buy custom Tragic Stories essay

purchase custom Tragic Stories exposition Jo Ann whiskers is an American writer who moved on from University of Iowa. She fills in as a supervisor for a material science diary in a similar college. Facial hair is likewise an educator at Sarah Lawrence College of imaginative true to life. Facial hair utilizes a successful composing style to delineate shocking occasions in her expositions. She executes a progression of metaphorical scenes that interweave with each other. She utilizes allegories and current state in her works (the Fourth State of Matter and Maybe It occurred) to relate occasions. Current state is an unprecedented and a smart method to relate occasions in a striking manner (Malone, 2011). The creator astutely draws its crowd away from scrutinizing his memory corresponding to the event. The creator makes instantaneousness and the crowd, who clearly, were not part what happened sympathize with the creator. They crowd feel what the creator experienced at that point. This paper expects to depict the likeness of The Fourth State of Matter to different works of Jo Ann Beard. It will likewise depict a viable style of relating sad occasions to the crowd, who didn't encounter the disaster direct. The fourth condition of issue, and its relations to different works by the Author In her work, the creator relates terrible occasions, in a faraway way; as though it is a long awful dream that a casualty expectations will never come out obvious. There is broad utilization of similitudes in relating shocking occasions. In her work the Fourth territory of Matter, the heartbreaking occasions got related clearly by utilization of illustrations (Hansen, 2009). Facial hair started her article by delineating her day by day schedule of thinking about her canine and the every day disappointments of feeling a feeling of weakness. While her routine strongly strikes the crowd as exhausting, it serves to show how activities fill in as a reassurance to her surrendered life. The principle character, her pooch the collie, is especially interesting all through the story. Hansen (2009) contends that the creator may have utilized the canine as an analogy to show how her life was going at that point. The creator portrayed the collie as excessively subject to her. It can't go upstairs, yet just lies at the base and gazes at the furnishings. The creator needs to change the canines bedding continually as the pooch pees on them. Once more, this appears to summarize the life of Beard. The crowd plainly pictures the creator taking care of the pooch with feel sorry for. The canine should speak to her significant other in a significant way. She admits to Chris, her partner at work that her better half was dumping her. The void left must be filled by every day schedule of work, regardless of whether dull or locks in. She trusts things would turn round for her, yet despite what might be expected, there appears to be no expectation. Her response to the message she found in the replying mail at the workplace gives her condition of despondency. The first of her spouses calls made her heart swayed with confident way. Her expectation anyway gets lessened when in the second call her significant other discloses to her he was fine. She describes how she needs to take care of the canine. Chris-her partner asks why she is allowing this to proceed. We could contend that Beard permitted the issues she was encountering to torment her. She converses with her better half who had surrendered her planning to accommodate. The spouse notwithstanding, doesn't appear to be prepared to get back as she trusted. Before she left for the workplace, she discloses to her canine to wake up and smell bacon since she was leaving until the end of time. This may have been a method of identifying with her significant other when he said those words to her. It gave her a definitive encounter of her accomplice when he advised her was stopping. The canine seems, by all accounts, to be a finish of her encounters after the partition (Olin, 2011). The announcement I can take practically whatever thing now, reveals to us that the creator had completely acknowledged her hesitations; a defenseless pooch that continually required her consideration and a spouse, who had stopped on her. In spite of the fact that the pooch, being a creature, was required not to understand the gravity of its activities, the opposite has been identified with the peruser. The pooch demonstrated concern and attempted to stand, yet the creator rested those worries by tapping her. This represented the creator as a mindful and concerned individual. She draws out her character in such a clever way. The squirrels on her home sent her dozing down the stairs on the canines sofa. One would ask why he didn't just annihilate the squirrels as opposed to lay down with hounds on the love seat. She notwithstanding, claims that she dozes there to quiet the collie that gets anxious at whatever point she got up. She at last chooses to solicit Caroline to free her home from squirrels. Caroline is portrayed as having a valiant character. She at long last disposed of the squirrels. The squirrels can be contended as being something beyond squirrels. They could speak to irksome allies or loud neighbors. After the lamentable slaughter, toward the finish of the paper, the creator feels a flood of expectation, when a branch scratched against her home. She tunes in and trusts that the little squirrels would return. Could the squirrels have been utilized to speak to genuine individuals? Individuals in her work spot or network that troubled her? She conceded that she didn't coexist with Bob, her partn er at work. Lu is likewise someone else who appears not to like Beard. She welcomes him and sure to her desire no answer came. The way that she expected no answer from Lu implies they may have had a few contrasts. Her preferred associate was Chris. She attempts to comfort herself by misdirecting her brain that Chris had gotten away from death in the catastrophe. The expression the never returned once theyre gone, comparable to the squirrels, give us how the withdrew go for good. It likewise repudiates the normal idea that bliss sets in with the flight of the individuals who make our carries on with hard. She missed the squirrels however they simply implied inconvenience to her. The announcement could show how she missed her dead associates and how she trusted they would return. Her work on Maybe it Happened is identified with The Fourth State of Matter in that both utilize one tense. The last uses current state making instantaneousness while the past utilizes past tense. The two styles are valuable in the circumstances encompassing every frequency. In the subsequent rate, the feelings encompassing what happened could have overpowered the creator if some other tense was utilized. The describe of the story would have not have been all the more genuine. She utilizes past tense in Maybe it Happened. She relates an account of a child who winds up harming herself from a fall at play. The babys senior cousins, who obviously got exhausted looking after children, her. The senior kids didn't discover the infant fascinating and left her. Left to her own downfall, the infant jumped on to a milk container. The harsh of telephone may have surprised the child who tumbled off the container, harming her knee all the while. The single tense creates tone and mind-set in a sto ry. The tone changes when telephone rang. The creator needed to show how leaving an infant in the possession of youngsters could end sadly. The demonstration is brought out obviously using occasions that follow one another. These demonstrations can be utilized to caution or alert individuals on the events of such awful frequencies. This is found in the last section when the creator discusses young ladies assuming the job of the mother, thinking about a youngster, while moms did different things. The young ladies were left to think about the child while the mother completed her hair. The final products were grievous (Beard, 2008). A connection in her works is likewise realized by styles used to compose. The creator utilizes styles including analogies and likenesses. Representations were broadly utilized in her work The fourth State of Matter. Pooches and squirrels were something other than creatures. They represented people somewhat. The creator enrolls the assistance of a companion to have the squirrels pursued however later misses them after the disaster. The squirrels having been irksome may portray individuals who went poorly with the creator. Their exit in the disaster would be that as it may, leave the creator forlorn, thus missing them. The announcement petting her, similar to a doggy, in Maybe it happened sums to a comparison. This style of composing causes the peruser to see all the more plainly. The creator closes her accounts in an innovative manner that leaves the crowd trusting that the disasters never really occurred. The explanation could lie in the way that catastrophes make a pitiful mind-set and the creator in her creativity doesn't wish to leave her crowd in that state. She accordingly, makes an uncertainty in the peruser with regards to what occurred. Uncertainty assists with helping the heart and the peruser trusts what had quite recently been connected didn't really occur. Chris is demonstrated answering to the creator in The Fourth State of Matter toward the end. Uncertainty is made in spite of the fact that we had been informed that Chris had been murdered. The end proclamation in Maybe it Happened additionally makes a comparable impact on the crowd. There is structure in the introduction of occasions by the creator in her work. She doesn't actually hop starting with one point then onto the next confounding her crowd. The occasions that take the beginning stage could be viewed as immaterial to the last catastrophe. This is be that as it may, not the situation since the occasions assume a significant job. It enables the crowd to comprehend what occurred in an all the more clear and sorted out way. The disaster is subsequently, introduced in an all the more methodical route to the crowd. The styles used to relate unfortunate occasions. The creator related her experience all the more strikingly utilizing one tense all through the story. The utilization of current state causes the peruser to connect with the occasions occurring in the story and permits the creator to pass the proposed message all the more adequately. The style serves to make centrality in the commonplace encounters felt by numerous and comprehensiveness in what happened to a couple. The wide issues being talked about are decreased to the particular occasions occurring at that specific second. Facial hair clearly relates her encounters in a temperament that brings the peruser into the occasions like they were occurring at that point. The creator feels like it is going on

Napoleon :: essays research papers

Acing Luck Clarify Quote ?I had been supported by considering freedom, however I pushed it out of my way when it impeded me way.? I accept this statement implies that Napoleon was an adherent to freedom and that he endeavored to utilize it to control his kin evenhandedly. The remainder of the statement implies that freedom and equity must be utilized direct at which it doesn?t challenge his laws and administering power. Napoleon had the desire of complete control, and he had no goals of letting people groups common opportunities intrude on those fantasies. I likewise accept that the individuals of those occasions were tired of disorder and absence of control and were happy to surrender a portion of their individual flexibilities for control and a superior nation. Question 2 Napoleon really crossed the Alps on a donkey. For what reason did David paint him riding on a pony? What descriptors best depict David?s depiction of Napoleon? Why? Napoleon because painted on a pony was most likely to make him look extremely bold. Napoleon was an exceptionally vain man and we can't be certain on the off chance that he had anything to do with the change from the genuine occasion. A donkey for the most part infers pictures of moderate headway and a feeble aggressor, however as a general rule, they were presumably better for going over mountains, which I accept is the explanation Napoleon didn?t simply utilize a pony. To depict Napoleon crossing the St. Bernard pass, I think there are numerous descriptive words that could be utilized. Napoleon looked extremely brave, since he was pointing ahead toward the destined to be vanquished lands that he had his psyche set on taking for his domain. Napoleon additionally looked furious by the harsh face the painter depicted, and the position the pony was in, which seemed as though it was going to bounce and pulverize a foe. The Summit of Greatness Question 1 The above etching was a piece of a publicity crusade coordinated at both English and French crowds. What was the attracting planned to show the French? For what reason would they be set up to trust a portion of the picture?s increasingly whimsical perspectives? The French individuals had come out of time of abuse by oppressive rulers and heartless, degenerate government authorities. They were prepared for another birth as another country, which had the option to remain all alone and even be an overlord to its neighbors.

Data Analysis for Northern Beaches Council

Question: Examine about the Data Analysis for Northern Beaches Council. Answer: The specialist has procured information from the Australian Bureau of Statistics (ABS) which is an Australian Government Research Institute and it is working for the measurable socioeconomics of different regions Australia. Populace: The information from the Key figures according to September 2016 shows, Northern Beaches Council has the number of inhabitants in 263413 and it shows a potential populace in the nearby government region Northern Beaches chamber of New South Wales (Statistics-Sep 2016, 2017). The information additionally shows that the absolute populace of Australia is 24220200 (Statistics-Sep 2016, 2017). The complete no of offspring of the year 7 to year 12 in Northern Beaches Council is 74586 (Statistics-Sep 2016, 2017). From the above information, it very well may be inferred that, there is adequate populace development in Northern Beaches Council to have enough grown-ups who can conceive an offspring and give youngsters to the year-7 to year-12, that is, there is sufficient no. of grown-ups to make accessible the objective clients for the new company. Birth rate: The no of births in Northern Beaches Council is sufficiently high contrasted with different territories of NSW. The information procured by Australian Bureau of Statistics for 2015, in Northern Beaches Council the no of single births was 1241, twins birth was 131 and triplet birth was 6 (Births-2015, 2017). In any case, the 66% of the all out birth was to the guardians who have done enlisted marriage (Births-2015, 2017). The information finishes up, the birth rate in Northern Beaches Council is sufficient to get the understudies of year-7 to year-12 for the new company in next 10 years. The Australian Bureau of Statistics has included that, in Northern Beaches Council the no of birth was predictable in earlier year and expected to be reliable in forthcoming years as well. Pay: The gathered information to get data about pay proclamation of the grown-ups who can bring forth the kid who can be the understudy of year 7 to year 12 in next 10 years in Northern Beaches Council expresses, the normal pay of the laborers in Northern Beaches Council is $75963 every year (Average Salary Australia, 2017). This information speaks to, the grown-ups has adequate purchasing capacity to pass on the costs of the expenses for the instructing class. References: Normal Salary Australia. (2017). Livingin-australia.com. Recovered 8 April 2017, from https://www.livingin-australia.com/pay rates australia/ Births-2015.(2017).Abs.gov.au.Retrieved8April2017,fromhttps://www.abs.gov.au/ausstats/abs@.nsf/Latestp/3301.0Main%20Features32015?opendocumenttabname=Summaryprodno=3301.0issue=2015num=view Measurements Sep 2016. (2017). Abs.gov.au. Recovered 8 April 2017, from https://www.abs.gov.au/ausstats/abs@.nsf/mf/3101.0

Five Forces

â€â€â€â€â€â€â€â€â€â€â€â€â€â€â€â€- Re:The Cable Industry Conditions Are Ambiguous The link industry’s conditions are very uncertain for new firms thinking to enter the market. The link business comprises of firms that work in the wired, outsider dissemination frameworks for communicate programming. These link administrators offer TV programming from link systems or nearby TV slots to purchasers by means of link framework on a membership basis.It is critical to take note of that the business is unique in relation to satellite suppliers, Internet specialist organizations, or VoIP administrations, whose primary distinction is in foundation. Principle players in the link business work on an across the country premise. The greatest danger to this industry is high hindrance to section. This is because of various components. To start with, capital necessities are high since framework is expensive, for example, the fiber-optic lines that have been acquainted with offer clients more extravagant, upgraded or packaged services.There is a medium degree of industry fixation as the best four organizations build around 55% of the business generally speaking. Government guidelines are likewise high, since administrators must be authorized by the FCC through broad enrollment. In this way programming rights, foundation venture, and high guidelines present huge costs and hardship for new firms entering. Obstructions to passage, not at all like every single other factor in the five powers model, really brings benefits up in a five powers investigation. This is on the grounds that high hindrances to section forestall firms that could without much of a stretch come into the market and remove profits.Other powers, for example, provider power, purchaser power, danger of substitutes, and industry competition, have moderate force in this industry. This would typically introduce an instance of moderately lower benefits in the business †anyway we see that industry productivity is route over the business normal. It appears that the built up firms in the business are gainful in light of the fact that there are both high hindrances to passage and numerous organizations have merged with content providers. Along these lines benefit in this industry is very questionable.

Essays - Capital Punishment is Our Best Solution for Unwanted Criminals :: Argumentative Persuasive Essays

Articles - Capital Punishment is Our Best Solution for Unwanted Criminals   â â Have you been pondering where all our duty dollars are heading off to nowadays? A lot of it is going towards looking after killers, attackers and hoodlums, also, for what reason, to live the great life?â The normal detainee costs the central government one hundred and fifty dollars every day which adds up to fifty- 3,000 400 dollars a year.â Now, pose yourself this inquiry, Is it worth this cash to keep these savage hoodlums in prison? Do you truly need these ruthless hoodlums after discharge from jail wandering uninhibitedly in our roads close our homes?â a definitive response to these inquiries is quite apparent, we should control the circumstance, we have to uphold another option... we need Capital Punishment.   â â For the entirety of the killers, criminals, medicate masters, attackers and some other serious law culprit, there must be some type of control and it must be capital punishment.â Any individual who murders individuals without any second thoughts or assaults guiltless casualties ceaselessly, doesn't have the right to live in a sumptuous North American prison or anyplace so far as that is concerned, they don't merit anything yet the demise penalty.â When the words ‘death punishment' or ‘capital discipline' are heard, they clearly are upsetting and awkward, however so are their crimes.â There is no expectation for crooks with this sort of conduct and attitude. I accept that the death penalty is the key need.   â â If the death penalty was authorized for extreme wrongdoings, it would dispense with a considerable lot of duty cash going towards the legal executive system.â If a jail were to keep up a savage criminal condemned forever beginning at thirty years old furthermore, living to seventy, it would cost citizens a fantastic measure of two million one hundred and thirty-6,000 dollars.â It is difficult to accept however it is valid, and envision, if that is the expense of only one lawbreaker, envision the cosmic measure of 500 lawbreakers each costing that measure of cash... something must be done.â Capital discipline would dispense with those figures and leave you and me a mess more joyful.   â â When a killer murders an individual and goes to court, he hopes to get around thirty to fifty years in prison, and on the off chance that he acts well in jail, he could very well get out into equal parts the time.â It is likewise a reality that after the criminal has been discharged from jail, he will in all probability play out similar acts that rendered him there in the first place.â Society can't deal with these fierce

Quit and Stay Quit Monday to Stop Smoking

Quit and Stay Quit Monday to Stop Smoking Addiction Nicotine Use How to Quit Smoking Print Quit and Stay Quit Monday Reinforce Your Commitment to Quit Smoking By Terry Martin facebook twitter Terry Martin quit smoking after 26 years and is now an advocate for those seeking freedom from nicotine addiction. Learn about our editorial policy Terry Martin Updated on June 24, 2019 Monday Campaigns More in Addiction Nicotine Use How to Quit Smoking After You Quit Nicotine Withdrawal Smoking-Related Diseases The Inside of Cigarettes Alcohol Use Addictive Behaviors Drug Use Coping and Recovery The Day to Make a Fresh Start... Monday is the day of the week that just about all of us associate with new beginnings. We start work on improving our lives on Mondays  and get back on track if weve strayed off plan on Mondays, too. Whether were trying to lose weight, get more exercise or quit smoking, Monday is the day that we usually choose to set those plans in motion. Part of the Healthy Monday Campaign, Quit and Stay Quit Monday? puts focus on using Monday to check in on our progress with cessation, or recommit to quitting tobacco if weve relapsed. Along with the American Cancer Society and numerous other organizations, Verywell.com Smoking Cessation supports the Quit and Stay Quit Monday program with information and support to help you put smoking in the past, permanently. Making Progress, One Monday at a Time Nicotine addiction lets go of us gradually. Taking stock of how far youve come with smoking cessation every Monday will reinforce your determination to stay the course and stick with it until smoking loses its appeal and becomes something you used to do. Resources to Reinforce Smoking Cessation: Smoking Cessation Support ForumConnect with others who are working through the ups and downs of recovery from nicotine addiction too.Create a Quit Smoking JournalA great way to see your progress is by jotting notes in your journal at the end of each smoke-free day. Its also a useful tool for the bad days that are bound to happen every now and then. A bit of time reading how you felt three weeks or three months ago allows you to see how far youve come.Quit Smoking 101 - Lessons to Help You Stop SmokingThe 10 pages included in this online set of lessons will walk you through preparing for your quit day and how to manage after you stub out that last cigarette.  Plenty of ex-smoker success stories are included, as well. Relapse Resources: The Psychology of a Smoking RelapseRecognizing the warning signs and risky behaviors that usually precedes a smoking relapse will help you nip problems in the bud before any harm is done.How Do I Recover from a Smoking Relapse?A reader asks: I quit smoking 4 months ago and have done very well. Lately, though, Ive been missing smoking a little. All of a sudden and without warning, I found myself unable to control the urge to smoke. The next thing I knew, I found a cigarette and lit it. How do I get back on track?How to Recover From a Smoking RelapseUnhealthy thoughts of smoking that are left unchecked can lead to a smoking relapse quickly.No Such Thing as Just One CigaretteThoughts of smoking just one cigarette have been the ruin of many good quitting efforts. Its important for you to realize ahead of time that these mental contortions are a normal part of the recovery process. A little preparation will keep you in the drivers seat when your mind starts to wander and smoking seems lik e a good option. Time and Patience Remember that smoking cessation is a process of gradual release from nicotine addiction over time. We all heal at different rates, so dont rush yourself and dont compare your progress with anyone else. It takes as long as it takes for you. Patience with the ProcessThere is No Substitute for Time Do use Monday as the day you check in with yourself  and do use Monday as a day to reinforce your commitment to smoking cessation. If youve relapsed, use Monday as a day to begin anew. We all have what it takes to quit smoking successfully. Believe that, believe in yourself and be willing to make it happen....one Monday at a time.

Understanding Children’s Right to Protection - Free Essay Example

The menace of child abuse has haunted the society for the longest time. This is so despite the various legal instruments which have been put in place to curb this menace. As a society, one cannot help but wonder about the resilience of these unpalatable incidents visited upon the young ones. Where something has a legal backing putting sanctions on its practice, there is usually an expected turn-around from such behaviour but when it comes to child abuse, this is not the case (United States: Events of 2016, 2017). There seems to exist a resilience and unquenchable thirst to abuse children rights. However, this might not be in the everyday record we peruse due to the fact that most cases tend to go unreported. Consequently, this wrongly depicts a united front to curb such behavior while the sad truth is that the society seems to be mark timing at the stage of baby steps when it comes to this fight. It is estimated that 24% of children become are abused in their first year of life. In 2015, approximately 1,670 children succumbed to child abuse while child protective care centers received a rough estimate of 700,000 cases of child abuse (Co, 2017). Whether it is the society which has failed to protect its most vulnerable or such failure is attributable to the legislative arm of the government, this is an uncalled for debate. There are in place numerous legislations in regard to children rights. These instruments range from those with international status bestowed upon them to domestic legislations which are specific to the United States jurisdiction. It therefore comes as a surprise that such volatile culture towards children seems to thrive amid such measures being in place (United States: Events of 2016, 2017). It is imperative to note that this is a positive indicator of the systems failure to adequately protect the children. In order to address this issue conclusively, there is need to depart from the traditional view of whether there is in place sufficient laws to curb the menace. A new perspective of interrogating the root cause of the failure by the existing laws should be adopted for one to aptly decipher the persistent menace of child abuse. The rights of children must be protected by all means and at all cost whether by the state or the society. Any blame game attributed to failure to undertake the necessary measures is an unacceptable culture. It is important to note that the duty of the government does not end at legislating the respective laws in this sphere. It is called upon to take all measures necessary to see to it that the particular legal instruments are given a breath of life (Co, 2017). This can be achieved by ensuring that there are practical and achievable measures in place to aid in implementing these. For example, it is prudent for the government to not only enact a certain legislature but also ensure public participation before such enactment can be done. It can positively be argued that public participation creates legal awareness and emancipation which may most likely reduce the current trend of child atrocities.

Causes And Effects Of The Industrial Revolution - 1649 Words

The Industrial Revolution The Industrial Revolution was an extremely significant revolution due to the monumental change into mass production. There were many different causes and outcomes of the Industrial Revolution. The Industrial Revolution impacted people and industries all around the world, prompting changes in many societies. For example, the Industrial Revolution initiated in Britain, but eventually found its way to America. After this, it impacted many other countries who desired the same benefits that Britain and America had already acquired. Some of these countries were Belgium and Germany. The Industrial Revolution gave Europe an exceptional amount of economic power. In addition, there were many lifestyle adjustments for people†¦show more content†¦This name was referring to how this manual production was centered on the home. In addition, Britain was a regional country before the Industrial Revolution. This means that people stayed in their hometowns for their work. This was due to the u nderdeveloped transportation in Britain. There was awfully minimal knowledge and information about transportation, which is the reason that there was a very small amount of advances in transportation. Transportation was not widely available because it was only affordable to the wealthy. In addition, it was slow and uncomfortable. Conditions of lives before the Industrial Revolution were unfortunate. Disease was always spreading and taking many lives. Healthcare and medicine were not state-of-the-art or even moderate. There were barely any vaccinations which were widely available. Diseases such as measles, typhus, typhoid, and syphilis took the lives of many individuals. Typhus is a disease caused by infection and is transmitted through lice and fleas. Typhoid is a waterborne disease. Along with this, poverty was a constant problem. This caused an increase in the number of prostitutes in cities. Life in Britain before the Industrial Revolution was unpleasant in many different ways. T he Industrial Revolution commenced in Britain. Britain industrialized for many reasons. Before industrialization, the agricultural revolution took place. This was when many advances in agriculture occurred. For one, theShow MoreRelatedThe Causes And Effects Of The Industrial Revolution In Bangladesh1073 Words   |  5 Pageswhat the human race knows as the Industrial Revolution was born. Now, two hundred years later, with a repetition occurring in Bangladesh, what will this modern day phenomenon be known as? Similar to the English in the past, as the Bangladeshi economy continually develops, the living conditions of its workers are substantially depreciating. Because of the extremely low minimum wages, the needs and struggles of the working class are ignored and the negligence is the cause of the uproar by the workers.Read MoreThe Biological Old Regime Occurred Between The 15th And 18th Centuries1497 Words   |  6 Pagesbe supported by agriculture. A shift in society occurred dur ing the 19th century. This marked the beginning of the Industrial Revolution. Although things became easier, it also negatively affected the ecosystem. The top important environmental consequences resulting from the Industrial Revolution are an increase in population, pollution, and global warming. The Industrial Revolution began in Britain during the late 1700s. It took place during the 18th and 19th centuries. 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Ultimately, the most successful people during the transitionRead MoreIndustrial Revolution After The Civil War956 Words   |  4 Pages The Inusterial Revolution after the Civil War Between 18-19th centuries after the Civil War, a chain of events occurred that brought about several changes in the way that people lived and worked in the United States.This period ranges from the time when cities started growing rapidly because human hand labor was drastically changed to machine labor. These events started the American Industrial Revolution, which later affected African American socially, economically and politically. However, manyRead MoreThe Impact of the Industrial Revolution on Western Society1367 Words   |  6 PagesThe Industrial Revolution had a significant impact on Western society and the effects were numerous and mainly positive. The Industrial Revolution began in England in the 1790’s and spread throughout Europe and eventually to America. The extensive effects of the Industrial Revolution influenced almost every aspect of daily life and human society in some way. During this time period, widespread transportation such as railroads became av ailable and important for the movement of goods and people. Also

Mary Ann Bickerdyke, Calico Colonel of the Civil War

Mary Ann Bickerdyke was known for her nursing service during Civil War, including setting up hospitals, winning confidence of generals. She lived from  July 19, 1817 to November 8, 1901. She was known as Mother Bickerdyke or the Calico Colonel, and her full name was  Mary Ann Ball Bickerdyke. Mary Ann Bickerdyke Biography Mary Ann Ball was born in 1817 in Ohio.   Her father, Hiram Ball, and mother, Anne Rodgers Ball, were farmers.   Anne Balls mother had been married before and brought children to her marriage to Hiram Ball. Anne died when Mary Ann Ball was only a year old,. Mary Ann was sent with her sister and her mother’s older two children to live with their maternal grandparents, also in Ohio, while her father remarried.   When the grandparents died, an uncle, Henry Rodgers, cared for the children for a time. We don’t know much about Mary Ann’s early years.   Some sources claim she attended Oberlin College and was part of the Underground Railroad, but there’s no historical evidence for those events. Marriage Mary Ann Ball married Robert Bickerdyke in April 1847. The couple lived in Cincinnati, where Mary Ann may have helped with nursing during the 1849 cholera epidemic.   They had two sons.   Robert struggled with ill health as they moved to Iowa and then to Galesburg, Illinois. He died in 1859.   Now widowed, Mary Ann Bickerdyke then had to work to support herself and her children. She worked in domestic service and did some work as a nurse. She was part of the Congregational Church in Galesburg where the minister was Edward Beecher, son of the famous minister Lyman Beecher, and a brother of Harriet Beecher Stowe and Catherine Beecher, half-brother of Isabella Beecher Hooker.   Civil War Service When the Civil War began in 1861, the Rev. Beecher called attention to the sad state of soldiers who were stationed in Cairo, Illinois.   Mary Ann Bickerdyke decided to take action, probably based on her experience in nursing.  Ã‚   She put her sons under the care of others, then went to Cairo with medical supplies that had been donated.   On arrival in Cairo, she took charge of sanitary conditions and nursing at the encampment, though women were not supposed to be there without prior permission.   When a hospital building was finally constructed, she was appointed matron. After her success in Cairo, though still without any formal permission to do her work, she went with Mary Safford, who had also been at Cairo, to follow the army as it moved south.   She nursed the wounded and sick among the soldiers at the battle of Shiloh. Elizabeth Porter, representing the Sanitary Commission, was impressed by Bickerdyke’s work, and arranged for an appointment as a â€Å"Sanitary field agent.† This position also brought in a monthly fee. General Ulysses S Grant developed a trust for Bickerdyke, and saw to it that she had a pass to be in the camps.   She followed Grant’s army to Corinth, Memphis, then to Vicksburg, nursing at each battle. Accompanying Sherman At Vicksburg, Bickerdyke decided to join the army of William Tecumsah Sherman as it began a march south, first to Chattanooga, then on Sherman’s infamous march through Georgia.   Sherman allowed Elizabeth Porter and Mary Ann Bickerdyke to accompany the army, but when the army reached Atlanta, Sherman sent Bickerdyke back to the north. Sherman recalled Bickerdyke, who had gone to New York, when his army moved towards Savannah.   He arranged for her passage back to the front.   On her way back to Sherman’s army, Bickerdyke stopped for a while to help with Union prisoners who’d been recently released from the Confederate prisoner of war camp at Andersonville.   She finally connected back with Sherman and his men in North Carolina. Bickerdyke remained in her volunteer post – though with some recognition from the Sanitary Commission – until the very end of the war, in 1866, staying as long as there were soldiers still stationed. After the Civil War Mary Ann Bickerdyke tried several jobs after leaving army service. She ran a hotel with her sons, but when she got sick, they sent her to San Francisco.   There she helped advocate for pensions for the veterans.   She was hired at the mint in San Francisco.   She also attended reunions of the Grand Army of the Republic, where her service was recognized and celebrated. Bickerdyke died in Kansas in 1901.   In 1906, the town of Galesburg, from which she’d left to go to the war, honored her with a stature. While some of the nurses in the Civil War were organized by religious orders or under Dorothea Dix’ command, Mary Ann Bickerdyke represents another kind of nurse: a volunteer who was not responsible to any supervisor, and who often interjected themselves into camps where women were forbidden to go.

French Possessives Adjectives Come in Many, Many Forms

Possessive adjectives are the words used in place of articles to indicate to whom or to what something belongs. French possessive adjectives are used in similar ways to English possessive adjectives, but there are some differences in form. Using French Possessive Adjectives French grammar touts many more possessives than English  because there are different forms, not only for the person and number but sometimes also for the gender and the first letter of that which is possessed. All of the different forms are summarized in the table below and are explained in detail later in this lesson. When describing two or more nouns in French, a possessive adjective must be used in front of each one. Son frà ¨re et sa sÅ“ur.His brother and sister.Ma tante et mon oncle.My aunt and uncle. The possessive adjective is almost never used with body parts in French. You cant say my hand or my hair. Instead, the French use pronominal verbs to show possession with body parts. Je me suis cassà © la jambe.I broke my leg (literally I broke the leg of myself).Il se lave les cheveux.Hes washing his hair (literally Hes washing the hair of himself). Singular Plural English Masculine Feminine Before Vowel my mon ma mon mes your (tu form) ton ta ton tes his, her, its son sa son ses our notre notre notre nos your (vous form) votre votre votre vos their leur leur leur leurs Singular Possessive French Adjectives In French grammar, there are three forms of the possessive for each singular person (I, you, he/she/it). The gender, number, and first letter of the noun possessed determine which form to use. My mon  (masculine singular),  mon stylo (my pen)ma  (feminine singular),  ma montre  (my watch)mes  (plural),  mes  livres (my books) When a  feminine noun  begins with a vowel, the masculine possessive adjective is used to avoid saying  ma  amie,  which would break the  flow of speech. In this case, the possessives final consonant is pronounced (the n in the example below) to achieve fluid pronunciation. mon  amiemy (female) friend Your (tu  form) ton  (masculine singular),  ton stylo  (your pen)ta  (feminine singular),  ta montre  (your watch)tes  (plural),  tes livres  (your books) When a feminine noun begins with a vowel, the masculine  possessive adjective  is used: ton  amieyour (female) friend His, Her, Its son  (masculine singular),  son stylo  (his, her, its pen)sa  (feminine singular),  sa  montre  (his, her, its watch)ses  (plural),  ses  livres  (his, her, its books) When a feminine noun begins with a vowel, the masculine possessive adjective is used: son  amiehis, her,  its  (female) friend An important difference between French and English is that  French utilizes the gender of the noun to determine which form to use, not the gender of the subject. A man would say  mon livre  when talking about a book, and a woman would also say  mon livre.  The book is masculine, and therefore so is the possessive adjective, no matter to whom the book belongs. Likewise, both men and women would say  ma  maison, because house is feminine in French. It doesnt matter whether the owner of the house is male or female. This difference between English and French possessive adjectives can be particularly confusing when using him, her, or it.  Son,  sa, and  ses  can each mean his, her, or  its,  depending on the context. For example,  son lit  can mean his bed, her bed, or its bed (for example, the dogs). If you need to stress the gender of the person the item belongs to, you can use  Ãƒ  Ã‚  lui  (belonging to him) or  Ãƒ  Ã‚  elle  (belonging to her). Cest son livre, à  Ã‚  elle.  Its her book.Voici sa monnaie, à   lui.Heres his change. Plural Possessive French Adjectives For plural subjects (we, you, and they), French possessive adjectives are far simpler. There are only two forms  for  each grammatical person: singular and plural. Our notre  (singular),  notre stylo  (our pen)nos  (plural),  nos montres  (our watches) Your (vous  form) votre  (singular),  votre stylo  (your pen)vos  (plural),  vos montres  (your watches) Their leur  (singular),  leur stylo  (their pen)leurs  (plural),  leurs montres  (their watches)

Exploring Whether All Morality Should Reduce to Respecting...

Kantian Ethics states that all morality can be reduced to respecting autonomy. This theory has faced criticisms as well as support. Its most plausible idea is that autonomous agents are capable of making their own decisions and even if their choices may not be the best for them, these choices should be respected. However, criticisms of this theory include concerns such as 1) respecting autonomy is not equivalent to respecting the autonomous agent, 2) the theory does not concern (or concerns very little) with non-autonomous agents such as children and non-human animals, 3) it is implausible that respecting autonomy is the only factor determining morality, and 4) respecting others’ autonomy does not follow from respecting one’s own autonomy.†¦show more content†¦In response to this predicament, Rawls presents Contractualism, where what is right is what everyone would agree to behind a Veil of Ignorance. While behind this veil, an individual is not aware of their social class, sex, race, and any other psychological traits that may prevent one from making a fair judgement. Prioritizing autonomies while behind the Veil of Ignorance can be presumed to be fair and just. However, this theory is purely hypothetical and due to this fact, even if we can make ourselves be unaware of our social class, sex, race, and other psychological traits choices made behind the veil seem irrelevant to reality. Furthermore, agreement behind the Veil of Ignorance does not ensure that the decision is actually permissive because people may agree to a sacrifice if the probability of it happening to them is rare. For instance, people may agree to harvesting organs from healthy individuals to save a greater number of individuals but this does not mean that this act is morally permissible. I have presented how Rawls’ Contractualism fails to support Kantian Ethics which required prioritizing between one’s own autonomy against another’s. Even if the pr oblem of conflicting autonomies were resolved, Kant’s theory still faces criticisms such as the fact that the theory does not respect an individual and their decisions as much as it respects autonomy, does not efficiently discourage unequal cruelty to non-autonomous agents, and does not imprint any value onShow MoreRelatedWomen Entrepreneurs: a Critical Review of the Literature12149 Words   |  49 PagesAbstract Increasing numbers of women are becoming leaders of their own businesses, and many are struggling to achieve success. A growing body of theory and research is exploring how different women come to business ownership, their unique leadership challenges and strategies for success, their personal change and the processes of leadership development they experience. 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Sony Case 1991-2003 Free Essays

Exploring Corporate Strategy CLASSIC CASE STUDIES Restructuring Sony Vivek Gupta and Konakanchi Prashanth The electronics and media giant Sony was struggling through the late 1990s and early part of the 21st century. With each disappointment, it seemed that Sony’s management launched another restructuring of the company. By 2003, commentators were beginning to ask whether restructuring was part of the solution or part of the problem. We will write a custom essay sample on Sony Case 1991-2003 or any similar topic only for you Order Now How should Sony be managing its strategic renewal? G G G As conditions change, Sony has to change accordingly, because their conventional strategy won’t transcend to the Internet-enabled model. 1 Mitchell Levy, author of The Value Framework INTRODUCTION For the first quarter ending 30 June 2003, Japan-based Sony Corporation (Sony)2 stunned the corporate world by reporting a decline in net profit of 98 per cent. Sony reported a net profit of ? 9. 3 million compared to ? 1. 1 billion for the same quarter in 2002. Sony’s revenues fell by 6. 9 per cent to ? 1. 6 trillion for the corresponding period. Analysts were of the opinion that Sony’s expenditure on its restructuring initiatives had caused a significant dent in its profitability. In the financial year 2002–03, Sony had spent a massive ? 100bn on restructuring (? ?500m; ? a750m). Moreover, the company had already announced in April 2003 about its plans to spend another ? 1 trillion on a major restructuring initiative in the next three years. Analysts criticised Sony’s management for spending a huge amount on frequent restructuring of its consumer electronics business, which accounted for nearly two-thirds of Sony’s revenues. In 2003, the sales of the consumer electronics division fell by 6. 5 per cent. Notably, Sony’s business operations were restructured five times in the past nine years. Analysts opined that Sony’s excessive focus on the maturing consumer electronics business (profit margin below 1 per cent in 2002–03), coupled with increasing competition in the consumer electronics industry was severely affecting its profitability. 1 2 ‘Sony Analyzed via the Value Framework’, Mitchell Levy, posted on www. ecmgt. com, October 2002. Sony was established in 1946. The company invented the video recorder, walkman and mini-disc recorder. It is a leading manufacturer of audio, video, communications and information technology products. Sony has also forayed into diverse fields like music, television, computer entertainment and motion pictures. The company is engaged in five main lines of business – electronics, games, music, pictures and financial services. This case was prepared by Vivek Gupta and Konakanchi Prashanth of the ICFAI Center for Management Research, Hyderabad, India. It is intended as a basis for class discussion and not as an illustration of either good or bad management practice. Â © V. Gupta and K. Prashanth, 2004. Not to be reproduced or quoted without permission. Exploring Corporate Strategy by Johnson, Scholes Whittington 1 Restructuring Sony Table 1 Sony’s financials (1991–2003) Year ended March 31 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 * ? 100 = approx. A0. 75. Source: Annual Reports 1991–2003, www. sony. net. Sales Operating Revenue (? bn)* 3695. 51 3928. 67 3992. 92 3744. 8 3990. 58 4592. 56 5663. 13 6755. 49 6804. 18 6686. 66 7314. 82 7578. 26 7473. 63 Operating Income/loss (? bn) 302. 18 179. 55 126. 46 106. 96 ? 166. 64 235. 32 370. 33 520. 21 338. 06 223. 20 225. 35 134. 63 185. 44 Net Income/loss (? bn) 116. 92 120. 12 36. 26 15. 30 ? 293. 36 54. 25 139. 46 222. 07 179. 00 121. 83 16. 75 15. 31 115. 52 However, Sony’s officials felt that the restructuring measures were delive ring the desired results. According to them, the company had shown a significant jump in its profitability in the financial year 2002–03. Sony reported a net income of ? 115. 52bn in the fiscal 2002–03 compared to ? 15. 31bn in 2001–02. (See Table 1 for Sony’s key financials in the past 13 years. ) A statement issued by Sony said, ‘The improvement in the results was partly due to the restructuring of its electronics business, especially in the components units. ’3 At the beginning of the new millennium, Sony faced increased competition from domestic and foreign players (Korean companies like Samsung and LG) in its electronics and entertainment businesses. The domestic rivals Matsushita and NEC were able to capture a substantial market share in the internet-ready cell phones market. Analysts felt that the US-based software giants like Microsoft and Sun Microsystems and the networking major Cisco Systems posed a serious threat to Sony’s home entertainment business. BACKGROUND On 7 May 1946, Masaru Ibuka (Ibuka) and Akio Morita (Morita)4 co-founded a company called Tokyo Tsushin Kogyo Kabushiki Kaisha (Tokyo Telecommunications Engineering Corporation) with an initial capital of ? 190,000 in the city of Nagoya, Japan. They gave importance to product innovation and decided to offer innovative, high-quality products to their consumers. The founders introduced many new products like the magnetic tape recorder, the ‘pocketable radio’, and more. By the 1960s, the company had established itself in Japan and changed its name to Sony Corporation. During the 1960s, the company focused on globalisation and entered the US and European markets. In the 1970s, Sony also set up manufacturing units in the US and Europe. During this period, Sony developed and introduced the Walkman, which was a huge success. It significantly boosted Sony’s sales during the 1980s. By the mid-1980s, Sony’s consumer products were marketed in Europe through subsidiaries in the UK, Germany and France. 3 4 ‘Financial Results for the Second Quarter, FY 2002’, posted on www. sony. net, 28 October 2002. Akio Morita was a graduate in physics, while Masaru Ibuka had a degree in electronic engineering. When Morita joined the Japanese navy as a Lieutenant, he met Ibuka at the navy’s Wartime Research Committee. Exploring Corporate Strategy by Johnson, Scholes Whittington 2 Restructuring Sony Table 2 Sony’s businesses (1994) Business Electronics Product Groups/Companies Video equipment Details Comprises 8mm, VHS, and Beta-format VTRs, laserdisc players, broadcast and industrial use video equipment, Hi-Vision-related equipment, and videotapes. Comprises CD players, Mini Disc system, headphone stereos, personal component stereos, hi-fi components, digital audio tape recorders/players, radio-cassette tape recorders, tape recorders, radios, car stereos, car navigation systems, professional-use audio equipment, audio tapes, and blank MDs. Comprises colour TVs, Hi-Vision TVs, computer displays, professional-use monitors, satellite broadcast reception systems, projector systems, and large colour video display systems. Comprises semiconductors, electronic components, cathode ray tubes (CRTs), telephone and telecommunications equipment, computers, computer peripherals (including floppy disk systems and CD-ROM systems), home video game systems, batteries, and FA systems. Includes Columbia Records Group; Epic Records Group; TriStar Music Group; Sony Music International; Sony Classical; Sony Classical Film Video; Sony Wonder; Sony Music Entertainment (Japan) Inc. Includes the Columbia TriStar Motion Picture Companies; Sony Television Entertainment; Columbia TriStar Home Video; and Sony Pictures Studios and The Culver Studios. Sony Retail Entertainment includes Sony Theatres. Comprises the insurance business of Sony Life Insurance Company Limited and the finance operations of Sony Finance International. Audio equipment Television Others Entertainment Music Group – Sony Music Entertainment Pictures Group – Sony Pictures Entertainment Inc. (SPEI) Insurance and Finance Sony Life Insurance and Sony Finance International Source: Sony Annual Report 1995, www. sony. net. In 1989, Norio Ohga (Ohga) took over as the chairman and CEO of Sony from Morita. Under Ohga, Sony began to place greater emphasis on process innovations that improved efficiency and controlled product costs. By 1994, Sony’s businesses were organised into three broad divisions – Electronics, Entertainment and Insurance and Finance (see Table 2). Each business division was in turn split into product groups. The electronics business division was split into four product groups, which produced a wide variety of products. The entertainment division, which consisted of the music group and the pictures group, made music videos and motion pictures. The finance division consisted of Sony’s life insurance and finance business. The company’s growth was propelled by the launch of innovative products and by its foray into the music and films business. Restructuring of electronics business (1994) Under Ohga’s leadership, Sony witnessed negligible growth in sales during 1990 and 1994. Sales and operating revenues improved by only 2 per cent during that period. However, the net income and operating income registered a drastic fall of 87 per cent and 67 per cent respectively. Analysts felt that the stagnation in the electronics industry coupled with factors such as the recession in the Japanese economy and the appreciation of the yen against the dollar led to the deterioration in the company’s performance. Exploring Corporate Strategy by Johnson, Scholes Whittington 3 Restructuring Sony Table 3 Sales performance of the electronics business (1991–95) (in ? bn)* Year/ Business 1991 1992 1993 1994 1995 * ? 100 = approx. A0. 75. Source: Sony Annual Report 1995, www. ony. net. Video Equipment 928 896 828 669 691 Audio Equipment 882 948 928 841 899 Televisions 552 593 634 618 709 Others 619 793 772 817 909 It was noticed that in the electronics business (see Table 3), the revenues of the video and audio equipment businesses were coming down or were at best stagnant, while the television and ‘Others’ group were showing s igns of improvement. The ‘Others’ group, which consisted of technology intensive products such as computer products, video games, semiconductors and telecom equipment, was performing very well and had a growth rate of nearly 40 per cent. In order to focus on the high growth businesses, Sony announced major changes in the structure of its electronics business in April 1994. Sony’s management felt that the ‘Group’ structure, which had fuelled the company’s growth in the 1980s, was proving to be redundant in the dynamic business environment of the 1990s. In the new structure, the product groups of the electronics businesses were regrouped into eight divisional companies. The eight companies were the Consumer Audio Video Products Company, the Recording Media Energy Company, the Broadcast Products Company, the Business Industrial Systems Company, the InfoCom Products Company, the Mobile Electronics Company, the Components Company, and the Semiconductor Company. The restructuring exercise laid special focus on the products that formed the ‘Others’ group. Each divisional company had its own goals and was responsible for all its operations (production, sales and finance). The presidents of the divisional companies were authorised to decide upon the investments to be made up to a prescribed limit. They could also take decisions regarding the HR issues for all employees up to the level of divisional director. In addition, they were made responsible for the financial performance of the companies headed by them. Sony’s presidents were expected to perform a role similar to that of CEOs and were accountable to shareholders. The restructuring of Sony’s electronics business was aimed at improving the company’s focus on high potential products and expediting the decision making process to make the company more responsive to changing market conditions. Following the restructuring, the number of layers in the decision-making process was reduced from six to a maximum of four layers. Commenting on his responsibilities within the new structure, Ohga said, ‘First of all, I would like for the divisional presidents to run their companies as if they were reporting to shareholders once a year at a shareholders’ meeting. My role will be to review their strategies, examine any points I feel should be questioned and provide advice when and where necessary. ’5 The main goals of Sony’s newly formed organisation system were explained in a memorandum entitled ‘The Introduction of the Company within a Company System’ (see Table 4). Explaining the rationale for the new system, Ohga said, ‘By revitalising its organization, Sony aims to introduce appealing products in the market in a timelier fashion while further strengthening cost-competitiveness companywide. ’6 In 1995, after the implementation of the divisional company structure in the electronics business, changes were announced in Sony’s management structure. Under the new framework, Sony was to be led by a team of executives at the top management level. The team included the Chairman CEO, Vice Chairman, President Chief Operating Officer (COO), Chief Officers and the presidents of divisional companies. Analysts felt that Sony’s management took this measure to reduce the company’s reliance on 5 6 ‘From a Business Group System to a Divisional Company System’, posted on www. sony. net. As quoted in the 1995 annual report, posted on www. sony. net. Exploring Corporate Strategy by Johnson, Scholes Whittington 4 Restructuring Sony Table 4 Five main goals of the new system G To further enhance core businesses while developing new ones. G To introduce an organisational structure in which sales and production work closely together and respond quickly to market changes. G To simplify the structure to clarify responsibilities and transfer authority, thus ensuring quick responses to external changes. G To reduce the levels of hierarchy in the organisation. G To encourage the entrepreneurial spirit in order to foster a dynamic management base for the 21st century. Source: ‘From a Business Group System to a Divisional Company System’, posted on www. ony. net. a single leader. In March 1995, Nobuyuki Idei (Idei) was appointed the President and Chief Operating Officer of Sony. Despite the organisational changes, the financial performance of Sony deteriorated in 1995. For the fiscal year ending March 1995, Sony reported a huge net loss of ? 293. 36bn. The write off of goodwill during 1994, the poor performance of the Pictures group and the strength of the yen were regarded as major reasons for this loss. During 1994, the yen was at an all-time high against the dollar, making Sony’s exports uncompetitive. Analysts also felt that Sony’s consumer electronics business lacked new, innovative products. Given this poor financial performance, the top management of Sony decided to integrate the company’s various domestic and global business functions such as marketing, RD, finance, and HR. The functions of its numerous divisional companies were thus brought under the direct purview of headquarters. Idei also decided to strengthen the existing eight-company structure and to lay more emphasis on RD in the IT field. He felt that Sony needed to focus on developing IT-related businesses. Accordingly, Sony’s management reorganised the existing structure to create a new ten-company structure. THE TEN-COMPANY STRUCTURE (1996) In January 1996, a new ten-company structure was announced, replacing the previous eight-company structure (see Table 5). Under the new structure, the previous Consumer Audio Video (AV) company was split into three new companies – the Display Company, the Home AV Company and the Personal AV Company. A new company, the Information Technology Company, was created to focus on Sony’s business interests in the PC and IT industry. The Infocom Products Company and the Mobile Electronics Company were merged to create the Personal Mobile Communications Company. The other companies formed were the Components Computer Peripherals Company (formerly called the Components Company), the Recording Media Energy Company, the Broadcast Products Company, the Image Sound Communications Company (formerly called the Business Industrial Systems Company) and the Semiconductor Company. Table 5 Basic features of the ten-company structure G A new company structure to promote quicker, more effective operations that better reflect market changes. G The establishment of an Executive Board to reinforce headquarters and corporate strategy and management functions. G The appointment of new companies and groups for entering into the IT and telecommunications businesses. G The consolidation of marketing functions. G The establishment of Corporate Laboratories for new business development. G The training of promising young talent to foster future managers. Source: ‘Sony Announces a New Corporate Structure’, posted on www. sony. net, dated 16 January 1996. Exploring Corporate Strategy by Johnson, Scholes Whittington 5 Restructuring Sony In order to devise and implement the corporate strategies of the Sony Group, an Executive Board was created. The board was chaired by Idei. The other members of the board included the Chief Human Resources Officer, the Chief Production Officer, the Chief Marketing Officer, the Chief Communications Officer, the Chief Technology Officer, the Chief Financial Officer, the Executive Deputy President Representative Director and the Senior Managing Director. In an attempt to consolidate the marketing operations of Sony, the marketing divisions that belonged to the previous organisational setup were spun off to create three new marketing groups – the Japan Marketing Group (JMG), the International Marketing Operations Group (IMO) and the Electronic Components Devices Marketing Group (ECDMG). The JMG was responsible for all marketing activities in Japan for five companies – the Display Company, the Home AV Company, the Information Technology Company, the Personal AV Company and the Image Sound Communications Company. The IMO was responsible for supporting all overseas marketing efforts for these companies. The ECDMG oversaw the worldwide marketing operations for the Semiconductor Company and the Components Computer Peripherals Company. Analysts felt that this consolidation was done to separate Sony’s Japanese marketing operations from its worldwide operations so that the company could operate in a focused manner. To centralise all the RD efforts of Sony, the previous RD structure (in which each company had its own RD division) was revamped and three new corporate laboratories were established. The laboratories were the Architecture Laboratory (responsible for carrying out RD for software, network and IT-related technologies), the Product Development Laboratory (RD for product development in AV businesses) and the System LSI Laboratory (RD for LSI and system design, the basic components of hardware products). In addition, a new D21 laboratory was established to conduct long-term RD for future oriented technology intensive products. Sony also gave emphasis to grooming young, talented people to take up top management positions. The company also introduced the oncept of ‘virtual companies’ – temporary groups consisting of people from different divisions for launching hybrid products. Sony applied this idea when developing the latest generation Mini Disk players. For the financial year 1995–96, Sony registered a 15 per cent increase in revenues and became profitable again. In April 1998, a new organisation, Corporate Information Systems Solutions (CI SS), was established to realign and upgrade Sony’s information network systems and its global supply chain. The CISS comprised an advisory committee of individuals from management consultancy firms and Sony’s CISS representatives. The committee members advised the President on technological and strategic issues related to CISS. Representatives of the CISS were placed in all divisional companies to accelerate the implementation of corporate IT projects. During early 1998, Sony formed Sony Online Entertainment in the US to focus on internet-related projects. In May 1998, Sony changed the composition of its board of directors and established the new position of Co-Chief Executive Officer (Co-CEO). Idei was appointed Co-CEO. Idei reshuffled the management system to facilitate speedy decision making, improve efficiency, and provide greater role clarity to managers. The new system separated individuals responsible for policy-making from those who were responsible for operations. Under the new system, Idei was responsible for planning and designing Sony’s strategies and supervising the growth of e-business. Along with Ohga, he had to supervise the performance of the entire Sony group. President Ando was made responsible for overseeing Sony’s core electronics business, while Chief Financial Officer (CFO) Tokunaka was made responsible for the company’s financial strategies and network businesses. In addition, the top management positions of Sony’s global subsidiaries, which were previously called Corporate Executive Officers, were redesignated Group Executive Officers. Explaining the rationale for these changes, a Sony spokesman said, ‘These changes are aimed at making Sony’s management more agile’. 7 7 ‘Sony Names Management Team’, by Yoshiko Hara, EE Times, 9 May 2000. Exploring Corporate Strategy by Johnson, Scholes Whittington 6 Restructuring Sony Table 6 Sales performance of Sony’s businesses (1995–99) (in ? bn)* Year/Business 1995 1996 1997 1998 1999 CAGR (4 years) ? 100 = approx. A0. 75. Source: Sony Annual Report, 1999, posted on www. sony. net. Electronics 3027 3283 3930 4377 4355 8. 55% Game 35 201 408 700 760 215% Music 481 506 570 660 719 10. 5% Pictures 282 317 439 643 540 17% Insurance 113 207 228 291 339 31% Others 52 78 88 84 81 11. 7% The implications From 1995 to 1999, Sony’s electronics business (on which the restructuring efforts were focused) grew at a compounded annual growth rate (CAGR) of 8. 55 per cent (see Table 6). The music business had a CAGR of 10. 5 per cent while the pictures business had a CAGR of 17 per cent. Significant gains were, however, recorded by the games and insurance business. The games business registered a CAGR of 215 per cent, while the insurance business registered a CAGR of 31 per cent. In the late 1990s, Sony’s financial performance deteriorated. For the financial year 1998–99, its net income dropped by 19. 4 per cent. During that period, Sony was banking heavily on its PlayStation computer game machines. It was estimated that the PlayStation (Games business) accounted for nearly 42 per cent of Sony’s operating profits and 15 per cent of total sales for the quarter October–December 1998. In the late 1990s, many companies across the world were attempting to cash in on the internet boom. At that time, Sony’s management felt the need to establish a link between its electronics business (TVs, music systems, computers) and its content-related businesses (music, video games, movies and financial services) by making use of the internet. The management felt that in future, the revenues generated by internet-related businesses might even surpass those earned through the consumer electronics business. It wanted to use the internet as a medium for selling its electronic products as well as its content (music, movies and so on). In order to achieve this, Sony announced another reorganisation of business operations. Analysts felt that Sony was in a good position to exploit the opportunities offered by the internet since the company already had an established position in the electronics and content-related businesses. THE UNIFIED-DISPERSED MANAGEMENT MODEL In April 1999, Sony announced changes in its organisational structure. Through the new framework, the company aimed at streamlining its business operations to better exploit the opportunities offered by the internet. Sony’s key business divisions – Consumer Electronics division, Components division, Music division and the Games division – were reorganised into network businesses. This involved the reduction of ten divisional companies into three network companies, Sony Computer Entertainment (SCE) Company and the Broadcasting Professional Systems (BPS) Company (see Exhibit 1). SCE Company was responsible for the PlayStation business while the BPS Company supplied video and audio equipment for business, broadcast, education, industrial, medical and production related markets. The restructuring aimed at achieving three objectives – strengthening the electronics business, privatising three Sony subsidiaries, and strengthening the management capabilities. The restructuring also aimed at enhancing shareholder value through ‘Value Creation Management’. 8 8 It aimed at creating value by dividing the group into networked autonomous business units such that the resources within the Sony Group complemented each other. Exploring Corporate Strategy by Johnson, Scholes Whittington 7 Restructuring Sony Exhibit 1 The unified-dispersed management model Source: ‘Sony Announces Organization Structure for New Network Companies’, posted on www. sony. net, 29 March 1999. Strengthening the electronics business The three network companies created were the Home Network Company, the Personal IT Network Company and the Core Technology Network Company. Each network company was governed by a network company management committee (NCMC) and a network committee board (NCB). The NCMC was responsible for developing management policies and strategies. Its members included the officers and presidents of the concerned network company. The NCB was responsible for managing the day-to-day operations of the network company while keeping in mind the overall corporate strategy of the entire organisation. Each NCB was chaired by the concerned company’s President CEO, Deputy President, President and Representative Director, two Executive Deputy Presidents and Representative Directors, and Corporate Senior Vice President. The new structure aimed at decentralising the worldwide operations of the company. The corporate headquarters gave the network companies the authority to function as autonomous entities in their corresponding businesses. To facilitate more functional and operational autonomy, the corporate headquarters also transferred the required support functions and RD labs to each network company. To give a further boost to Sony’s electronics business, the management created Digital Network Solutions (DNS) under the purview of headquarters. The role of DNS was to create a network business model by charting strategies and developing essential technologies for exploiting the opportunities offered by the internet. The basic aim of creating DNS was to develop a network base that would provide customers with digital content (such as music and movies) and financial services. Privatising Sony’s subsidiaries As part of its strategy to promote functional and operational autonomy and to devote more attention to units which contributed significantly to its revenues and profits, Sony decided to convert three of its companies – Sony Music Entertainment ( Japan), Sony Chemical Corporation (manufactured printed circuit boards (PCBs), recording media and automotive batteries), and Sony Precision Technology (manufactured semiconductor inspection equipment and precision measuring devices) – into wholly Exploring Corporate Strategy by Johnson, Scholes Whittington 8 Restructuring Sony owned subsidiaries of Sony. In addition, Sony converted SCE, which was jointly owned by Sony and Sony Music Entertainment ( Japan), into a wholly owned subsidiary of Sony. Strengthening the management capability To strengthen the management capability, Sony clearly demarcated the roles of headquarters and the newly created network companies. Accordingly, distinction was made between the strategic and support functions. Sony’s headquarters was split into two separate units – Group Headquarters and Business Unit Support. The role of Group Headquarters was to oversee group operations and expedite the allocation of resources within the group. The support functions, such as accounting, human resources and general affairs, were handled by the network companies so that they could enjoy more autonomy in their operations. Significant long-term RD projects were directly supervised by the headquarters, while the immediate and short-term RD projects were transferred to the concerned network companies. In order to evaluate the performance of the network companies, a value based performance measurement system9 was introduced. The implications While pursuing its restructuring efforts, Sony started developing products which were compatible with the internet. Its electronic products, such as digital cameras, personal computers, music systems, and Walkman, were made web compatible. Through its website, www. sony. net, consumers could participate in popular television game shows, listen to music, and download songs and movie trailers. Sony also ventured into e-business with the acquisition of Sky Perfect Communications. 10 While focusing on offering internet-enabled products, Sony also attempted to increase internet penetration by offering internet connection at lower cost and higher speed to consumers in urban areas. Sony’s restructuring efforts in 1999 were well received by investors. Following the announcement of the restructuring programme, Sony’s stock prices nearly tripled. This positive trend continued even in 2000. By March 2000, its stock prices were at a high of $152. Having already offered its PlayStation game console on the internet, Sony successfully launched its PlayStation 2 (PS2) video game console in Japan in March 2000. The PS2 sold 980,000 units within the first three days of its launch. However, Sony still faced problems since its other businesses, including electronics, movies, personal computers, and mobile telecommunications, were not performing well. Analysts felt that the low internet penetration rate in Japan (estimated to be 13 per cent in 1999) was proving to be a major hurdle for Sony. Consequently, Sony’s financial performance deteriorated by the end of 1990s. For fiscal 1999 –2000, Sony’s net income fell to ? 121. 83bn compared to ? 179bn in the fiscal 1998–99. This resulted in a major fall in its stock prices. By May 2000, Sony’s stock prices fell by 40 per cent to $89. Analysts were quick to criticise Sony’s efforts towards transforming itself into a web-enabled company. They commented that the company had created more hype rather than taking a few significant steps in this regard. In response to these financial problems, Sony announced a reshuffle in its top management. Idei became the Chairman and Chief Executive Officer of Sony. Ando, who headed Sony’s PC division, was 9 A system that helps in effectively determining the cost of capital. The measurement is based on economic profit, which is calculated by subtracting the cost of debt and equity from the operating profit after tax. Sony planned to use this system of measurement to set targets and evaluate business unit performance. The performance was to be linked, in future, with management compensation. 10 A popular satellite broadcasting company in Japan which owned Sky Perfect TV and had successfully ventured into the internet service provider (ISP) business by launching the website, www. so-net. This website enabled online shopping, interactive games, fortune telling as well as stockbroking. Exploring Corporate Strategy by Johnson, Scholes Whittington 9 Restructuring Sony made the President, while Tokunaka, who previously headed the PlayStation unit, was made the Chief Financial Officer of Sony. Sony also undertook a massive cost-cutting exercise. Its global manufacturing facilities were reduced from 70 in 1999 to 65 in 2001. Sony planned to further bring down the number of manufacturing facilities to 55 by the end of 2003. This move would result in the elimination of 17,000 jobs. While implementing these measures, the company had to deal with severe resistance from employee unions and local governments (in areas where jobs would be eliminated). Despite the above measures, Sony’s financial condition did not show any significant improvement in 2001. The company was severely affected by the slowdown in the IT industry during 2000–01, which led to a decline in the demand for its computer-related products. As a result, in spite of a 9. 4 per cent increase in revenue in the fiscal 2000–01 (mainly due to the improved sales of the PlayStation games console) Sony’s net income dropped significantly from ? 121. 83bn in the fiscal 1999–2000 to ? 16. 75bn in the fiscal 2000–01. Analysts commented that Sony required a new business model. The company had immediately to take concrete measures to increase its net income. Sony’s management also felt that with the emergence of net-compatible devices like cellular phones, audio and video gadgets and laptops, PCs were losing their charm. It felt that in the emerging age of ‘broadband’11 the demand for the above products was likely to increase in future. Sony’s management felt that in order to boost profitability and exploit the opportunities offered by the broadband era, there was a need for yet another organisational restructuring. RESTRUCTURING EFFORTS IN 2001 Sony announced another round of organisational restructuring in March 2001. The company aimed at transforming itself into a Personal Broadband Network Solutions company by launching a wide range of broadband products and services for its customers across the world. Explaining the objective of the restructuring, Idei said, ‘By capitalising on this business structure and by having businesses cooperate with each other, we aim to become the leading media and technology company in the broadband era. ’12 The restructuring involved designing a new headquarters to function as a hub for Sony’s strategy, strengthening the electronics business, and facilitating network-based content distribution. New headquarters to function as a hub for Sony’s strategy Under the new structural framework (see Exhibit 2), Sony’s headquarters was revamped into a Global Hub centred on five key businesses – electronics, entertainment, games, financial services and internet/ communication service. The primary role of the Global Hub (headed by the top management) was to devise the overall management strategy of the company. Sony’s management decided to integrate all the electronics business related activities under the newly created Electronic Headquarters (Electronics HQ). In order to achieve the convergence of Audio Video Products with IT (AV/IT convergence), Sony devised a unique strategy called ‘4 Network Gateway’. Under this strategy, the games and internet/communication service businesses were combined with the electronics hardware business so that innovative products could be developed and offered for the broadband market. The three businesses were under the supervision of Ando. In order to provide support services for the entire group, a management platform was created, which consisted of key support functions in diverse fields such as accounting, finance, legal, intellectual 11 An acronym for broad bandwidth, it is a high-speed, high-capacity data transmission channel that sends and receives information on coaxial cable or fibre-optic cable (which has a wider bandwidth than conventional telephone lines). This channel can carry video, voice and data simultaneously. 12 As quoted in the Annual Report 2002, www. sony. net. Exploring Corporate Strategy by Johnson, Scholes Whittington 10 Restructuring Sony Exhibit 2 Sony organisational chart: electronics-related business (as of 1 April 2001) Source: ‘A New Group Structure for the Next Stage of Integrated, Decentralized Management’, www. sony. net, 29 March 2001. copyrights, human resources, information systems, public relations, external affairs and design. The management platform was later split into the Engineering, Management and Customer Service (EMCS) Company and the Sales Platform (which comprised the regional sales companies and region-based internet direct marketing functions). The management platform was headed by the Chief Administrative Officer, a newly created position. Sony’s management also converted the product-centric network companies into solution-oriented companies by regrouping them into seven companies. Group resources were allocated among the network companies on the basis of their growth potential. Exploring Corporate Strategy by Johnson, Scholes Whittington 11 Restructuring Sony Strengthening electronics business To enhance the profitability of the electronics segment, Sony’s management decided to give emphasis to product development efforts. The management felt it was also essential to enhance the quality of the electronic devices manufactured. In order to achieve this, Sony’s management devised an innovative business model called the Ubiquitous Value Network,13 which connected the company’s existing hardware, content and services through an agency of networks. Sony planned to develop a wide range of products which could be connected through this network. Network-based content distribution Like the electronics, games and internet/communication service businesses, the entertainment and financial services businesses were also developed in a network compatible manner to facilitate electronic content distribution. In the entertainment business, music and movies were converted into a digital format and distributed over the internet (apart from being distributed through traditional channels such as music stores and theatres). In Japan, Sony Music Entertainment launched online music through its website. This website allowed customers to download popular songs for a fee. In the financial services business, Sony Life Insurance Japan launched the ‘Life Planner’ consultancy system which offered personalised financial services online to its customers. Sony Life Assurance Japan also went online and started selling its insurance policies over the internet. The implications Soon after the reorganisation, Sony launched some innovative products to cater to the broadband market. For instance, in 2001, the company launched a series of internet-compatible mobile phones. However, the product was unsuccessful (owing to problems in the software used in the mobile devices) and in early 2002 Sony had to recall three batches of phones sold to Japanese companies. In consequence, Sony had to write off $110m in the quarter ending June 2002. In April 2003, Sony announced another major restructuring exercise (to be carried out in the next three years) in order to strengthen its corporate value (see Exhibit 3). Following this announcement, Sony was reorganised into seven business entities – four network companies and three business groups (see Exhibit 4). These business entities were given the authority to frame short-term and long-term strategies. According to analysts, the company’s financial performance did not improve in spite of the frequent restructuring by Sony’s management. For the financial year 2001–02, Sony’s operating income fell by a significant 40. 3 per cent while its revenues registered a marginal increase of 3. 6 per cent. According to a BusinessWeek report, sales of Sony’s most profitable products – the PlayStation and the PS2 game consoles – were likely to fall (see Exhibit 5). Due to Sony’s poor financial performance, the management planned to further reduce the number of manufacturing facilities and shift some production activities out of Japan. Analysts also criticised Sony for being a diversified business conglomerate engaged in several businesses from semiconductors to financial services. They felt that the company should focus on a few highly profitable businesses like games, insurance, and audio-video equipment and hive off the unprofitable businesses. Analysts felt that spending huge amounts of money on restructuring was not justified, particularly since the restructuring exercises had not yielded the expected results. In 2001, restructuring efforts had cost the company ? 100bn; and the proposed restructuring in April 2003 was expected to cost another ? 40bn. 13 The Ubiquitous Value Network is an environment in which PC and non-PC consumer electronics devices are seamlessly connected to each other and to the network, giving users access to all types of content or service, from anywhere across the globe. Exploring Corporate Strategy by Johnson, Scholes Whittington 12 Restructuring Sony Exhibit 3 Sony organisational cha rt (as of 1 April 2003) Source: ‘Sony Announces Executive Appointments and Organizational Reforms Effective as of April 1, 2003’, www. sony. net, 31 March 2003. Exhibit 4 Responsibilities of network companies and business groups No. 2 3 Network company/ business group Home Network Company Broadband Network Company IT and Mobile Solutions Network Company 4 5 6 Micro Systems Network Company Game Business Group Entertainment Business Group Responsibility To create a new home environment with networked electronic devices centred on next-generation TV Development of next-generation electronics devices and linkages to Game devices To realise a connected world with PC and mobile devices and strengthen the B2B solutions business To enhance key devices and modules as core components of attractive set products To promote Game businesses for the broadband era To develop entertainment content businesses based on pictures and music and develop a new content business model for the ne twork era To integrate various business units providing services based on direct contact with customers (finance, retail, etc). Strengthen synergies and develop attractive new business models for customers through the application of IT. 7 Personal Solutions Business Group Source: ‘Sony Announces Executive Appointments and Organizational Reforms Effective as of April 1, 2003’, www. sony. et, 31 March 2003. Analysts also felt that the convergence of consumer electronics, PCs and the internet was not only opening up new opportunities for Sony but also creating more competition for its core businesses. As Sony took steps to strengthen its networking capabilities, the company faced new forms of competition in both domestic as well as foreign markets. For instance, in the US, software giants like Microsoft and Sun Microsystems (as well as a few startups) were planning to enter the home entertainment market. Exploring Corporate Strategy by Johnson, Scholes Whittington 13 Rest ructuring Sony Exhibit 5 Break-up of Sony’s businesses (31 March 2002) Business Electronics Games Insurance Films Music Others Sales ($bn) 35. 6 7. 4 3. 7 4. 6 4. 5 0. 6 Operating profits ($m) 125 578 91 147 203 NA Source: ‘Can Sony Retain the Magic’, by Irene M. Kunii Cliff Edward, BusinessWeek, 11 March 2002. Even Cisco Systems, which provided network solutions, had started manufacturing consumer electronics products. A BusinessWeek report said that Sony lacked any distinctive competencies in the internet-related businesses. It was neither an aggregator of content like Yahoo! , nor a limited-product vendor with an efficient distribution network such as Dell. Exploring Corporate Strategy by Johnson, Scholes Whittington 14 How to cite Sony Case 1991-2003, Essay examples