ShantanuT01/DACTYL-Pretraining huggingface dataset:
Part A – Chapter Extension: Organizational Subcultures Organization and Culture The organization can be depicted in terms of the culture that exists in it. The organization can have an image which pertains to its culture as culture plays a significant role in the formation, development and the progressive growth of an organization. The work practices, business orientation as well as human relations in an organization are formed on the basis of the organizational culture. “The concept of culture has been linked increasingly with the study of organization. With the recognition of the symbolic aspects of organized settings have come calls for a cultural perspective on organizations.” (Smircich, 1983) The theory of leadership and culture in an organization depicts that leadership and culture in an organizational are inter related with the culture affecting the way business is carried out in an organization. “The intersection of culture theory and organization theory is evident in five current research themes: comparative management, corporate culture, organizational cognition, organizational symbolism, and unconscious processes and organization.” (Smircich, 1983) The role of culture in an organization is such that the environment in the business, the interactions amongst the different functions, strategic decisions as well as day to day activities are affected by the predominant culture in the organization. The following sections depict how the organization is a collection of different systems having essentially different subcultures. Organization as a Complex Anagram of Subcultures The culture in an organization is derived from its people. The relationship between an organization, the culture of the organization and its people is such that the culture is formed from the regional culture of the people and their ideology. Specially in the dynamic world of today, where organizations are increasingly become diverse entities having diverse work groups the culture of the organization can more aptly be referred to as a collection of subcultures. “When one brings culture to the level of the organization and even down to groups within the organization, one can see clearly how culture is created, embedded, evolved and ultimately manipulated, and , at the same time how culture constrains, stabilizes and provides structure”(Schein, 2004). Derivation and Background The derivation of the culture of any organization is base don the culture of the region, particularly that of its workforce. An organization is made up of the different components, much like a system, and as a result the culture of the organization is also made up of a collection of subcultures. “Organizational psychology is slowly evolving from an individualistic point of view toward a more integrated view based on social psychology, sociology, and anthropology.” (Schein, 1996). A research conducted by Hofstede on the identification of organization subcultures depicted that it is possible for multiple subcultures to exist in an orga
The article “Who’s In Charge Here? How Changes in Corporate Finance Are Shaping Corporate Governance” by M. Blair is an analysis of how the corporate changes of 1980s were shaping corporate governance. The article begins by noting how corporate leaders were being involved in big spending during the 1980s. Most of this spending was directed towards takeovers and other such projects. The result of this development was that by 1990, most companies were already dealing with bad debts. The article continues to note that the only reason the issue of corporate debts began being addressed was because of the recession. Some of the companies that previously had bad debts have since managed to overturn their situation. According to the article, this situation has been made worse by the fact that most of those running these companies are not shareholders. In cases where there are disputes between managers and shareholders, the managers are more likely to emerge victorious (Blair 1991). The author of the article also cites the complexities involved in corporate restructuring process. The corporate governance trends of the period before 1980 are also covered. During this period, there was little correlation between corporate governance and corporate finance. This meant that managers encountered little interference from shareholders. In the 1930s, most corporations were run by their founders and this meant that these owners were in charge of their corporations’ governance. The article also explores the current state of corporate debts. It is important to note that corporate governance policies are best tested in bad economic times. Corporate debt in this case is not a solution to wealth generation for corporations. Like everything else, corporate financing by debt acquisition should be rationali
Throughout history, humankind has progressively evolved from one epoch to the other, in terms of technology and activities. Of all living beings, humankind is the only rational being. This aspect has seen humankind desire to dominate and subjugate the world. Wars of conquest have existed since humankind surfaced on the face of the Earth. In the desire to dominate, different civilizations have emerged, technological advancements made and consequently humankind has traveled throughout the world exploring, trading, and spreading various religions and ideologies. This aspect of interaction and discoveries has revolutionized especially since 1500. Human beings have a dynamic lifestyle that is constantly in a state of flux. [1] During the 16 th Century onwards the world experienced major and drastic changes. Trade during the 1500 intensified all over the world in what can be referred to as the age of exploration. European nations were the most dominant during this period. The Europeans explored the just discovered new lands of Americas and Oceania, in the process, trading with those they found in these new areas, waging warfare on the natives, subjugating them and establishing their cultures. Europeans on their way to India happened to discover that East Africa was an important base to enable them conduct business with Far East efficiently. After Vasco Da Gama had toured the region and reported to the king in Portugal, the Portuguese attacked East Africa and took over towns like Kilwa and Mombasa that were very hostile to the Portuguese. They established their base in Malindi town, which was a bit friendly. Vasco Da Gama erected a pillar and placed a cross on top in Malindi to signify the arrival of Christianity. Arabs who were Muslims had dominated the Coast of Africa at the time. Europeans also engaged in massive trading activities with Far East countries like Japan an
Introduction In order to effectively compete in the global market economy, organizations must develop a way to sustain a competitive advantage. It is now an established fact that most successful global organizations can attribute their success and competitive advantage to the uniqueness of their workforce and the system they put in place to effectively manage their human capital (Tayeb, 2005). The most challenging task of most companies is how to identify, attract, and retain an adequate number of managers who have the expertise and the experience in coordinating global strategic efforts while, at the same time, balancing the unique conditions of the local country (Tayeb, 2005). Overseas subsidiary management is, therefore, a unique experience that requires managers to manage the demands of the global market, and keep an eye on the local trends of the host country. This essay seeks to identify the unique workforce conditions in the United Kingdom and the appropriate approaches that can be used in handling such conditions. Local conditions of the workplace in the UK The United Kingdom is a highly developed country with a partially regulated market economy. Based on market exchange rates, the country is ranked at position six worldwide and third in Europe, after Germany and France. The workforce conditions in the nation reflect those of a typical developed country under democratic governance structures. In the UK, all workers are granted the rights by the constitution to form unions, with the exception of the military personnel (Davies, 2012). The Employment Regulations Act of 1999 mandated all companies with an employee population of above 20 to allow unionization. Most of the rules and regulations of the country are pro-employees in a number of ways. First, the country operates on a minimum wage policy. This policy dictates that an employee must not be paid anything less than $5.50 per hour. The rating for employees below 18 years of age is, however, set at $4.75 per hour. The law on unionization gives employees a legal right to protest for their employment rights. Workers in the UK have a 48-hour maximum working time per week, but most people work for an average of between 37.5 hours to 40 hours per week. Working policies demand that any overtime work should be properly factored in the compensation program of companies. Additionally, British laws stipulate that employees should be given a flexible work schedule that allows one to go t
Introduction The rise of China has become one of the most important phenomena taking place in the world. Policy makers and international relations scholars have come up with numerous debates due to the rise of China. The history of the Chinese government stretches over years, but it is not short of powerful dynasties. Most countries perceived the Chinese government as a great power in the 1940s. This perception was because of the efforts that were coming from United States, which was meant to enhance the status of China as a great power. This was done in order for China to counterbalance other countries, which had great power like the Japanese government (Blankert, p. 50). This paper focuses on the aspect of the rise of China and whether it is a threat to European countries. Perceptions concerning China’s rise China’s rise has raised concerns among many policy makers. This is because of the various threats that have emerged from this aspect. Such threats have been identified as China’s economic threat, military threat, energy threat, and civilization threat among others. The perception of China being a threat has existed for some time now. For example, in 1949, the United States perceived china as a great enemy. The fact that China’s economy is opening up to the outside world can be regarded as a threat or an opportunity. China should not be underestimated at any point because it has large reserves for foreign exchange and surpluses in trade. Its increased capability to manufacture various products enabled the country to be ranked among the leading countries in the world economy (Xing, p.59). As pointed out by Lardy, China’s current market not only presents great opportunities for most of the businesses in Europe, but also the United States (para. 7). This is because the large business opportunities in China outweigh the loss of most jobs from Europe and the US. This has made Europe have a lot fear because this means that they will experience job drain to China. The rapidly expanding economic growth and large involvement in global trade have made China rise economically. This has also been contributed to by direct investments inflows from foreign countries. The European economy has come up with policies that try to react to China’s rise due to the fear they hold against China. Europe’s fear stems from the realization that Europe is in the midst of banking and sovereign debt crisis. The assertions in Europe by some policymakers over the European relations China have raised some questions. This is because of the approach used by the European countries to emphasize on conditionality and encouragement of quality governance. Again, it is because of the approach of the Chinese to put emphasis on investment in infrastructure. The Chinese analysts noted that the real source of economic threat was the Europeans. This is because the Europeans were still in fear of the developments realized by the Chinese government both economically and in military dimension. Cooney and Yoichir belie
The article under consideration is entitled “How Vaping Giant Juul Explains Everything That’s Wrong with Our World.” It was written by David Dayen and appeared in an online journal, The Intercept . The article was about the rapid growth of Juul, a company producing vaporizers, its contribution to the increase in nicotine addiction among young adults, and the probable results of its cooperation with Altria. This paper will provide a summary and evaluation of the article. Summary The article analyzes the reasons for the growth of Juul, the popularity of its products for teenagers, and the possible consequences of the merger between Juul and Altria. The author states that Juul, established in 2015, intended to manufacture products that would help smokers switch from cigarettes to less harmful vaporizers (Dayen, 2018). Since this market niche was developing, and “America has effectively abandoned competition policy,” Juul managed to become a leader in the market (Dayen, 2018, para. 6). It caused Altria, a large producer of tobacco and related products, to buy a 35% stake in Juul. The article explains that although Juul devices were expected to help adult smokers, their design appeared to be appealing to teenagers. Juul e-cigarettes are made in the shape of a flash drive and have different flavors. Even though the company follows the FDA restrictions as to selling tobacco products to people under 21 years, adolescents find indirect ways to purchase vaporizers. The article also emphasizes that Altria’s share in Juul allows the latter to occupy more shelf space and open new retail locations. Evaluation The article by Dayen was chosen because it describes the growth of Juul not in isolation but in connection with its rival companies and regulatory organizations. The author seems to blame regulators for letting the tobacco company grow into a monopolist in its market niche and attract adolescents to its products. It is possible to agree with Dayen’s point of view that Juul’s devices are appealing to young adults not only because of their design but also due to their promotion in social media. Furthermore, the author is correct in his assumption that cooperation with Altria will only expand Juul’s business. However, Dayen does not suggest how to cope with these circumstances; he just states the facts. Thus, it may be concluded that this article is intended to apprise readers of the current situation rather than provide solutions. This article is of value to the retail industry because it promises that Juul devices will become even more widespread than they are now. It may encourage retailers to do business with this company. However, this article may also be a warning to regulatory organizations that may decide to struggle with nicotine addiction among adolescents. In addition, the style of the material is convincing since the author managed to convey his message clearly by using the right words, as well as relevant quotes, and avoiding excess numbers. Conclusion To sum up, the articl
Introduction to the Company: Waitrose & Partners Waitrose & Partners, formerly known as Waitrose, is a British supermarket brand that sells groceries under the umbrella of the UK’s largest employee-retailer, the John Lewis Partnership. There are approximately 300 Waitrose supermarkets and convenience stores available around Great Britain, including London, southern England, East Anglia, Wales, Scotland, and the Midlands. It was founded in 1904 and acquired in 1937 by John Lewis Partnership (Eweje and Bathurst, 2017). The grocery store chain aims to continue increasing its retail presence in the United Kingdom and beyond by entering into the convenience market and creating new stores of formats, and collaboration with other retailers. Due to the increased need of customers to find as many essential products at a store as possible, Waitrose is also planning to strengthen its non-food offering of clothing and houseware items in the Food & Home store ( Coronavirus: latest retailer announcements , 2020). Besides, by partnering with an online grocer Ocado, Waitrose can deliver groceries to homes around the country, which is essential during the COVID-19 pandemic. The company’s annual revenue for 2020 was $8.22 billion (£6.08 billion) (Dun&Bradstreet, 2020). The potential for Waitrose & Partners’ expansion is significant, and it is vital to evaluate the company’s strategy and positioning in the current market. This report aims to conduct a strategic management analysis of Waitrose & Partners, including the company’s market environment analysis, internal analysis, resource and capability analysis, and strategy formulation. Market Environment Analysis PESTLE A PESTLE analysis is used as a broad activity associated with fact-finding. It is essential to help organisations establish their external factors that can impact the decision-making process. On their own, organisations cannot directly influence the changes in the elements, while the factors themselves cannot control an organisation’s profitability. In terms of political factors, Waitrose & Partners experience the most significant pressure from varying trade policies as well as the uncertainty in the import and export operations. These limitations emerged reasonably recently due to the Brexit vote, which led to the overall decreased influence of the country in the global arena (Oliver et al., 2018). The financial crisis, which is associated with the economic environment, adds to the challenges that Waitrose faces. With the help of the strong brand image, the company has been making attempts to stabilise its infrastructure to meet the recession on a long-term basis. To sustain itself in the unstable economic environment, the company had to implement flexible strategies associated with continuing to produce and selling foods of relatively superior quality compared to other grocery retailing companies in the United Kingdom. Th
Conventional belief states that infants are scared of heights. That is why they are often seen as smiling when at the edge of a cliff. But the question that has been debated by researchers is that if infants are actually scared of heights. The article ‘Fear of Heights in Infants?’ by Adolph et al. shows that the conventional belief is a myth and provides an alternative explanation as to why infants avoid falling off the edge (61-64). This paper is a summary of the article. The article presents a comprehensive analysis of the literature on infants’ fear of height. The first section presents studies that showed that infants are actually afraid of heights. The primary basis of the research on fear of height is based on the seminal work done by E.J. Gibson and Walk in 1960 (Adolph et al. 61). Their study first reported that infants who could crawl would avoid going over the edge of a surface that would cause them to fall. Thus, the debate on the subject began with the contention that human infants must develop their self-produced locomotive ability in order to avoid a visual cliff. In other words, infants who have not learnt to crawl or walk will be unable to avoid a fall from height and would plunge right over the edge. Consequently, it may be concluded that an individual would avoid a risky situation such as falling from a cliff if one is scared. Hence, infants who do not fall over the edge are actually scared of heights, which is why they avoid falling. This argument is supported by studies that have shown an increase in heart rate of infants when they are on the edge of a visual cliff (Adolph et al. 61). Adolph et al. provide evidence that infants are not actually scared of heights as conventional belief and early scientific findings showed (62). This is because they believe that researchers do not have any substantiating proof to support the existence of fear in infants. They presented five arguments to prove their stand. They argued that fear was actually an avoidance mechanism in infants. They believe that the physical evidence (i.e. increased heart rate) presented as the proof of fear, is actually an indication of an arousal of excitement (Adolph et al. 62). They also argue that infants, while closing the edge of a cliff, do not show the usual signs of negative expression such as crying or clinging to the caregiver. Instead, their facial expression has been found to be positive or neutral (Adolph et al. 62). This negates the popular theory that infants’ accelerated heartbeat shows fear. The second argument that they presented was the physical proximity of an infant to a cliff. They pointed out that infants on the edge of a cliff usually put their hands forward or rock to and forth. Adolph et al. believed that if infants were scared of he
Introduction Organizations operate in very dynamic environments. They shape people’s careers from the cultures they adopt. People also help to drive the organization’s vision and core values. Sometimes culture supersedes everything else and may be used to define an organization. Group Efficacy Sarah Al Falasi had a booming career ahead of her. She thought that what she had heard about career advancement in the private sector would propel her to succeed in life. Although her parents and relatives worked in the public sector, they supported her choice. They made her stop working in the hospitality industry because of the long and late hours of work. But they allowed her to work there as a Human Resource Administrator. They affected her choice of work. Homogeneity within Groups At work, Sarah discovered that she could not easily fit into the new culture that she had not expected. The staff from other nationalities had formed groups that were working together. They respected her and welcomed her warmly, but they did not allow her to join them in their undertakings. She also learned that another local called Majid left because he could not put up with the team that was totally distancing itself from him. They could not involve him in meetings, and they could not show him the strenuous tasks. Whenever he asked for their assistance, they would come and finish the job for him without showing him the work. Cohesiveness within Groups The locals had a hard time because they wanted to be part of groups that were already in existence. The foreign nationalities had formed cohesive groups that did not let out any secret or word about their operations. They could go out for lunch together and even have their dinner together in the evenings. They did not allow any outsider to join them. It is the reason that Sarah and other locals felt out of place. Whenever there were important company meetings, if someone was not in their circle, he or she could not know what was going on. From their unity, this group understood their way around better and could make their lives easy in the company. Isolation from Groups During work, Majid discovered t