The Structure of Police Department Research Paper

The Structure of Police Department - Research Paper Example Police structure that follow ranking motive officers to work especially when there are promotion opportunities (Das, D 2012 Introduction The body empowered by the state to ensure property protection, law enforcement and reduce civic disorder is the police. Police force is also known either of the following names police department, crime prevention, law enforcement agency, gendarmerie and constabulary. Police is an crucial part in part in ensuring law enforcement. The body is empowered by the state to ensure property protection, law enforcement and reduce civic disorder is the police. Although Police departments have a formal structure, they apply an informal decision making way. These formal police departments which are used as formal law enforcement agencies corresponds military systems know as military model of policing. They are several types of structures used in formulating police departments; vertical, horizontal, team and matrix structures (Samaha, 2005). Vertical structure is the most commonly used in police structure. These departments are strictly formed using tenets of classical systems. In this structure, specialized divisions work independently and form other divisions. Command and control runs through the divisions’ chains of command and communications in general follow this command chains. Departments that are organized vertically are less flexible and tend to innovate in minimal degree (Gaines et al, 2011). The second structure matrix is one that separate procedures and operations are geographically decentralized. It is mostly used by large departments, those with various patrol districts where detectives report to as opposed to going to the central detective commander. It is often used in highway patrol and state agencies. Furthermore, it is usually driven by workload and geographical area. However, it a costly type of structure as compared to the rest. Consequently, use of matrix type of units and organization allows for flexibility in the police departments. It has a significant contribution to solving problems as it allows police departments to gather a mixture of resource to tackle a problem. It is advisable for police executives to consider matrix structure when faced with problems. Giving problems purely to one unit often limit the range of alternatives solutions and option that can be deployed. (Gaines et al, 2011). However, sometimes matrix structure is difficult to coordinate as the outcome involves mixed units or agencies. Third, there is horizontal structure, in this structure actions are formed around core processes and vertical hierarchy and boundaries of departments are eliminated. Usually appropriate in large police agencies for instance where several districts are organized in a department, and a commander is in control (Daft, 2008). In this, each district operates as a mini police department. More authority in this structure is delegated to commanders of districts while vertical level is reduced. M oreover, horizontal structure reduces bureaucratically and hierarchy difficulties procedures that are associated with increased rank levels. Lastly, team structure uses temporary and permanent team to deliver services and figure out problems. The best illustration of team structure is the way in which community policing is carried out in many jurisdictions. Team structure is significant as it focuses on group level activities and not the structure of command.

Phase 2 Discussion Board 2 Essay Example | Topics and Well Written Essays - 1500 words

Phase 2 Discussion Board 2 - Essay Example Nevertheless, we must start thinking proactively so we can identify and fix the weak systems that are occasioning the problems we are going through. Ideally, our partner could not have been involved in breach of good conduct if we had earlier taken proactive measures by, for example, formulating a tough code of conduct framework to guide our officers when discharging their duties (Hastie, 2010). Apparently, I would like to encourage the members of this committee to adopt a proactive thinking as opposed to reactive thinking. This is primarily because of the shortcomings we are likely to experience if we continue with the reactive approach. For example, you should realize that a reactive thinker will use the company’s resources to solve the immediate problems and then hope that the problem has been done away with. In some situations, a reactive thinker will tend to imagine that a problem has become less significant only to be surprised when it recurs in future with serious conse quences. On the other hand, proactive thinking involves conceiving problems as systems, which is a dynamic approach that puts into account the interaction of both human and non-human elements. For example, an introduction of compulsory integrity course in our organization will go a long way in preventing problems that have a far reaching repercussions from occurring in the future (Hastie, 2010). Defining critical steps in the decision-making process. In regards to decision making in our organization, we can apply rational model (Towler, 2010), which involves six critical steps including problem identification, generation of alternatives, evaluation of alternatives, choosing of an alternative, implementation of the decision, and evaluation of decision’s effectiveness. We should, therefore, start by pointing out the problem we are undergoing. Our problem was perpetrated by one of our partners who disregarded his contractual obligation by failing to advise the contracting team t o carry out a very crucial market research analysis on behalf of one of our long-standing clients. If we fail to take an action to address this issue, we are likely to experience dire repercussions including possible litigations for breach of contract, loss of reputation of our company as well as the loss of our esteemed and royal customers. Ideally, it is recommendable that all the stakeholders take part in scanning both the internal and the external environment with the aim of identifying problems so that next time actions can be taken proactively and on a timely basis (Hastie, 2010). Once the problem has been identified, generation of alternatives should follow. Before generating these alternatives, we should specify the goals that we want to achieve. For instance, we intend to increase the integrity level in our company so we can avoid the consequences that comes with dishonesty and lack of fulfillment of our contractual obligations. We also intend to address the mistake that ou r partner did, so our reputation is not tainted. Having identified the goals, it will be easier for us to identify the alternative, however, enough evidence must be gathered regarding each alternative. In addition, the repercussions of taking each alternative should be analyzed (Hastie, 2010). When it comes to the stage of evaluating the alternatives, we must ask ourselves questions

The Importance Of Employees In An Organization Marketing Essay

The Importance Of Employees In An Organization Marketing Essay The article focuses on the importance of employees in an organization. The categorization of employees as the most valuable asset of an organization has been proclaimed by many marketing, human resource and other business experts. However, it is just a claim and no concrete measures are taken to harvest this invaluable asset. Companies focus on the four Ps of marketing strategy, rather than the role of employees in delivering customer satisfaction. This article advocates the concept of the fifth P, which is not packaging or public relations but rather people-power. The article focuses on the importance of an organizations workforce in marketing strategy. The author touches on general marketing concepts covered by great authors such as Kotler and Levitt and builds upon them with relation to the human resources of an organization. In the academic context, the article is a practical approach to internal marketing and covers the concept of including the 5th P in the marketing mix. From an industrial context, the theoretical concepts covered stress the implementation of these concepts in the industry. The author reiterates the importance of refraining from platitudes and instilling the value of employees with regards to customer service at all levels of the organization. From a scholarly point of view, the article builds on attempts to include people power by authors such as Parkinson (1988), Gross et al. (1993), Rafiq and Ahmed (2000) and Judd himself in 1987 and 2001. The difference between this article and others is that it focuses on people powe r as an integral part of the marketing mix over all sectors in an economy whereas other articles focused on its role in specific industries or the importance of employees in internal marketing. An organization needs customers to survive and be profitable and customers are looking for value. Marketing persuades the customer that value is to be found in a specific organizations product or service thus an organization has two main marketing objectives which are to satisfy customers and to provide customers with a differentiated product that holds value for them. An introduction of marketing mix in the article explains that it is the combination of price, promotion, placement and most importantly product that an organization develops to attract and satisfy customers. The marketing mix elements must provide an offering that holds value for customers and substantially differentiates the offering from competitors. According to Levitt (1986), marketing is basically about getting the customer and this customer orientation defines all aspects of marketing strategy. The article bases its argument for the 5th P firstly on this concept of customer orientation which is the cornerstone of marketing principles. The second concept is the role of employees in differentiating and delivering value. Kotler (2000) mentions employees as a differentiating element for organizations. According to him, an organization consisting of qualified, courteous and helpful staff is automatically differentiated from a competitor who does not have a customer-oriented staff. According to the author, most business authors mention the employees as the most important asset of an organization (Freeman, 1993; Shoniwa and Gilmore, 1996; Peak, 1997; Business Week, 2000). This assertion by various authors has not had any real impact on the way organizations consider their human resources Although motivational theories have changes from a more scientific to humanistic approach and managers of every organization claim in their annual reports that their employees are the driving force, or they are invaluable but implementation of these assertions in strategies and organizational behavior has been lacking. Thus the central idea of the article is that the main aims of marketing which are delivering value to customers through differentiation and achieving customer satisfaction are attainable through the organizations employees. The organization cannot be fully customer oriented until its employees are focused on creating and delivering value to the customers. Employees at all levels of the organization should be committed to the customer and that is the only way an organization can be fully customer oriented. Accordingly, it is vital that employees be included in the marketing strategy as the fifth P. The author proposes that people-power be included in the marketing mix as employees are as important in differentiating and delivering value to the customer as price, product, placement and promotion. In explaining this orientation towards people-power, the article explores the marketing ideas of differentiation and the marketing mix which are the basis of marketing strategy. An organization can differentiate its product offering through product, design, style, name, logo, packaging, features, store location, availability, branding, goodwill and personal touch (Chamberlin, 1965). But the core concept is perceived differentiation in the mind of the customer, thus differentiation is only effective if it is perceived by the customer to add value to the product (Kotler 1986). Thus, on this basis of differentiation the organization can attract customers and satisfy them. The marketing mix denotes elements of marketing strategy and product development that can be modified by the organization. These elements represent the augmented product or service offering to the customer and can be differentiated to suit the customers needs. Price, place, promotion and product are widely accepted as the four Ps (McCarthy, 1960). However Kotler (1986) the marketing Guru, suggested that public relations should be a part of the marketing mix as did Mindak and Fine (1981). Political power has also been suggested as a marketing mix variable (Kotler, 1986) whereas Wind (1986) asserted there were 11 Ps in the marketing mix. However, recently the concept of relationship marketing has been pushed forward as a replacement for the marketing mix (Groà ¶nroos, 1994). Although, relationship marketing has gained prominence it does not compromise the significance of the marketing mix; according to the author. In fact, it is another concept of marketing that requires the harvestin g of human resource to develop relationships and thus deliver value to the customer. The inclusion of people-power was first discussed by the author in previous articles with regards to field sales in B2B marketing (Judd, 1986) and with regards to non-profit organizations (Judd, 2001). With reference to industrial and manufacturing concerns it was included in the marketing mix by Gross et al. (1993) and to small businesses by Parkinson (1988). Although, it has been discussed by many other scholars (Christopher et al., 1993; Harris, 1999), recently people power has ignited more interest with regards to organizations across all sectors of the economy. The strengths of the article are that it clearly states the concepts of marketing and its aim to introduce people-power in the marketing. It clearly refers to many previous articles and books about marketing and makes an informed leap into the stretching of the marketing mix. The conclusions derived in the article, are easy for the reader and the student to grasp as there is a logical progression from one concept to another. The concept of employees as a major force that determines the success and failure of an organization is not a new one, however mostly it is just a statement with no real actions by marketers or managers to instill it in their strategies; this article correctly identifies and criticizes this and provides a real workable path to employee involvement in creating value for the customer. It does not focus on the customer relations employees or the board of directors; rather it covers all employees that work in an organization whether or not they directly or indirectly influence the marketing strategy. The author believes that every employee influences the customer through his performance whether directly or indirectly. The main weakness of the article is that though it advocates the importance of employees in a marketing concept; he does not put forth details about how different employees can affect the organization. The author does not use any primary research. The author states many sources but only focus on major concepts from Levitt (1969). The article does not bring any major new conclusions to the marketing world except for the employee matrix and how different employee roles should change due to the induction of people power. The research methodology the article follows is usage of secondary research. A wide variety of sources and references have been incorporated from the books and journals. The author covers different perspectives of the marketing mix and differentiation. He considers different views of employees. In detail, he discusses Levitts theories and Rafiq and Ahmeds summary on internal marketing. The author has not conducted surveys and studies himself although he has build upon concepts and ideas from his older articles in 1987 and 2001; both dealt with people power in specific types of organizations. The author has chosen to specific examples in his article for the implementation of people power in the marketing mix. One is an industrial setting and the other a non-profit organization. In each organization there are different levels of contact with the customers and different levels of involvement with the design and execution of the marketing mix. The most involved in both areas are the contactors which would include marketing management, sales people, customer service, design engineers and so on. Influencers are involved in the marketing mix but have little chance of customer interaction; they include RD, senior management and process engineers. Modifiers have high customer contact but no involvement in the marketing mix and include receptionists, credit and billing departments. Isolateds are not involved in either of the two areas and examples include Human resources, accounts payable and personnel department. In a nonprofit organization the situation is slightly different as most employees are customer oriented and involved in the marketing mix. Volunteers in a nonprofit organization make up a major part of the people and are an integral part of the organization. Thus the major finding of the article is that as people power becomes the 5th P; the management needs to develop a strategy for the contactors, modifiers, influencers and most importantly the isolateds. The strategy of managing people in the organization to develop a customer oriented approach is found in many articles about internal marketing. Piercy (1995) states that views of performance diverge amongst internal and external markets and employees may perceive service to be high quality but customers may be of a differing opinion thus even employees not in contact with the customer should be aware of the customers needs and priorities and an analysis of divergence between external and internal market should be carried out. Internal barriers may be recognized and should be the basis of the internal marketing strategy and thus the gap between the external and internal market should be closed. Rashid and Ahmed (2000) in their article focus on the three step implementation of internal marketing. Firstly employees should be treated as customers and thus the second step involves marketing techniques to be used to move the employees to a more customer oriented approach. Thirdly, strategi es should be developed create awareness about the employees role in the organization and its strategy and change management should be undertaken. Another approach to managing people power is that the CEO should be responsible for directing the organization into a more customer oriented approach (Levitt, 1969). Webster (1988) agrees with this concept of the CEO being the guiding force for commitment to marketing strategy. This article however, takes a different approach by dividing employees into categories based on the level of involvement in the marketing mix and customer contact as mentioned previously. The article proposes different strategies for different types of employees and claims this will be more effective than a blanket approach. As contactors and influencers may already be customer oriented but modifiers and isolates may need different strategies to develop customer orientation and focus on the bigger picture. The article outlines a management process as a result of the analysis which details the desired strategies and outcomes for specific types of employees. Contactors are directly involved in the marketing strategy and have high probability of contact with the customers; thus it is vital that the organization firstly hires qualified people who understand the customer. The contactors should be experts in their field, highly motivated and have in depth knowledge about the organizations customers. As they are the designers of the marketing mix, if their focus is on customer satisfaction, so will be the strategies they design. Modifiers should be effective communicators, and frequent communication training should be carried out. As the modifiers have customer contact but are not involved in marketing strategy. They should be thoroughly educated with regards to the customers value to the organization, the marketing strategies and the customers needs. Modifiers need to be reminded regularly o f the bigger picture and customer focus, as a rude receptionist can entirely change the customers perception of an organization. Influencers are the driving force behind the marketing strategy, thus they should be knowledgeable about the market and be able to judge things from a customers point of view. In order to increase their customer orientation they should be evaluated on customer orientation based standards. As they lack contact with the customer, programs should be implemented that enable them to interact with customers directly. Isolateds have no contact with the customer and are not involved in the marketing mix such as accountants, HR department, and operations and so on. They are the support staff and carry out organizational activities that enable service to the customer. However, these employees are focused on the organization and processes and have no sense of serving the customer. Thus they should be made aware of the customers and their needs. Methods such as writte n, audio and visual materials should be used to present the customer, the marketing strategy and their contribution to satisfying the customer. Regular inter department events can be held to make them feel a part of the organization and learn more about its strategy and goals. The processes explained in the article are useful for the academic community for the development of a human resource oriented marketing strategy. The concepts of differentiation and marketing may mention people in the organization but for students to realize the importance of people in the success of an organization is vital. Marketing strategies that focus on customer orientation and differentiation through employees may be just as successful as forming strategies based on branding or product features. This focus is useful for practitioners as well, as organizations need to actualize the potential of their employees. As commitment to the customer is not a part of motivational strategies, management needs to develop their own strategies to develop customer orientation through internal marketing. For marketers to develop a customer oriented approach in the organization, formalizing people power and developing and implementing strategies to harness this power is vital. Critique of the Judd article The article provides many references and sources however it lacks substantial evidence to back up the claim of people power. It is a conceptual paper that does not focus on practical examples and studies which detracts from the message. The author could have created a greater impact on the reader by providing results of surveys and researches or conducting studies himself. Although the paper cites many relevant respected sources it does not provide concrete support for the authors stance. The article is focused and to the point; and the diagrams are clear and simple. However, one feels that the article should have given generic examples rather than focusing on non profit and manufacturing organizations as the purpose of the article is people power across all sectors. The topic that Judd covers has been a source of debate in recent years. Human resources have gained importance and their value and input has been recognized in the academic world as well as in firms. The marketing mix has also been analyzed and criticized by many scholars as being too limited and many authors have proposed different elements to be added; as Kotler (1987) did in his books Principles of Marketing and Marketing Management. Although many authors promote human resources as an integral part of marketing, they often take different approaches. As Piercy (1995) in his article on internal marketing states that views of performance diverge amongst internal and external markets and employees may perceive service to be high quality but customers may be of a differing opinion thus even employees not in contact with the customer should be aware of the customers needs and priorities and an analysis of divergence between external and internal market should be carried out. Internal barriers that are identified should be the basis of the internal marketing strategy and thus the gap between the external and internal market should be closed. He focuses on identifying customers and suppliers within the organization. He also emphasizes the importance of employees views to be aligned with customer views just as Judd focuses on the employees being customer oriented even if not in contact with the customer. The proposal of 7 Ps by Rafiq and Ahmed (1995) in a generic marketing mix also proposes the inclusion of participants in the mix. Other Ps that they propose are physical training and process. The article is very different from Judds as it focuses on all aspects of the marketing mix rather than only people. The article focuses on a 7P vs 4P idea, and presents surveys and primary research which represent acceptance of the 7P framework. Another major difference is that participants means suppliers and customers as well and not only employees. The similarities include the focus on training and a customer focus throughout the organization; as it is vital for participants to create synergy and be aware of each others needs. As Judd focuses on the importance of people within the organization as an element of the marketing mix; Rashid and Ahmed focus on the entire marketing mix with participants as an integral element. It provides the Boom and Bitner framework which considers all human actor s as participants and as an element of the marketing mix. An article by Gronroos (1997) about relationship marketing focuses on the simplicity of the 4P framework and how it cannot apply to current organizations. It focuses on how relationship building with customers is of utmost importance and it is the foundation of marketing. This involves employees as being the force that enable the organization to build long term mutually beneficial relationships with customers. This is similar to Judds theme of the element of people power and their importance in providing service to the customer. Judd focuses on the marketing mix and Gronroos dismisses the marketing mix. But the element of employees being the basis of all services and marketing is common among the articles although the approach is different. According the article marketing attracts and persuades the customer and relationship marketing makes promises and builds trust. Judds article also focuses on customer orientation and building relationships but through internal marketing and the ma rketing mix. In his paper, Marketing Redefined; Gronroos (1990) covers the limitations of the marketing mix and its ignorance of customer relations. This article focuses on development of customer relations being more important than the 4 Ps just as Judd stresses the importance of people power as another P. However, the two papers reach the same conclusions from different points of views; customer orientation and relationship building is achieved through employee focus and commitment. Chris Lane (1988) wrote a paper on putting people first in the marketing mix. Lane (1988) focuses on the importance of the service giver in the marketing mix. He states that the service giver is the utmost important marketing factor as services are intangible and more emotional. He does not focus on a generic marketing mix, rather on the service industry. Although, caring for people and harnessing human resources is considered as vital to marketing, he does not focus on all the employees as being vital like Judd does. As Judd covers the generic marketing mix and focuses on customer orientation throughout the organization; Lane focuses only on the service industry and the service provider as being important. Judds article does not present a unique approach to the marketing mix and does not provide unique solutions as well, but it actively focuses on all employees of an organization. The articles strength is that it covers all types of human resources and their addition to the marketing mix, rather than just the influencers and contactors. The main weakness is the lack of primary research and statistical results that would have helped Judd in further persuading the reader about his assertions. Evaluation The article brings up an interesting view of employees and how to develop customer orientation in them. Although the importance of employees and HR is a common subject, this article develops a marketing perspective on employees. It proposes that for all types of organizations, the marketing mix should include people-power as the fifth element and thus strategies should be developed for employees to achieve customer orientation at all levels of the organization. The author builds up on his previous article on the same topic and thus it is not an entirely new concept. The strategies that the article proposes may achieve customer orientation in the organization, but it seems unlikely that the support staff and receptionists can be convinced to value the marketing strategy of the organization and customer focus as much as contactors and influencers. The article has a limited focus on the marketing mix; which has been criticized for being outdated. It does not focus on the relevance of re lationship marketing to people power and customer orientation. Judd touches on internal marketing but does not incorporate it in his views of employee and management roles. The article provides new roles for employees and new management responses based on the inclusion of the 5th P and customer orientation; however it might be difficult for marketers to convince other managers to implement these strategies unless there is high level commitment from the top. Thus, the initiative should be taken from the very top in order for customer orientation to take root at every level of the organization.

Essay --

When John Browne set in motion the strategy that put BP on its course to become a â€Å"green† oil company, his plans seemed ripe with promise. Despite criticisms of â€Å"green-washing,† the company enjoyed recognition and admiration from the media and non-government organizations, and rose in the public esteem as an advocate for investments in renewable energy technology and responsible energy use. For years, the move looked to be good strategy: the benefits of the decision seemed to offset the costs incurred to implement it, some of which included: †¢ Risk of minimal benefits if policies or requirements do not change †¢ Foreclosing on future non-green opportunities †¢ Impacting the company’s portfolio of non-green products †¢ Committing to future green investments †¢ Creating a â€Å"higher bar† for ongoing business practices †¢ Increasing the cost of blunders or accidents on the company’s credibility and public standing BP might have understood the price it was paying for its green personality, but the company seems to have underestimated the latter two cost descriptors. Its newfound environmental acclaim and the public awareness that came with it brought closer scrutiny to the company’s ongoing activities and much higher expectations for how it would conduct its business moving forward. The Texas City tragedy in 2005 and the Prudhoe Bay spill of 2006 should have been lessons to the company: unless it can get the basics of corporate responsibility right, drawing public attention to its business is inviting trouble. Disaster at the Macondo Well On April 20, 2010, a BP exploratory well at Macondo exploded, causing 11 deaths, sinking Deepwater Horizon and starting a massive oil leak, that persisted for weeks. The event highlighted BP’s inability t... ... the industry and the multitude of spills occurring since the Deepwater Horizon events point to a much lesser impact on the industry’s performance. Alas, large-scale environmental abuses such as the repeated spills in the Niger Delta, where spills are responsible for degradation equivalent to the Exxon Valdez disaster yearly, are not widely discussed, and much information is still obscured from the public. As non-market pressures increase for corporations around the globe, the hope is that companies will learn from the longer-term de-valuation effect suffered by BP and take its economic value into account. There is hope for responsible behavior; bright will be the day when instead of being more than marketing campaigns, environmental and social responsibility outreach by major companies will exist to maximize social objectives, subject to profitability constraints.

Race & Ethnicity Essay

Looking back at the history of Race & Ethnicity I am proud to see how much progress is made in the world. I must say that I am blessed to live in such a diverse society, amongst individuals with more rights than those of other countries. My name is Sunny Patel and my family comes from a small village back in India. My young family members such as my cousins, sister & myself, are considered 1st generation Indian Americans. In my culture picking names are customarily rights given to the father’s side of the family, particularly the child’s grandparents. I was the first in my family to no have followed such tradition as my mother decided my fate and named me Sunny. Ever since that missed tradition I strived to set myself apart from other people within the Indian community. Anytime someone asks me where I am from, I simply tell them I was born and raised in the south. The truth is I have been all over the east coast splitting my childhood between the north and south. I star ted my journey in Orlando, Florida (2 years), where I was born, then made my way to New Jersey (11 years), back down south to Georgia (6 years) and finally back to Jersey (4 years and counting). What sets me apart from all other South Asians is my lack for Indian culture and native English tongue. I do not look or dress like other south Asians which allows  me to diversify amongst my peers a lot easier than most. Living in America and going to school has made me forget my culture and language. In other words going to American schools you find it easier to fit in with others when you let go of your differences and come together with your similarities. Before you knew it I was not speaking anything but English even in my household Going back to what I said earlier, â€Å"Anytime someone asks me where I am  from†¦,† after this dialogue people are usually not expecting me to have said what I said so they nervously continue and say, â€Å"oh, you never been to India?†. Unlike most South Asians I only been to India one time and that was when I was 7 years old. That trip to India made me reacquaint myself with my Indian roots. I was not embarrassed or afraid of not fitting in when it comes to my religion but I simply wanted to distinguish myself as someone who is unique and different from the rest. I still embrace my religion and will always follow the traditions as it makes my mother happy and keeps me connected to who I am. If I grew up in India there is no denying my ties to my religion but growing up in America was the transition phase between where I come from and where I am. When you are South Asian, growing up in America is not the best things because there are many cases in which we get mad fun of and even though I was Americanized, I was still made fun of after people find out where I was from. This is what made me not want to be Indian and not even American but my own person defined by my own standards. After my move from Jersey to Georgia I felt more out of place than ever and I do not believe many people with my experience have had to go through such great change. I went from a school with a mix of Indian, Asian, Caucasian, African American etc. to a school with primarily all African American and Latino students. I was terrified because the school would have many fights and this is the time where I got made fun of the most probably due to the fact that the education system was so low that I felt I dropped back a grade or two, and most importantly 9-11 just had occurred not too long ago. I was miserable and faced much torment due to the ignorant. I was no where close to the people who were involved in the 9-11 attacks but due to the poor education system of the southern public schools breading ignorance, I had to face those problems one attach at a time. I would not sit back and let people talk so I talked back and sometime got into trouble from the administration and of course fights I got myself into, without a possible out. After going through one year in Georgia public schools I made my way to a private Presbyterian Christian Academy. I found myself to grow and better myself at this fine institution. I never felt more at home than I did at  this school but at first it was scary, as I was the only Indian American their surrounded by primarily those of the Caucasian decent. I strived to excel amongst my peers and found a place where I was accepted and grow up in peace. I played every sport and joined many clubs while making great lifelong friend, who I still talk to till this day. If I did not attend this school I would not be the man I am today. After graduation I went to school in Gainesville state college for one year while my mom rapped up her business in Georgia so we could make the move back to Jersey where the opportunities were a lot greater. I transferred to NJIT and found myself to grow even further as I toke my experience that I earned over the years and  put it into effect. I am now to graduate at the end of this summer and will most likely work with my Pennwell, the company I last interned with as a Marketing Intern.

Comparison of business system of China and Japan Essay

1. Introduction This research paper will concludes the comparison of similarities and differences of business system in China and Japan. It refers about institutional comparison and clusters and implications for varieties of capitalism and business systems theory by Michael A Witt and Gordon Redding and another one ‘s author is Zhang X & R Whitley : Changing Macro-structural Varieties of East Asian Capitalism. In general, because China and Japan both Asian country so that this two countries has many similar aspects such as culture, food, history†¦in the other hand there are exists differences between them. 2.Comparison of similarities The countries of China and Japan share numerous similarities other than their geographical proximity. They both have established extremely rich cultures and great senses of national identity.Their histories have crossed paths during several periods since both civilizations have existed for such a long times. The countries also share similar religions and value systems, which have influenced each other. In terms of Japan’s economic culture is the  idea that the firm exists to keep people employed, and that return on capital for advantage of shareholders is not a primary rationale for economic action. A casual review of publications suggests that most of the research in the field has focused on advanced industrialized nations in the West and, to a lesser extent(e.g.Berger &Dore,1996;Orr et al,1997:Redding 1990;Whitley,1992). At the same time,it implies that many questions remain fully or partially unanswered, and the field, wild open for further exploration.Whitley’s(1999) account of the emergence of six major business-system types likewise incorporates the role of culture, in the form of shared beliefs about authority, trust, and communitarian ideals. While he underlines that institutions mediate both trust and authority, the narratives included in his illustrate how cultural and historical forces lead to the emergence of some institutions. The similarities between Japan and China didn’t just happen on their own. When ambassadors from Japan visited Tang dynasty China in the 7th century, they found an empire that was much larger, wealthier and more unified politically than their own nation. When they returned home and reported what they’d seen, the Japanese imperial court became so enthusiastic about Chinese culture that they built a new capital city at Nara in imitation of the Tang capital at Chang’an. Between the years 710 and 794, the Japanese emperors reorganized the country and its legal system based on Chinese models. They also encouraged the adoption of Chinese philosophical and religious ideas. The connections between Japanese and Chinese culture began in this time period. China and Japan have both been strongly influenced by the philosophy of Confucius, who taught a system of thought based on the importance of relationships and educational achievement. In both China and Japan, parents tend to push their children to study hard because academic achievement is so closely tied to future economic success. The Confucian emphasis on relationships has also influenced both countries, but in slightly different ways. In China, people tend to be loyal to their family relationships more than to any other personal connection. In Japan, on the other hand, people are encouraged to be loyal to whatever group they belong to, such as the company they work for. Most people probably think of Zen Buddhism as being characteristically Japanese, but Zen was actually borrowed from the Ch’an sect of Chinese Buddhism. Several of the major Buddhist sects in Japan have Chinese origins.  For instance, Japanese Tendai Buddhism was based on Chinese T’ien Tai Buddhism, and the Kegon sect was founded by a Chinese immigrant during the Nara period. Defining features of traditional Japanese culture such as the tea ceremony developed through the influence of Chinese Ch’an on Japanese Zen. Japanese artists borrowed themes and techniques from the Chinese for centuries. For example, the Japanese painter Ike Taiga based his 18th-century ink paintings on Chinese instructional manuals. Japan also borrowed the use of Chinese characters, but had to modify them due to the great differences between the two languages. Shodo, or traditional Japanese calligraphy, uses Chinese characters to express the artist’s emotional and spiritual state. Although traditional Japanese artistic styles show clear Chinese influences, they are also distinct from Chinese styles. For instance, though the Japanese admired classical Chinese poetry, they also invented their own poetic forms such as the waka and haiku. 3.Comparison of differences Despite all of similarities the recent history of these two countries has caused them to diverge into two very distinct modern civilizations. A great factor in this divergence is the extreme differences in the evolution of each country’s economic policy. For China, philosopher Confucious developed a pattern of thought which was key informing a sense of national identity. His ideas have had a profound impact on the evolution of Chinese culture, government, and economics. â€Å"He believed in and practiced the highest standards of morality, yet did it all in the spirit of moderation and harmony so admired by the Chinese.† (Morton, 33). Although his ancestors may have been aristocracy, Confucious was born into a rather plebeian family in 551 B.C. He wanted to eliminate the moral relativism of his time. â€Å"In contrast to the spirit of Confucious’s age and to the behavior of those addicted to the pursuit of selfish whims, the gentleman must banish from his conduct and even from his manner or expression anything savoring of violence, arrogance, or impropriety.†(Morton, 37). Confucious stressed five virtues: humanity, courtesy, honesty, knowledge, and integrity. This laid the foundation for a restructuring of the Chinese moral value system. This foundation still lies under present day China’s heightened sense of morality. While Confucious’ teachings may have helped structure a stronger  moral code in China, it may have actually hindered the evolution of Chinese economics.First Confucianism stressed agriculture while giving commerce an inconsequential role.Also, Confucianism saw profit-making as a selfish endeavor making competition in markets almost sinful. The way of life prescribed by Confucious included renouncing assets and pursuing the Way.All of these aspects of Confucious’ thought contributed to the inept economy preceding the revolution in China. On the other hand, Japan’s value system was formed with an inherent emphasis on refined work ethic. This value worked to help rather than hinder Japan’s evolution into an Economic Power in the modern world. The aforementioned sense of loyalty to work stems from an internalized sense of responsibility in Japanese citizens to work for one another’s well-being. â€Å"Here, more than in the family, work is self –validating in the sense of affirming one’s personal achievement and maturity, and in validating one’s belonging and participation in a social group.†(Eisenstadt, 538). When they are away from their work, they identify themselves as part of their company different to others who work elsewhere. In this way work is another family- type unit to which the citizen belongs and gains a sense of identity from. Since family and work are so similarly structured in life, individuals cannot help but equate to some degree their sense of membership to each and relish their ties to each in a similar manner. The organization and unity of Japanese companies can be seen in rituals performed at work in the morning. The rituals reinforce the collectivity between co-workers and give the group a sense of belonging. Differences between Japanese and Chinese economic statistics can be traced to the different economic systems employed by each country. For example, the GDP real growth rate in China was about 8%, while in Japan it was 1.3% both for year 2000. (1) Saving is mostly an individual decision under a market capitalism system similar to Japan’s. When this decision is left up to the individuals in the economy it usually results in a lower savings rate and, in turn, investment than under a mixed socialist system like China’s.Chinese government has the ability to control investment rate unlike the capitalist system which deflates the role of government in economic activity. The discrepancy between these two countries in terms of GDP real growth can also be the result of Japan’s extreme growth in past decades and its leveling off. China on the other hand still has much room for economic  growth even though they too have experienced impressive growth. Economic systems’ impact on hard data can also be seen within China’s history.Japan has shown the advantages of the capitalist system in trying to recover from its late 90s recession. According to the mofa internet source, Japan has helped create new businesses and industries through deregulation. (2) This shows how the economic system’s flexibility allows for further gradual decentralization. China’s reforms have come through major revolution such as the 1978 revolution which was introduced by government. This is characteristic of socialist economies in which changes begin through government introduced package reform. Japan’s GDP per capita in 2000 was around $24,500 while China’s was around $3600 for the same year. (1) This can be linked to differences in unemployment rates (China’s was more than double that of Japan) especially in China’s expansive rural areas.In 2000, Japan’s inflation rate was negative while China experienced a .4% rate. This shows the socialist economy government’s ability to control rates more effectively. Health is the essential aspect of standard of living. Life expectancy in China is relatively high at 62.3 years (61.2 for males and 63.3 for females). (3) The population control mechanism implemented by government in 1979 which limited each family to one child . This is an example of the socialist economy working positively. The program has dropped China’s population growth to under 1%. Japan maintains the highest life expectancy of 74.5 years (71.9 for males and 77.2 for females). Another new indicator of relative standard of living, the Human Development Index includes several factors such as longevity, education, and economic standard of living in it calculation. Japan ranks 9th,which places it in the high human development category. China ranks 87th placing it in the medium human development category. China scores significantly lower than Japan in the education value of the HDI . Free public schooling through junior high is provided for all children in Japan which could be the reason behind the education discrepancy. Japan’s 99% literacy rate is one of the highest in the world.The Chinese government implemented a minimum standard of living program in the 1990s. This is similar to a social security program and helps poverty stricken citizens in urban areas. This system exemplifies the socialism within the economy. In 2000 an extension of the program offered unemployment insurance and pension for retired workers. China also increased  investment education, libraries, museums and broadcasting stations. In summarize,although these countries share many things such as geographical location, major religions, philosophies,etc.they have diverged partly due to the different economic systems they have employed thr oughout their histories. Both countries have enjoyed tremendous growth in the second half of the twentieth century but their modes have been very different. Japan utilized a market capitalism which was introduced by America after World War II. This has led to a present day Japanese culture which in many ways is very similar to American culture. They have a desire for material wealth, value-added goods and leisure. Hopefully they will not lose their rich culture and tradition in the midst of economic growth.China has taken a more conservative approach and has moved from planned socialism under Mao Zedong towards a functional market socialism.These countries exhibit the impact of an economic system on the people within a country as well as its impact on economic growth. References Witt, M & G Redding (2013). Asian Business Systems: Institutional Comparison, Clusters and Implications for Varieties of Capitalism and Business Systems Theory Zhang, X & R Whitley (2013). Changing Macro-structural Varieties of East Asian Capitalism Eisenstadt, S. N. Japanese Civilization. London: The University of Chicago Press, 1996. Morton, Scott W. China Its History and Culture. New York: McGraw-Hill, Gordon Redding , Michael Witt (2008).China’s Business System and its Future Trajectory