data, ethnic and cultural health practices, religious belief systems, language, nutrition, literacy, education, etc.

Description and Analysis of Health Beliefs. Interpret health beliefs of the target population in relation to both health and illness.

Description of Illness Needs. Use epidemiologic data to support this section.

Management of Health and Illness Needs. How does the target population manage health and illness needs? How does this group interact with members of the mainstream healthcare delivery system? How does this group access services to manage health and illness needs? Does this population utilize cultural/traditional health practices and providers? Describe.

Summary and Analysis. This section should include a description of the dominant health care culture and areas of conflict between the cultural group and the health care system. Given this analysis, clearly state the implications for nurses and the health care delivery system.

The following outline from Spector, R.E. (2000) can serve as a guide for the collection of data:

Demographic Data

Total population size in relation to town/community
Breakdown of areas- residential concentration
Breakdown by age, sex, education, occupation, income
Nations of origin of residents
Traditional Health Beliefs

Definition of health and illness
Overall health status
Causes of Illness

Poor eating habits
Wrong food combinations
Virus, bacteria or other organisms
Punishment from God
Evil eye, hexes, spells or envy
Witchcraft
Environmental changes
Exposure to drafts
Over or under worked
Grief or loss
Additional Considerations

Methods of maintaining, protecting or restoring health
Patterns and use of MD and other health care resources
What kind of providers do they use/avoid and why?
Use of traditional healers
Child bearing and child rearing beliefs and practices
Rituals and beliefs surrounding death and dying

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Challenges
You have been reading about change, leadership, and advocacy theories and processes and how they might be used, theoretically. In the upcoming weeks of the course you apply these theories and processes to real societal and profession-related issues and problems, starting in this week with disadvantaged populations. As you complete this assignment, think about how what you are learning can empower you as you elevate your role as a social change agent, leader, and advocate. Also consider how you might bring the information and skills related to the theories and processes to your students and supervisees and why it is important and even incumbent on you to do so. Most counselors and other human services professionals can sink their teeth into the topic of disadvantaged populations since most came into their respective professions to make a difference with such populations. Now, however, you are asked to think in terms of something beyond helping individuals or groups in daily work. You are asked to expand your thinking and the thinking of your students or colleagues to making a difference for disadvantaged populations at a higher, even societal, level.
To prepare for this assignment:
Review your Discussion assignment from this week. Reflect on the disadvantaged population/group you selected.
Consider what counselor educators should keep in mind when preparing counselors to address discrimination.
Review the articles A Pragmatic View of Social Justice Advocacy: Infusing Microlevel Social Justice Advocacy Strategies Into Counseling Practices, Preventing Violence in Low-Income Communities: Facilitating Residents Ability to Intervene in Neighborhood Problems, and Bringing Advocacy Counseling to Life: The History, Issues, and Human Dramas of Social Justice Work in Counseling. Reflect on the advocacy role of counselor educators and supervisors and other human services professionals working with disadvantaged groups.
Think about how you might apply change, leadership, and advocacy theories and processes to address one of the challenges you identified for the population you selected.
Consider the importance of developing students, researchers, administrators, and supervisees as social change agents, leaders, and advocates.
The assignment (2??"3 pages):
Briefly describe the disadvantaged population you selected for the Discussion.
Briefly describe one of the challenges you selected for the Discussion.
Explain how you could apply change, leadership, and/or advocacy theories and processes to address the challenge. Be specific and provide examples to illustrate your points.
Explain the importance of developing students, supervisees, researchers, and administrators as social change agents, leaders, and advocates.
Support your Assignment, citing all resources in APA style.


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