China’s 1998 Summer Flood Disaster on the Tangtze

Jethro LeRoy Gibbs Ms. Shepherd Honors English 10 24 March 2013 Mighty Hell from the Yangtze China’s 1998 summer floods killed thousands of people, affected billions of people across the globe, left millions homeless, destroyed or damaged millions of homes, affected millions acres of land, and killed billions of dollars in their economic status.One unfortunate factor that played a huge role in the strengthening of the summer floods that China faced and suffered was human neglect (â€Å"Bad Planning†). However, one of the many significant factors that are highly crucial in flood control is the world’s largest power station (â€Å"Three Gorges†) also known as the Three Gorges Dam. Without the Three Gorges Dam capability of controlling the river floods, each summer poses a great threat to those who dwell near the Yangtze and its tributaries.But despite the complications concerning with the yearly river floods, the Yangtze played a significant role in establis hing many trade routes for many centuries (Wakeman 492). However, since the early dawn of civilization, the Yangtze River proved to contain some of the deadly summer floods that China will ever experience. The Yangtze is naturally located in the Eastern Lowlands, which also contains most of China’s best farmland.In 1998, a collection of floods of the Yangtze River caused by deforestation, overpopulation, location, and failure to learn past mistakes all resulted in a high number of deaths, millions of homeless people, life-threatening water borne diseases, and the suffrage in the industrial and agricultural status; however, the aid and support of China’s government, the United Nations, China’s army and military, and the unification within the people of China eventually brought a better realization on how the repetition of its summer floods could have been avoided in the first place.In other words, the chaos and suffrage that was endured by the many that were affe cted by China’s repetition of its collection of summer floods made the government, United Nations and supporting countries, army and the military, and the people much stronger than before, helping China to correct its past mistakes in order to prevent further trouble socially and economically. One crucial fact that one must observed was that the numerous human errors that occurred before the year 1998 and the failure to correct them took part in the summer flood disaster.Deforestation was the first recognizable human error, especially and specifically in the Eastern Lowlands where the valley of the Yangtze River was geologically located (Wakeman 492). Deforestation brought many environmental problems which aided the summer floods of the Yangtze to increase its size and the risk of damage (Lang). This happened due to soil erosion (Lang) and the removal of top soil (Gittings) which resulted from the lack of trees (Lang). Another environmental problem was the lack of firm top so il due to the lack of trees which can create water run-off, especially near a river (Gittings).The bottom line was that deforestation caused the rich top soil to disappear or disperse creating water run-off which in return encouraged floods to increase its damage capabilities (Lang). The growing population of China also contributes to the deforestation of China because people needed land to live on. The second major human error was overpopulation. Overpopulation in cities or areas prone to deadly natural disasters is more likely to result in higher number of deaths and causalities (Gittings). More people mean a higher demand in food, land, and crops (Gittings) which helped caused deforestation in many areas along the Yangtze.The third major human error was the location in which they built their vast cities and homes. Where there is a river, there is the potential risk or threat of a river flood. Throughout the summer flood disaster, tens of thousands of people were force to either f lee or evacuate their homes as entire villages were wiped out and crops sustained heavy damage (Ansfield). Flooding was always a negative factor to many cities, towns, and industries which were built relatively close to the Yangtze River in the Eastern Lowlands throughout the 18th, 19th, and 20th centuries (Wakeman 492).Finally, the fourth major human error was failure to improve after many flood disasters before the year 1998. The government did not have enough resources to initiate a complete plan to avoid summer flooding’s and disasters that follows it (Gittings). The government lacked on the money, funds, labor, and support according to this quote during the 1998 summer floods, where many Chinese flood victims answered a question to who to blame saying, â€Å"There was nothing to be done. China was too poor. China has too many people† (Gittings).Thus, many victims advocated for improvement yet failed because political power and complete social unification with the rest of the country was out of their league (Gittings). The bottom line was that human errors not only set up the devastating Yangtze summer flood disaster, but also encouraged it to happen. There were severe flood consequences following China’s summer disaster. First, the disaster negatively impacted socially, where panic and chaos ensured in many of the flooded streets (Watson).But chaos wasn’t the only thing on flooded streets. Damages took place in many commercial businesses, which were either damaged or destroyed by the floods putting thousands out of work (â€Å"YouTube†). According to a video recording the disaster, the entire streets and major roadways were completely flooded, only leaving sewage and unsanitary debris behind (â€Å"YouTube†). The second consequence was unsanitary drinking water. Even flooding as a natural disaster can tamper with the public drinking water making it harder to have access to safe water (Watson).People who drink unsa fe water can risk getting diseases and illnesses, such as diarrheal (Watson). This only put more negative pressure on the victims who were striving to survive the disaster. The third consequence was structural damage complications. Collapsed or damaged structures can create havoc and add more problems to the picture as shown in a video where it showed flood waters surrounding underneath a damaged bridge, full of trapped survivors who were waiting to be rescued (â€Å"YouTube†).Another example of structural damage was the breakthrough of many dikes and levees along the Yangtze River holding back heavy flood waters to protect nearby cities and industrial centers (Hutzler). Many dikes were placed in areas prone to flooding especially near the industrial centers and oil fields in order to protect them and keep them from affecting their economic status (Kurtenbach). The condition and strength of the many dikes literally was a death and life situation for not only the government, b ut for the population as well.Lastly, the fourth consequence was the rise in health issues. An example was the extreme scarcity of safe drinking water. Drinking unsafe water can increase the risk of getting diarrheal disease which exactly happened in many cities affected by the Yangtze floods (Watson). Also, many hospitals and clinics were damaged, destroyed, or completely submerged under water which caused a shortage in medicine and medical equipment for the many flood victims (Hutzler).As the flood waters affected millions, negative health factors such as colds, stomach illnesses, dysentery, hepatitis, and diseases carried by waterborne parasites all threatened the flood victims and those nearby to which health Minister Zhang Wenkang himself tried to warn that these factors were on the rise (Hutzler). The many flood consequences radically brought devastating damages to China and immediately alerted the people and the government that changes and solutions in its society was needed to prevent further flood catastrophes.Agricultural, economic, and industrial damages were dealt with throughout the summer disaster. Fact: â€Å"Flooding across vast areas of China that began in June of 1998 had affected more than 140 million people, destroyed 2. 9 million houses and ruined nine million hectares of crops by July 15† (â€Å"China Moves†). In agriculture, about 21 million hectares of land were underwater which disrupted successful farming and the growth of crops (Harding). The grain production of 1998 was difficult to accomplish for the flooding’s cut back some 11 million tons of summer grain harvest (Harding).Also, cotton wheat and rice got hit the worst (Harding). Economically, losses were estimated around 85. 6 billion Yuan. Agriculture and the economy were extremely associated with each other. For example, the cotton industry was highly affected by the Yangtze summer floods (Harding). Even though it still had enough cotton to produce for the u se of China, flooding still damaged some cotton fields thus forcing a decrease in its cotton exports (Harding). In other words, the reduction of cotton exports and imports greatly damaged its economic shipping.Thus, agricultural had a strong mutual bond with the economy, a bond where one can become affected and overwhelmingly impact the other. But that wasn’t the only complication, for billions of money was spent by the government (â€Å"1998†) to provide food, water, and shelter to the flood victims as well as spending money to clean up and rebuild the affected cities and lands (Ansfield). One example that can be examined was a quote from the mayor of Qiqihar, â€Å"We need about three years to make up for the heavy losses caused by the floods† (Gittings).When a natural disaster hits so suddenly, the damages can be so severe and restoration of anything takes time and patience. Finally, the floods damaged the industry of China. A total of 335 oilfields were subm erged underwater or affected by the floods at Daqing (Kurtenbach). But according to Xinhua, China’s oil production still continued, even though 282 oil wells were shut down and 1443 oil wells were overwhelmed with flood waters (Hutzler).Despite the amount of damages sustained during the disaster, China eventually received much needed help and support by its government, the United Nations, army and military, and the people. The 1998 summer disaster created problems that changed China economically, socially, and politically. But most problems eventually were solved, mostly by the reactions and responses of China and other helpful nations. There were four recognizable reactionaries and responses. The first was government involvement.During the summer flood disasters, the government helped in supplying the thousands with medical supplies, food, water, and shelter (Kurtenbach). Even President Jiang Zemin urged relief workers to ensure social order and guard against the spread of d iseases (Kurtenbach). The government also built the world’s largest powerhouse dam, the Three Gorges Dam (â€Å"Three Gorges†), in order to control flooding and provide an eco-friendly power source for its cities and people (â€Å"China Moves†).Deforestation was a major cause and problem of the 1998 summer floods, thus the government devised a plan in which they will replant thousands of trees to regain rich top soil especially near the Yangtze and its rivers (Lang). In order to complete this major task, the government received help from the Sloping Land Conversion Program or SLCP which will devise a plan to turn some 37 million acres of land back into forests or grasslands (Hance). The government orders some of the dikes to be destroyed to flood plains and farms in order to save the many industrial cities and centers from being flooded (â€Å"Background†).Most importantly, the government banned all logging activities in the headwaters of the Yangtze and in the Sichuan province, stopping the lumber jacks from cutting down trees to planting new trees (Gittings). The second reaction and response was the help from the United Nations. The World Food Programme or W. F. P. officially got involved and helped China and its people by sending and distributing food and water to the flood victims (â€Å"Chinese Agency†). The W. E. P. Deputy Executive Director Namanga Nyongi stated, â€Å"The aim of W. F.P. ’s emergency operation is to provide food and to help these people rebuild their homes and the local infrastructure which were destroyed by the floods† (â€Å"Chinese Agency†). This quote simply explains on how Nyongi spoke a reassurance statement in which help was on the way and that the Chinese flood victims will not be abandoned. The United States also helped by sending in a shipment of humanitarian relief equipment (Harding) and dispatched some cargo planes carrying essential supplies vital to the flood victims (â€Å"Background†).The third reaction and responses was from China’s army and military. Countless Chinese troops are sent in to complete search and rescue missions, reinforce weak dikes, clean up the wreckage of the many cities, and secure public safety and provide protection (â€Å"YouTube†). More than two million people including most military personal all helped reinforce the weak and outdated dikes holding some or most of the flood waters back (Harding). Lastly, the unification of the people of China was a significant reaction and response to the summer floods.It took millions of helpful people of all social classes and society to work as a team to reinforce the poor dikes and drain flooded roads as well as replanting drowned crops (Ansfield). Teamwork in rescue missions was crucial especially when dealing with a crisis that involved victims in a dangerous situation (â€Å"YouTube†). Another example of unity and teamwork was the millions of hands wi llingly sacrificing their time and efforts in the moving of earth and sand to avoid greater disasters (Gittings).The fact that President Jiang Zemin encouraged the country and nation to team up with one another in the struggle of the 1998 summer floods also helped in unifying the people. The 1998 summer flood disaster in China devastated both the government and the people caused by major human errors such as deforestation, overpopulation, location, and past failures only to be later resolved by its reactions and responses to improve its status with the Yangtze and avoid future, major complications. Human errors were most to blame since the government and the people did not learn from their past disaster mistakes and continued to lose countless lives.Deforestation, overpopulation, location, and all of the failures could have been recognized and solved by the people of China thus preventing such high deaths and leaving millions homeless or affected. But despite the complications, ther e were some changes that were made to help them correct their past mistakes, and the government, people, and the United Nations all did their best to help China succeed. The restoration of thousands of trees and the facility of the Three Gorges Dam was to both play a crucial role in controlling the river floods or to prevent soil erosion, as well as protecting those living along the Yangtze.Despite the complications and solutions, natural disasters can change and shape countries, people, governments, and society. But it is the reactions and responses to the disasters that determines whether the outcome is a success or a failure based on learning from the mistakes and correcting them. Works Cited â€Å"1998 Yangtze River Floods. † Wikipedia. Wikimedia Foundation, 03 May 2013. Web. 18 Mar. 2013. Ansfield, Jonathan. â€Å"China Rebuilds in Wake of Flooding: 540 Reported Deaths. † National Post [Don Mills, Ont] 25 June 2002, Toronto ed. , Sports sec. : S10. ProQuest Newsst and. Web. 19 Mar. 2013. . â€Å"Background: The Yangtze's Wrath. † Interview by Elizabeth Farnsworth, Phil Ponce, and Woman. PBS. PBS, n. d. Web. 28 Feb. 2013. . â€Å"Bad Planning Made Flood Damage Worse. † The Daily Yomiuri [Tokyo] 14 Sept. 1998: 1. ProQuest Newsstand. Web. 28 Feb. 2013. . â€Å"China Moves 132,000 as Floods Approach Three Gorges Region: Flood Season Has Killed 1,000, and Officials Tell Residents to Brace for Massive Crest of Water Expected on the Yangtze. The Vancouver Sun [Vancouver] 20 July 1998, Final ed. , News sec. : A5. ProQuest Newsstand. Web. 28 Feb. 2013. ;http://search. proquest. com/docview/242848508? accountid=3785;. â€Å"Chinese Agency Reports UN Food-aid Programme Launched in Flood Aftermath. † BBC Monitoring Asia Pacific – Political [London] 19 Sept. 1998: 1. ProQuest Newsstand. Web. 28 Feb. 2013. ;http://search. proquest. com/docview/450127178? accountid=3785;. Gittings, John. â€Å"Environment: High and Dry The Floo ding of the Yangtze River Has Devastated the Lives of Millions. Now China Is Claiming It Can

Deception Point Page 22

Marjorie Tench fell silent, as if reeling from that last punch. The CNN host prompted, â€Å"Ms. Tench? A reaction?† The woman finally cleared her throat and spoke. â€Å"I guess I'm just surprised to hear that Mr. Sexton is willing to establish himself as so staunchly anti-NASA.† Sexton's eyes narrowed. Nice try, lady. â€Å"I am not anti-NASA, and I resent the accusation. I am simply saying that NASA's budget is indicative of the kind of runaway spending that your President endorses. NASA said they could build the shuttle for five billion; it cost twelve billion. They said they could build the space station for eight billion; now it's one hundred billion.† â€Å"Americans are leaders,† Tench countered, â€Å"because we set lofty goals and stick to them through the tough times.† â€Å"That national pride speech doesn't work on me, Marge. NASA has overspent its allowance three times in the past two years and crawled back to the President with its tail between its legs and asked for more money to fix its mistakes. Is that national pride? If you want to talk about national pride, talk about strong schools. Talk about universal health care. Talk about smart kids growing up in a country of opportunity. That's national pride!† Tench glared. â€Å"May I ask you a direct question, senator?† Sexton did not respond. He simply waited. The woman's words came out deliberately, with a sudden infusion of grit. â€Å"Senator, if I told you that we could not explore space for less than NASA is currently spending, would you act to abolish the space agency altogether?† The question felt like a boulder landing in Sexton's lap. Maybe Tench wasn't so stupid after all. She had just blindsided Sexton with a â€Å"fence-buster†-a carefully crafted yes/no question designed to force a fence-straddling opponent to choose clear sides and clarify his position once and for all. Instinctively Sexton tried sidestepping. â€Å"I have no doubt that with proper management NASA can explore space for a lot less than we are currently-â€Å" â€Å"Senator Sexton, answer the question. Exploring space is a dangerous and costly business. It's much like building a passenger jet. We should either do it right-or not at all. The risks are too great. My question remains: If you become president, and you are faced with the decision to continue NASA funding at its current level or entirely scrap the U.S. space program, which would you choose?† Shit. Sexton glanced up at Gabrielle through the glass. Her expression echoed what Sexton already knew. You're committed. Be direct. No waffling. Sexton held his chin high. â€Å"Yes. I would transfer NASA's current budget directly into our school systems if faced with that decision. I would vote for our children over space.† The look on Marjorie Tench's face was one of absolute shock. â€Å"I'm stunned. Did I hear you correctly? As president, you would act to abolish this nation's space program?† Sexton felt an anger simmering. Now Tench was putting words in his mouth. He tried to counter, but Tench was already talking. â€Å"So you're saying, senator, for the record, that you would do away with the agency that put men on the moon?† â€Å"I am saying that the space race is over! Times have changed. NASA no longer plays a critical role in the lives of everyday Americans and yet we continue to fund them as though they do.† â€Å"So you don't think space is the future?† â€Å"Obviously space is the future, but NASA is a dinosaur! Let the private sector explore space. American taxpayers shouldn't have to open their wallets every time some Washington engineer wants to take a billion-dollar photograph of Jupiter. Americans are tired of selling out their children's future to fund an outdated agency that provides so little in return for its gargantuan costs!† Tench sighed dramatically. â€Å"So little in return? With the exception perhaps of the SETI program, NASA has had enormous returns.† Sexton was shocked that the mention of SETI had even escaped Tench's lips. Major blunder. Thanks for reminding me. The Search for Extraterrestrial Intelligence was NASA's most abysmal money pit ever. Although NASA had tried to give the project a facelift by renaming it â€Å"Origins† and shuffling some of its objectives, it was still the same losing gamble. â€Å"Marjorie,† Sexton said, taking his opening, â€Å"I'll address SETI only because you mention it.† Oddly, Tench looked almost eager to hear this. Sexton cleared his throat. â€Å"Most people are not aware that NASA has been looking for ET for thirty-five years now. And it's a pricey treasure hunt-satellite dish arrays, huge transceivers, millions in salaries to scientists who sit in the dark and listen to blank tape. It's an embarrassing waste of resources.† â€Å"You're saying there's nothing up there?† â€Å"I'm saying that if any other government agency had spent forty-five million over thirty-five years and had not produced one single result, they would have been axed a long time ago.† Sexton paused to let the gravity of the statement settle in. â€Å"After thirty-five years, I think it's pretty obvious we're not going to find extraterrestrial life.† â€Å"And if you're wrong?† Sexton rolled his eyes. â€Å"Oh, for heavens sake, Ms. Tench, if I'm wrong I'll eat my hat.† Marjorie Tench locked her jaundiced eyes on Senator Sexton. â€Å"I'll remember you said that, senator.† She smiled for the first time. â€Å"I think we all will.† Six miles away, inside the Oval Office, President Zach Herney turned off the television and poured himself a drink. As Marjorie Tench had promised, Senator Sexton had taken the bait-hook, line, and sinker. 24 Michael Tolland felt himself beaming empathetically as Rachel Sexton gaped in silence at the fossilized meteorite in her hand. The refined beauty of the woman's face now seemed to dissolve into the expression of innocent wonder-a young girl who had just seen Santa Claus for the first time. I know just how you feel, he thought. Tolland had been struck the same way only forty-eight hours ago. He too had been stunned into silence. Even now, the scientific and philosophical implications of the meteorite astounded him, forcing him to rethink everything he had ever believed about nature. Tolland's oceanographic discoveries included several previously unknown deepwater species, and yet this â€Å"space bug† was another level of breakthrough altogether. Despite Hollywood's propensity for casting extraterrestrials as little green men, astrobiologists and science buffs all agreed that given the sheer numbers and adaptability of earth's insects, extraterrestrial life would in all probability be buglike if it were ever discovered. Insects were members of the phylum arthropoda-creatures having hard outer skeletons and jointed legs. With over 1.25 million known species and an estimated five hundred thousand still to be classified, earth's â€Å"bugs† outnumbered all of the other animals combined. They made up 95 percent of all the planet's species and an astounding 40 percent of the planet's biomass. It was not so much the bugs' abundance that impressed as it was their resilience. From the Antarctic ice beetle to Death Valley's sun scorpion, bugs happily inhabited deadly ranges in temperature, dryness, and even pressure. They also had mastered exposure to the most deadly force known in the universe-radiation. Following a nuclear test in 1945, air force officers had donned radiation suits and examined ground zero, only to discover cockroaches and ants happily carrying on as if nothing had happened. Astronomers realized that an arthropod's protective exoskeleton made it a perfectly viable candidate to inhabit the countless radiation-saturated planets where nothing else could live.

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Marriage as Entrapment for Men and Women in Ibsens A Dolls House - Essay Example At first, she thinks that money is enough to have a happy life, until she realizes that she cannot be happy until she loves herself and she cannot love someone she does not know at all. She breaks all gender norms when she decides to leave her family and to turn over a new leaf. The play uses characters, symbolism, and irony to demonstrate the theme of marriage as a metaphor for imprisonment because it entraps both men and women into delimiting gender roles and expectations, which are particularly disadvantageous for women because once married, they have no freedom and autonomy to grow as human beings. The characters of the play demonstrate masculine and feminine roles and expectations that produce a marriage based on gender inequality. Torvald is the typical masculine stereotype who is expected to control his family’s affairs, including his wife’s. As a husband and a father, he sees himself as the dominant breadwinner and source of authority in his family. He highly va lues his role as a breadwinner because in his society, a successful man is someone who has a big income and high social status. He tells his wife: â€Å"It is splendid to feel that one has a perfectly safe appointment and a big enough income† (Ibsen Act 1). Society conditions men to think about money most of the time because money gives them power, and so Torvald wants to control the source of money in his household. Moreover, Torvald’s patriarchal attitudes can be seen in how he treats his wife, such as when he calls her a â€Å"little lark† or a â€Å"little squirrel† (Ibsen Act 1). He also believes that it is â€Å"like a woman† to not consider the consequences of their actions (Ibsen Act 1). Torvald sees his wife as a â€Å"little† object, someone who is inferior to him because she is a woman. Moreover, Torvald even thinks that immorality comes from women, not men. He tells Nora: â€Å"Almost everyone who has gone to the bad early in li fe has had a deceitful mother† (Ibsen Act 1). Nora is quite offended with this belief, but Torvald honestly thinks that bad people are generally products of bad mothers, which indicates his poor perceptions of women. With such a low opinion of women, he treats his wife as his doll, someone he can and must control for her own good. He does not allow Nora to have a social life, which Nora confirms for Mrs. Linde: â€Å"Torvald is so absurdly fond of me that he wants me absolutely to himself, as he says† (Ibsen Act 2). Torvald does not want Nora to grow as a person because she might be a threat to his authority. Instead, he keeps her locked up in their house and ensures that she depends on him for money and social relationship. Two women indicate the result of following socially-produced gender norms. Mrs. Linde represents women who are married to their gender roles and responsibilities. She does not marry for love, but for money because she wants to help her family. She i s practical, but in a way that pushed her to sacrifice her happiness, which is normal for her time because society expects women to have no autonomy and to be obligated in fulfilling the endless needs of their families. Like Mrs. Linde, Nora portrays the feminine stereotype. She is a woman who is married to her motherhood and spousal duties, while representing the feminine stereotype of a superficial spendthrift. Her sole responsibility is to ensure the happiness of her family, especially her husband, and to perform traditional middle-class feminine roles. She buys things needed in their house, supervises the welfare of her children, manages financial affairs, and stays inside their home as much as possible. In other words, she is glued to her roles as a wife and a mother. She is such a traditional woman that

Polymorphic Pharmaceuticals and Fine Chemicals Essay

Polymorphic Pharmaceuticals and Fine Chemicals - Essay Example The most commonly noticed forces in crystals are the weak Van der waals forces. Consequently, the melting point of crystals is never very high (1, 2). Structures of many substances, including crystals, vary with temperature. This ability of various substances to exist in more than one form is known as Polymorphism. Allotropy is a synonym for polymorphism and is usually used in the context of elements. Dimorphism is the word reserved for a substance that exists in two forms. Yet another definition exits for polymorphism. It also refers to the multiple crystals that might form owing to improper solvents used during the process of crystallization. Structures of almost all substances consist of bonds, which can be intermolecular or intramolecular. In these, occasionally, one finds that hydrogen (H) bound to a strongly electronegative element (X) acquires a positive charge owing to the bond polarization by the electronegative element (represented as X- H+). Such a polarity charged hydrogen is available for interaction directly with the electronegative elements of adjacent molecules, and the resultant intermolecular bond is referred to as Hydrogen Bond (1,2) represented as three dots: It is this hydrogen bond that accounts for the unusually high boiling points of some liquids, viz., Water (H2O), Hydrogen fluoride (HF), etc. Hydrogen bond is also involved in dimer formation as in carboxylic acid, and is the bond responsible for the stability observed in nucleic acids. When hydrogen bonding is present in crystals, it significantly affects the crystal molecular geometry (2). Thus, hydrogen bond profoundly influences the physical and chemical properties of various substances. Continuing the discussion on similar lines, in a covalent bond, the electrons between atoms or groups with different electronegativities tend to be polarized towards the more electronegative constituent. In such situations, a partial charge can be attributed to the constituents owing to the partial ionic nature of the bond. The ability of an atom in a molecule to attract electrons towards itself is termed electronegativity (EN). The ionic character of the bond can be used as a measure of the magnitude of this effect (the partial charge/EN). When the effect is small, the bond is referred to as a polar bond and treated using dipole moments (DM). Covalent bonds are expected to have a DM of zero, provided the electrons are shared equally by the two atoms (1, 2). In a way, DM is a quantitative measure of polarity, with Debye as units. If bond angles are known, DM is estimated by vector addition of individual bond moments. Possession of a dipole moment permits direct interaction with electric fields or with the electric component of radiation (1). With measurements comes mathematics. Whenever a process/object/concept is characterized in terms of mathematics, relatively simple manipulation of variables can be achieved fundamentally to determine how the process, object or concept behaves in different situations. Such an exercise is traditionally referred to

Case Study Essay Example | Topics and Well Written Essays - 750 words - 27

Case Study - Essay Example The company has identified the prom from the statistics that it has collected, it will be therefore prudent to seek solution to this problem. The major objective of using AI is that it accentuates the positive, rather than seeking for a problem to fix it. Is main objective is to pursue and pinpoint the distinctive qualities and exceptional strengths of an organization, which members can build on to improve performance. The AI process consists of four steps, discovery, dreaming, design and destiny. In regard to Discovery the Parkway Nursing Care leaders should seek to identify what they think are the organizations strength. The employees of Parkway Nursing Care will give the occasions of when they felt that they are satisfied in their jobs. In the dreaming stage is supposed to make employees to use the information from discovery phase to speculate on possible futures. The design will be aimed to make the employees of Parkway Nursing Care to find a common vision on how the organization will look like in the future and agree on the unique qualities. On the fourth phase the employees will aim to fulfill their dream by typically writing actions plan and implementing their strategies. Parkway Nursing Care will face some resistance when they are implementing this phases of AI, the most common form of resistance to change will be because of fear of unknown. Resistance to change will also appear to be very selective since each employee would want a change that benefits them. There employees are not engaging in their respective jobs as required, this implies that the board of directors have to re-energize the workforce. The employees have to make believe that it is very meaningful for them to engage in their job. To reenergize the work force the employees’ job characteristics has to be enhanced as well as the make sure that the resources at Parkway Nursing Care are sufficient. This will ensure that the workers are reenergized and the work is done

Public anthropology Essay Example | Topics and Well Written Essays - 500 words

Public anthropology - Essay Example Therefore, this book review will resolve to bring about the importance and relevance of cultural anthropology. According to the book â€Å"Why a Public Anthropology?† by Borofsky Rob, the ethnography-writing point of view is to elaborate and depict the relevancy and importance of cultural anthropology. The writer’s point of view is to tell people that cultural anthropology can help transform the world through bringing institutional accountability and transparency among political and social activities. Anthropology can achieve this by creating a wider view of knowing and understanding of different important challenges that otherwise we might fail to understand. The author’s style of writing is formal or rather official because the message is first hand and directed figuratively to the relevant audience. This collective, elaborative form of writing used by the writer suits the audience due to its mind capturing language. The writer clearly defines the book’s concepts since the writer portrays cultural anthropology as a clear subject with clearly explained concepts that places elements of understanding within a cultural context perspective. This makes it easier for the audience to see sense in what seems unfamiliar, exotic, and strange. In addition, the development of the author’s ideas is chronological. The author begins by describing steps to follow during collection and analysis of cultural anthropology data. The author goes ahead to highlight primary tools that other anthropologists used in view of transforming the world using cultural anthropology. Further, the author’s ideas have a systematic order since they show what the audience ought to expect at the beginning of a book, then follows to convey the main message and concludes with the relevant remarks. The areas intended and covered by the book include primary tools used for collecting and analyzing data in cultural anthropology, how both anthropologists and non-anthropologists can

International Management Research Paper Essay Example for Free

International Management Research Paper Essay Assessing the Environment As we look to take our business, International Jean Company, into the ever expanding global market, it’s important that we choose locations that are going to fit our needs. This location selection cannot just be random, nor can it be done hastily. Our time learning how to be International Managers have taught us that only through careful research into many topics like the Environment, the Geography and Climate, the Culture, and Communication, can we really have the information necessary to make an informed decision. Therefore, we began to look at Denmark, and extensively researched the strengths, weaknesses, opportunities, and threats that lay before us here. Denmark is a small country with a population of just over 5 million inhabitants. It has achieved a remarkable degree of economic success over the last 50 years or so. With GDP per head of around $56,000 the country ranks fifth in the world and ahead of both Japan and Germany in terms of purchasing power. This remarkable economic success has been achieved by the Danes thanks, in no small measure, to their pragmatic business style.(1) According to the Ministry of Foreign Affairs of Denmark, it has the most efficient distribution system, the best labor regulations, and the second highest GDP per person. According to Forbes.com, Denmark is the best country to do business in. The Danish economys mix of low inflation and low unemployment along with emphasis on entrepreneurship and lower taxes make Denmark an attractive company to business investors and entrepreneurs. These qualities combined with high marks for innovation and technological savvy lift Denmark to the top of the business worl d. Denmark is a country that is filled with many small and medium sized, independently owned businesses. Compared to the rest of the European Union, Denmark has a significantly less amount of large corporations, with the exception of Spain. They are known for their top quality production standards. Danish companies tend to concentrate on highly specialized products with a high margin production and rely more on product innovation and design instead of improvements in production technology and price competitiveness. Many small and medium sized companies are able to have major control over their market because they base themselves in small towns and rely on relationships with the community. This makes it difficult for large corporations to take their market share. Although Denmark has a significant amount of independent businesses that support its economy, it is highly dependent on foreign trade and international cooperation. Denmark is made up of a highly developed infrastructure, an advanced telecommunications system and a well-educated and stable workforce. Throughout all relevant levels of the workforce, English is spoken and written at an exceptionally good level. This is a very beneficial factor to the role that Denmark plays in the global market. Geographically, Denmark is in the perfect position for international trade. It is in the center of the Scandinavian countries and has easy access to the Northern and Eastern European countries. International surveys show that Denmark has top ratings in transportation, in all modes, energy, communications, and distribution systems. It is also highly rated in product quality, organizational quality, customer relations, credibility, and social responsibility. Denmark’s legal system is very similar to those of other European countries. Foreign business men may find some difficulty in legalities due to the use of civil law system and statutory law. Unlike the common law system used in countries such as the US, the Danish courts are not limited to the strict lettering of the law, but instead the purpose of the statute. This interpretation is also applied to private agreements. Compared to other countries, lobbying of the government is not as common and not as organized as in other countries. Usually, trade bodies will bring up issues to the government instead of individual persons or companies. The most common forms of companies used in Denmark are Public Limited Companies and Private Limited Companies. Denmark is known for having a high tax rate although when taking to account other costs of doing business (wages, benefits, cost of living, etc.) it balances out. The Danish tax regime relies heavily on direct taxes, such as taxes from labor, but there is little to no dependence on indirect taxes, such as social security and contributions from employers. Managing Interdependence Denmark is a significant player in the global market when it comes to social responsibility and ethics. It has the lowest rate of corruption of any other countries in the European Union. It also has very strict government regulations and very beneficial reasons to be socially responsible. Since the 1970’s, Danish environmental law has developed as part of public, private and European Community law. The National Agency for Environmental Protection, the National Forest and Nature Agency and the Department of Planning all make up the Ministry of the Environment. The have local and regional councils which are elected by the public and are responsible for environmental and planning procedures that conform to local wishes. Denmark is one of the few countries that have several kinds of green fees and green taxes. This is to motivate companies to use cleaner technologies, resource management, and/or environmental audit and management schemes. In 2008, Danish parliament passed a bill that forces large corporations to report on their corporate social responsibility (CSR) on their annual report. The Danish companies that have engaged in CSR have reported that it has had a positive effect on the companies. They claim that while it is flexible, it does bring up some legal burdens on them. It is the belief of the Danish government that the legal requirement marks the starting point for increased reporting on CSR, and in the forthcoming years the government intends to encourage progress and improvement of Danish businesses’ CSR work and reporting. Upon this laws implementation, 1100 companies were required to report CSR on their next annual reports. According to the 2009 reports, 89% of the required companies complied and 3% did not comply (8% complied by default because of being a subsidiary of a company that complied). The most common form of CSR among Danish companies related to environmental and climate issues. According to International Management, by Helen Deresky, Denmark is tied for the number one spot for the country with the least amount of corruption. This is because the Danish culture has a much more direct approach to business practices. They prefer openness and honesty, which sometimes seems rude to foreigners. It is clear to see that Denmark is ahead of almost all other countries in being Socially Responsible and having sound business ethics. For a new company, good ethics and social responsibility can be a make-it or break-it issue for a company. In one aspect, these issues can cost the company money. When just beginning, you should try to get your costs to be as low as possible. On the other hand, being viewed as an ethical company and by being socially responsible you improve the image and branding of the company. That will give the public a better perception of the company and can increase the demand for your product. Fortunately, in Denmark, only large companies are legally required to report their activities relating to social responsibility. While it would be a smart choice to make, not having to spend money on social responsibility during the beginning phases of the company will allow ease for penetrating the market and will allow us to be more socially responsible in the future. Overall, Denmark’s cost of doing business is about the same, if not lower than other countries, and the benefits of doing business in that country are much more significant. As long as our company helps locals and abides by their cultures and their rules, then the company should be very successful. Understanding the Role of Culture Before we can truly consider starting our business in Denmark, we need to understand the culture of the area. The viability of the economy, the labor market, the work environment, are all crucial to our success overseas. Taking the time to build a cultural profile of Denmark can help International Jean understand how to transition our business, and our expatriates to a very new experience. We begin our cultural profile by looking at the Government and Economic systems of Denmark. The politics of Denmark could best be described as a â€Å"Social Democracy† Though they do have a constitutional monarchy, like England it is a mostly ceremonial position. Elections occur democratically, similar to the United States without the Electoral College, which leads to a more direct representation of democracy. There are very low levels of corruption, not just in Denmark but in the entirety of the surrounding Nordic countries. As far as picking a market to operate out of, Denmark is a very excellent selection. Denmark has a prosperous, well-developed mixed market economy, ranking 16th in the world in terms of GDP (PPP) per capita. They use the Nordic Model, which is a version of what is traditionally called a â€Å"welfare state† The Nordic Model differs from other welfare states with an emphasis on maximizing labor force participation, promoting wage and gender equality, and a large amount of wealth distribution. A so called â€Å"welfare state† goes hand in hand with wealth distribution, citizens can count on monetary support during periods of unemployment and on welfare. The redistribution of wealth goes towards many societal needs, which will be explained further. Furthering supporting our transition, Denmark features low barriers to free trade, as well as little product market regulation. In fact, according to OECD rankings, Denmark has one of the highest ratings as far as product market freedom is concerned. We will be able to easily enter into this market, and will have a lot of freedom in regards to product selection, as well as advertising and marketing. This plays into the next few sections of our cultural profile: Kinship and attitudes towards leisure and recreation. Denmark, similar to most of the Nordic region, is one of the most liberal nations in Europe. They have an open attitude towards sex, nudity, and freedom of expression. As you walk around cities in Denmark, you can find advertising that features risquà © situations, and even cursing. The people of Denmark tend to have a darker sense of humor than what we’re acclimated to here in the United States, and often find ways to poke fun even at traditionally somber topics like death. Though we should be careful of how we utilize humor, both in our advertisements and in our work environment. Though good natured, citizens here tend to intensely dislike any joking at the expense of Denmark and its culture, particularly from outsiders. They are very proud of their country, and their family units reflect this. Families in Denmark are traditionally tight, well-knit units, who enjoy a good quality of life. They tend to live a relaxed lifestyle with a focus on family and friends. Bicycles are one of the predominant ways to travel around, especially in bigger cities like Copenhagen. We come to a big difference between the United States and Denmark, in terms of the attitude towards work. Whereas most Americans â€Å"work to live†, in Denmark the opposite is true. The Danish are taught from an early age to choose a profession that they would enjoy working, as opposed to a job taken out of financial necessity. This is reflected on Denmark’s scores in G.L.O.B.E/ Hofstede cultural dimension rankings in â€Å"masculinity†, which are very low, as well as â€Å"Uncertainty Avoidance† also being low. This is partly due to the fact that most of the labor market is a part of Trade Unions, as of 2008 Denmark had 67.6% labor union density. There is a partnership between employers, trade unions and the government, whereby these social partners negotiate the terms to regulating the workplace among themselves, rather than the terms being imposed by law. As we transition, we will need to make contact with these unions, and work closely with them to come up with rules and regulations for International Jeans that work for the native population. Another workplace difference is in the amount of work per week and the vacation time allotted. The Danish work an average of 37 hours a week, generally calling it a day around 4pm local time. Expatriates should be made aware that the Danish are not impressed with managers that work 50-60 hours a week. As mentioned previously, they believe in a balance between work and life, and would view those who worked considerably more hours to be less efficient at their jobs. In the United States, there are no laws concerning paid vacations or time off. To contrast, in Denmark paid time off is actually mandated by law. The Danish usually receive a minimum of 5 weeks of vacation, plus national holidays. These are factors we need to consider when hiring local workers. Other characteristics of the Danish work environment include high job mobility, as employees and managers are encouraged to take risks and make decisions that a more conservative American manager might not make. In general, Danish company activities are less structured and less formal, which is reflected again by the low score in the â€Å"Uncertainty Avoidance† category. There is a low level of Assertiveness on the Hofstede scale, as the strength of unions and the desire of the Danish to care about their work come together to make a highly productive and group oriented workplace. We would do well to hire a lot of local talent immediately. We mentioned the large amount of wealth distribution earlier. Denmark ranks highly on the Collectivism scale. Being a social welfare economy, much of that money is poured into both the Educational system as well as Healthcare. The Danish education system provides access to primary school, secondary school and higher education. All university education in Denmark is free; there are no tuition fees to enroll in courses. Danish universities and other higher education institutions offer international students a range of opportunities for obtaining an internationally recognized qualification in Denmark, and many classes are taught in English. Our company should take advantage of this when looking to hire. In addition to free education, there is also Universal Healthcare for all Danish citizens, paid primarily by taxes. Denmark spends 9.8% of GDP on healthcare. The life expectancy in Denmark is 78.6 years, and there is one doctor for every 294 persons in Denmark. It should be noted, that these social services also leads to a high tax rate for Danish citizens, hovering near 48-49% Communicating Across Cultures As we work towards bringing International Jean Co. to Denmark, we need to be aware of the similarities and differences in the way our two countries communicate. The characteristics of that communication, and the interplay between American expatriates and Danish locals will determine how well our new company will function as an overseas entity. We will begin by looking at native language, as well as the amount of English saturation in Denmark. The native language of Denmark is Danish, with other regional languages such as Faroese, Greenlandic, and German officially recognized. In selecting expatriates, we should look to be choosing managers that are able to speak Danish, or willing to quickly learn. However, we shouldn’t feel like the ability to speak the language is mandatory for expatriates. One of the great aspects of setting up our business in Denmark is that there is a very high proportion of Danish citizens who speak English. In the educational system, it is taught as the primary foreign language. English will be spoken and written well by all relevant levels of the workforce. This is further demonstrated by the fact that many commercials and advertisements, as well as trademarks, are used directly in Denmark without translation. The people of Denmark are, generally speaking, friendly but blunt in their speech with one another. Concerning Hofstede dimensions, they rank very highly in the â€Å"Humane† category. They tend to shy away from confrontation, so our expatriates are going to need to tread softly when it comes to moment of direct communication regarding mistakes or problems. Direct debate is encouraged, but keeping confrontational phrasing out of it is important. The Danish tend to be very plain speaking when communicating, which can be mistaken for rudeness in other cultures. Our managers need to be aware of this, so they know that they aren’t necessarily being insulted when talking about work issues. Like the United States, Denmark is a â€Å"low-context† culture. They tend to be direct and explicit when communicating among one another, and tend not to rely on non-verbal communication. They prefer to have direct conversations, either by phone or face-to-face, though increasingly more electronic communication has taken over. Also like the United States, Denmark is also considered a â€Å"low-contact† culture. They prefer a minimum of an arm’s length of personal space, and do not enjoy overly aggressive physical contact. Body language is very restricted, which can make interpreting responses and feedback difficult. Time is another major factor that we as Americans have in common with Denmark. The Danish follow a monochronic time system, which is more linear in structure as compared to polychronic time. Those practicing monochromic time, such as the Danish, tend to complete tasks one at a time as well as adhere to a stricter schedule. We also share similar views on proxemics, or proximity. The Danish see larger offices and more space as reflective of having more power and esteem. The United States and Denmark have a surprising amount of similarities in how we communicate, both in regards to interpersonal communication as well as in a work environment. This should greatly aid International Jean Co. in a smooth transition from the United States to Denmark. Cross-Cultural Negotiation and Decision Making The Negotiation Process: Danish people of business are usually very experienced in interacting and doing business with visitors from other cultures. They pride themselves on their Danish culture and tend to sometimes not be very open to information or assistance from the outside. Similar to many other countries, people of Denmark shake hands upon meeting. This is also the case when departing. It is good to familiarize yourself with the Danish culture before going in full steam. The Danish official language resembles Swedish and Norwegian, and shares a few commonalities with German, but DO NOT remark or even assume that they are similar. Most businessmen and women in Denmark speak English well, but it is recommended to stay away from using jargon and slang. Danes like to leave space between themselves when interacting, so be aware of other’s personal space and try not to be too touchy-feely. They usually speak in quiet, gentle tones and interrupting is considered rude. Danes usually do not openly show their emotions. Come well prepared! The Danes are meticulous when it comes to analyzing information and proposals. Know your information and bring in copies for your Danish counterpart to examine. Everything should be well organized and do not steer off topic; straight and to the point. Business relationships are often only fairly important in the country, and are typically not a needed requirement for initial business interactions. Just like your goal is to get to know one’s contacts in a host country and build mutual trust before embarking on business discussion and transaction, your counterpart is also trying to learn about you. Danes are cautious and appear to be reserved and proceed slow. Once the trust is well known, there will be a sense of allegiance to you as a respected business partner. Denmark is a democratic and understanding country. It can be cohesive to criticize other people or systems. Bosses are expected to be team leaders rather than private decision-makers. In the country’s business culture, the respect a person takes pleasure in depends mainly on his or her achievements. Well-liked personal traits include individual initiative, knowledge, and expertise. To the Danes, negotiation is a joint problem solving process and the buyer and seller in a deal are equal partners. The primary negotiation style is cooperative and they believe in the concept win-win. It is strongly advisable to avoid any open disagreement and to remain calm, friendly, patient, and determined. The Danish believe in information sharing as a way to build trust with their counterparts but this doesn’t mean that they are going to say everything. A good part of the communication may be in writing, which Danes often prefer. They move through things rather quick and are less observant over detail. They strive to conclude negotiations quickly but this does not mean they will readily accept unfavorable terms. Danes do not like bargaining or haggling such that they do not appreciate aggressive sales techniques. They do prefer negotiating in a straightforward and honest style and may use pressure techniques. When persuading your counterpart avoid aggressive tactics and negotiating with the Danish. If confronted, they will not shy away, but this is almost guaranteed to deteriorate your bargaining position rather than strengthen it. It can also eliminate your relationship. Although a verbal agreement can be considered binding and will most likely be kept, do not consider them final. Only a contract that is signed by the two parties makes up a binding agreement. Written contracts are a serious matter in Denmark. It is best to keep them concise without including too many legalistic details. Signing the contract not only shows your commitment but a strong confirmation of your Danish partners’ commitment also. Works Cited Brunson, Winnon â€Å"Cultural Perspective: A Year in Denmark† 2008 http://blogs.denmark.dk/winnon â€Å"Danish Communication Styles† 2012 http://www.worldbusinessculture.com/Danish-Business-Communication-Style.html â€Å"ET Ã…R I KØBENHAVN: FOLKESUNDHED OG KULTUR† 2011 http://brunsonw.wordpress.com/tag/denmark-and-u-s-cultural-differences â€Å"The Monarchy today† – The Danish Monarchy 16, June 2012 kongehuset.dk â€Å"ETLA: The Nordic Model† http://www.etla.fi/files/1892_the_nordic_model_complete.pdf â€Å"The Nordic Model† Nordic Labour Journal: In Focus. 2001 http://www.nordiclabourjournal.org/i-fokus/in-focus-2001/the-nordic-model â€Å"Business Negotiations in Denmark† http://www.danishnet.com/info.php/business/negotiation-76.html â€Å"Business Etiquette in Denmark† http://www.danishnet.com/info.php/business/meeting-etiquette-38.html â€Å"Negotiating International Business The Negotiator’s Reference Guide to 50 Countries Around the World† Katz, Lothar. 2007 www.globalnegotiationresources.com/cou/Denmark.pdf â€Å"Doing Business in Denmark† Kroman, Reumart. 11 February, 2005. www.mittlerer-niederhein.ihk.de/media/upload/ihk/imap//daenemark_doing_business_050211

Hydrogen Fuel Cells The Fuel Of The Future Environmental Sciences Essay

Hydrogen Fuel Cells The Fuel Of The Future Environmental Sciences Essay Ever since the beginning of the human era, there has been an ever growing necessity for energy. Energy is the most basic aspect of human development. From lighting and communication to cooking and transport, quick and easy access to energy makes the modern way of life possible. Currently, planet earth is addicted to inefficient, polluting, and non-renewable sources of energy such as coal and oil. These energy sources allow for the unequal distribution of the benefits of energy. Some communities may receive the wealth and cheap energy that coal and oil bring, while others receive only polluted streams, acid rain, and deadly toxins. Fortunately, there is an answer to this problem: hydrogen fuel cells. Because hydrogen fuel cells are an emission-free fuel source, are more efficient than current fossil fuel sources, and have the possibility to create a diversified energy economy, more investments need to be made in this budding technology. Hydrogen is the most abundant element in the universe and has been present since the beginning of time. The earths own life-giving star, its sun, is composed almost entirely of this element (Bose and Malbrunot 22). As the smallest element in the universe, hydrogen consists as a diatomic, gaseous molecule with a single proton and a single electron. Hydrogen does not exist in its pure form on the planet, but it is present as a compound in molecules like water, glucose, natural gas, and even oil (Busby). Because it is found in such a variety of sources, hydrogen is the perfect power source for fuel cells. What exactly are hydrogen fuel cells and why will they be the fuel of the future? Hydrogen fuel cells are a mechanical device that convert the electrochemical energy found in a fuel source, like hydrogen, into electrical energy, with the only byproducts being heat and water (Hoffmann 6). In all fuel cells there are two electrodes, an anode and a cathode, with an electrolyte, a membrane capable of moving ions, in between the two (Sorenson 73). During their operation, hydrogen fuel is injected into the anode side, while oxygen, usually from the air, is pumped to the cathode. The hydrogen molecule disassociates, and the proton passes through the electrolyte to join the oxygen, while the electron from the hydrogen molecule travels in an outside circuit, producing electrical current (Brus and Hotek 22). Because of the fact that fuel cells have no moving parts, they are much more efficient than conventional internal combustion engines, which makes them a great investment for the future of the planets energy. In addition, there are multiple types of fuel cells, each with their own sets of merits and each able to be used a different way in todays energy economy. Proton exchange membrane fuel cells (PEMFCs) are the most prevalent type of fuel cell today. They deliver a high power density and a low weight to volume ratio (Sorensen 81). Because of this, and their abnormally low operating temperature of 80Â ° Celsius, PEMFCs are ideal for use in cars, buses, and other small scale portable applications. Also, the low operating temperature of PEMFCs allow for less wear and tear on the electrolyte, thereby reducing maintenance costs (Hordeski 145). Although PEMFCs have excellent performance characteristics in vehicles, they do not produce the amount of power necessary for large scale operations, like power plants. Molten carbonate fuel cells (MCFCs) are the answer to this problem. MCFCs have a higher operating temperature, around 800Â ° Celsius, which allows them to create a much higher amount of energy per unit of fuel. This also makes them difficult to use in portable applications (Kandlikar). In addition, MCFCs can reach efficiencies of up to seventy percent if cogeneration, the capturing of waste heat, is used. This is much higher than the twenty five to thirty five percent efficiencies of coal fired power plants (Brus and Hotek). Because of the large amount of energy produced in MCFCs, their excellent efficiency, and their possible cogeneration applications, they are much better suited for stationary applications, such as power plants, than are fossil fuels. Currently, the main reasons that hydrogen fuel cells are not in more widespread use is the lack of production, delivery, and storage infrastructure. Almost all of the energy infrastructure in the United States, and indeed the world, is geared toward fossil fuels (Busby). With a forward looking investment, the current fossil fuel infrastructure can easily be converted to hydrogen. The first step in creating a reliable hydrogen infrastructure is to invest in renewable hydrogen production methods. Renewable production methods include wind, solar, and hydroelectric. All of these methods produce energy, which leads to the eventual electrolyzing or splitting of water to produce both hydrogen, which is used in fuel cells, and oxygen, which can be captured as a useful byproduct (Hydrogen Energy). One of the main reasons experts such as Peter Hoffmann argue for a more widespread use of hydrogen fuel cells is because they have the possibility to become a zero emission fuel source. Hoffmann recognizes that a future hydrogen economy would consist of hydrogen being produced from clean, primary sources of energy. (8-9). Although the conversion of the existing fossil fuel based infrastructure would cost billions of dollars, citizens of the United States must evaluate whether the continued damage to the planet is worth the cost of switching to a renewable hydrogen based infr astructure. Before switching to a hydrogen based economy, one of the problems that must be solved is hydrogen storage. Hydrogen is an excellent energy storage medium, with energies in the range of 142 MJ kg-1 per unit of mass, but it has a low density (Broom 5). This produces the above mentioned storage problem, because although fossil fuels have a much lower energy content per unit of mass, 47 MJ kg-1, they are a liquid at ambient temperatures, which gives them a much higher density (Farndon). How can the high energy hydrogen be stored in such a way that it gives off the greatest amount of energy per unit of volume, rather than per unit of mass? Multiple options are available, the first of which is storing hydrogen as a compressed gas. Compressing hydrogen results in acceptable pressures, which are around 70 MPa per liter (Broom 5). Compressed hydrogen can also be transferred from dispenser to car in much the same way as gasoline. This makes it both easier and less costly to modify the current gasoline based infrastructure to accommodate hydrogen, although more money is needed to begin to facilitate the transition. The second option for hydrogen storage in the future would be as a complex solid metal hydride. These metal hydrides are transition metals, chiefly lanthanum, which soak up hydrogen like a sponge and then release it when given small amounts of energy (Sorensen). An advantage of these hydrides is that they can store hydrogen at densities higher than compressed hydrogen and gasoline, therefore providing more energy per unit of volume, which allows for smaller storage tanks on vehicles and other portable applications (Ogden). This allows for smaller cars, cell phones, and even power plants. Although the technology of complex metal hydrides is only just beginning to become available, it has great potential for a future hydrogen storage source and now only needs investments to make it become a reality. The only remaining infrastructure necessity for a future hydrogen based economy is a hydrogen delivery system that effectively moves hydrogen from its production source to its destination quickly and efficiently. Fortunately, because of the recent natural gas boom in the United States, this problem may have solved itself. Natural gas and hydrogen are similar: both are a gas at room temperature, both have similar densities, and both can be transported in vehicles and pipelines (Backus 6). Because of their similar properties, it is possible to modify the existing natural gas transportation network to transport hydrogen in place of natural gas. This would result in the quick and easy movement of hydrogen from its production source to its final destination, whether it be a fuel pump, a power plant, or even a cell phone charger (Potera). However, additional investments are needed to convert the natural gas network to hydrogen. One of the most overlooked advantages of a hydrogen based economy are the diverse uses for fuel cells. Commonly thought that their only applications would be in vehicles, fuel cells can actually be used for both small and large scale power generation as well as in vehicles. The most promising frontier is probably large scale power generation. As noted before, fuel cells produce electricity, heat, and water as byproducts (Hoffmann 6). Both forms of energy, the heat and the electricity, can be used to generate power on an industrial scale, making fuel cells far more efficient than fossil fuels (6). Also, hydrogen fuel cells have a possibility fossil fuels never had. They can be used for large scale localized power generation to power homes and neighborhoods. This reduces energy loss that takes place with power plants (153). The size and cogeneration ability of fuel cells makes them a great candidate for the future of the centralized power grid. Another application for fuel cells is in the portable electronics field. Because they produce direct current, fuel cells can be used to power virtually anything that batteries are able to power (Potera). Currently, some companies, like Jadoo Power, are marketing small scale consumer electronics that are fueled solely by hydrogen fuel cells. The fuel cells in these electronics are not only smaller than most batteries, but they also deliver more power for a longer period of time (Hoffmann 154). Because of their size and longevity, the military is beginning to take notice of the potential applications for fuel cells in the armed forces. The military is in need of smaller and lighter power sources for portable devices, and Jadoos technology ideally suits them, says Bob Unger, program manager at Kuchera Defense Systems (qtd. in Potera). Although the prospective applications for portable hydrogen fuel cells are only beginning to emerge, the industry is already in need of investments to kic k-start the development of hydrogen fuel consumer electronics. While both the portable and the stationary applications of hydrogen fuel cells are still emerging markets, the hydrogen fuel cell vehicle is not. Fuel cell vehicles (FCVs) have been under development since the 1970s, with the main goal of making them cost effective. Currently, approximately 10,000 fuel cell vehicles are on the road worldwide, with the eventual goal of increasing that number to around 500,000 by 2025 (Peter Hoffmann Responds). Advancements in technologies such as complex metal hydrides have reduced the size, cost, and weight of FCVs. It is estimated that if mass produced, hydrogen fuel cell vehicles would cost between 20,000 and 50,000 dollars, which is comparable with the cost of current vehicles (Ogden). Also, FCVs have driving ranges from 300 to 400 miles and refueling times of five minutes or less, which is also comparable with those of the current gasoline powered cars (Brown). So the question now becomes, why are there not more FCVs on the road right now? The an swer to this is the lack of infrastructure, mainly refueling stations. If more investments are made in a hydrogen based economy and its infrastructure, then the possibilities for growth are limitless. Although there are numerous advantages of a hydrogen economy, it is possibly easier to make an argument against the continued use of a fossil fuel based energy economy. Fossil fuels are a polluting, climate-warming, and non-renewable source of energy (Dawson and Spannagle 17). During their combustion, fossil fuels release greenhouse gasses like carbon dioxide, nitrogen dioxide, and sulphur dioxide. In addition to being extreme irritants for people with breathing difficulties, these compounds also cause the acidification of water, often resulting in acid rain, and the death of many organisms that survive in coral reefs (18). The emission of the above compounds also causes a severe depletion in the ozone layer, the high altitude barrier over the earth that protects its inhabitants from the harmful ultraviolet radiation of the sun (17). Because of the amount of harmful pollutants emitted into the atmosphere by fossil fuels, their use should be discontinued in favor of hydrogen fuel cell s. Although the amount of pollutants that fossil fuels emit is astounding, there are other disadvantages of their use. Climate change, which has only part of the international agenda since the 1970s, has continued to gain importance, especially in the wake of natural disasters like hurricanes Katrina, Isaac, and most recently, Sandy (Dawson and Spannagle 3). These natural disasters have also drawn attention to some of the effects of climate change, like rising sea levels and changing planetary climate patterns. There is significant evidence that supports the conclusion that humans, through the combustion of fossil fuels, are warming the atmosphere of the earth, roughly 1.4Â ° F so far. Although that number may seem insubstantial, over the next 100 years, the earths temperature is expected to rise anywhere from 5Â ° F to 14Â ° F if emissions of carbon dioxide and carbon monoxide continue at their current rates (Climate Change Basics). For that reason, investments in renewable resource s, such as hydrogen fuel cells, are needed. The final argument against fossil fuels is their non-renewability. Unlike hydrogen, fossil fuels cannot be replenished, and their reserves are currently being depleted. At present, there are an estimated 1.3 trillion barrels of oil left in the world. This is expected to last for no more than forty years. (Dawson and Spannagle 7). Fossil fuels are merely a short fix to the long term energy problem facing the planet. As John and ÇiÄÅ ¸dem Sheffield so eloquently put it, a coherent energy strategy is required, addressing both energy supply and demand, taking account of the whole energy life cycle (1). Fossil fuels are not the solution that the planet needs for its energy crisis. In addition to the numerous disadvantages of fossil fuels, there are many advantages to a completely hydrogen based economy. The first of these is complete energy security and independence. Because hydrogen can be produced from such a wide variety of sources, there is no possibility that one single country, like Saudi Arabia, would control a monopoly on its production (Hoffmann 8). Any country where the sun shines, the wind blows, and there is water can produce enough hydrogen to satisfy its energy needs. If the United States completely switched to a hydrogen fuel based economy, there would be no need to import oil, coal, or natural gas from other countries (Sheffield and Sheffield 7). However, before that transition can come about, more investments are needed in hydrogen fuel cells. Yet another major advantage of hydrogen fuel cells as a future energy source is the lack of emissions. As mentioned previously, hydrogen fuel cells produce only water as their emissions, which is not a greenhouse gas (Benefits). Because of this, water would have no effect on the climate. This is possibly the greatest advantage of hydrogen fuel cells. A fuel cell running on hydrogen emits little to no pollutants over the course of the chemical process (Benefits). Based on data gathered by the United States department of energy, a stationary fuel cell power plant emits less than half an ounce of pollution per 1,000 Kw/h of produced electricity, while fossil fuels create around twenty five pounds of greenhouse gasses and pollutants for the equivalent quantity of produced electricity (Sperling and Cameron 27). Emissions of pollutants from fuel cells are so small that some places in the United States have allowed fuel cells to be exempt from air quality controls (Benefits). Because of the ir low emissions, hydrogen fuel cells should be used in place of fossil fuels in a future energy economy. The final main advantage of hydrogen fuel cells is their excellent efficiency when compared with fossil fuels. Because fuel cells create energy using an electrochemical process and do not combust fuel, they are essentially have greater efficiencies than combustion engines (Brus and Hotek 23). Fuel cell systems today achieve forty to fifty percent fuel to electricity efficiency using only the electricity produced from the electrochemical reaction as power. If cogeneration is used, a fuel cells efficiency can be dramatically increased to between eighty five and ninety percent. Cogeneration can even help reduce a buildings heating costs in the winter by around thirty percent (Benefits). Even fuel cell vehicles are between two and three times more efficient than regular fossil fuel vehicles (Hoffmann 37). Because of their incredible efficiencies when compared with fossil fuel combustion sources, hydrogen fuel cells deserve the money and subsidies that governments currently give to fossil fuel companies. Although hydrogen fuel cells have large amounts of advantages, there is one main disadvantage: cost. The current price for 1kg of hydrogen, the energy equivalent of one gallon of gasoline, is around twelve dollars (Hydrogen Energy). Most citizens of the United States are used to paying three to four dollars for a gallon of gas, which is much less expensive than hydrogen. However, the price of gas fails to take into account the environmental damage associated with fossil fuels. If factored into the price, one gallon of gasoline costs between ten and eleven dollars (Hoffmann 64). Although the initial price of hydrogen may seem high when compared with gasoline, when the environmental damage is taken into account, hydrogen is actually less expensive than gasoline. Since hydrogen fuel cells emit no harmful pollutants, have efficiencies greater than current fossil fuel sources, and can create a diversified energy economy, they need more investments. Planet earth is facing an energy crisis. The human race must grow, develop, and move past old and inefficient ways of generating energy and into a future where clean and efficient hydrogen fuel cells generate energy for eons to come. If this transition into a hydrogen economy can be made, then the human race has utilized an energy source that can power the earth for thousands more years. If not, then the human race may face a bleak future without one of the main essentials for human existence: energy.

Report on Organisational Change and Multiculturalism in IKEA

Report on Organisational Change and Multiculturalism in IKEA The following is an integrative report on organisational change brought about by multiculturalism in organisations with specific emphasis on the concept of diversity management in relation to organisational culture. With the help of a study on IKEA, the international chain of home and office furniture stores, the report will attempt to analyse the challenges faced by international managers in the process of keeping up with the demands of multiculturalism, a direct consequence of globalisation. Although the values and practices of IKEAs corporate culture will be discussed in general, in order to narrow the geographic area of research, the report will focus more on IKEAs franchise in Dubai, UAE. The report will make extensive use of relevant literature in order to understand the issues in question by applying the literature to the organisation and by doing so, will attempt to make further recommendations and meaningful conclusions. I.1 IKEA Background: IKEA prides itself to be the most successful and largest furniture retailer in the world, and boasts provision of everything and anything for a home, having products suited for people of all ages, and all this at low prices. The company promises excellent value for money spent with all of their products designed with an emphasis on natural colours to bring a light and airy atmosphere within a home. This concept is based purely on IKEAs Swedish origins, where people pride themselves in living in harmony with nature with simple home designs which offer maximum efficiency in all weathers (http://www.iamaceo.com/marketing/ikea-brand-success-strategy/). IKEAs vision, to create a better everyday life for the many people is reportedly largely aimed at the global middleclass which is also evident from their business idea, to offer a wide range of well designed, functional home furnishing products at prices so low that as many people as possible will be able to afford the m (http://www.ikea.com/ms/en_GB/about_ikea/press_room/student_info.html). With 265 stores worldwide, where 235 are owned by the IKEA group while the remaining 30 by franchisees outside the group, the extent of IKEAs expansion is obvious (IKEA, 2007). IKEAs corporate culture is based on the concept of shared values, some of which, as the organisation proclaims, are togetherness, cost-consciousness, respect, and simplicity. These values project a very democratic form of leadership where considerable freedom is given to employees to contribute to the companys success. IKEA claims to treat all employees, no matter what rank they carry, as partners in the business. The company also boasts no restrictions upon employees in using their own initiatives and offers full support to meet each individuals needs, ambitions and capabilities. I.2 IKEA Dubai and Al Futtaim Trading: The IKEA franchise in Dubai, United Arab Emirates (UAE) was first initiated in 1991 with the local Al Futtaim Trading Company taking ownership. This collaboration has been, since its inception, a major success story in the UAE and other parts of the Middle East, as many new IKEA outlets have been strategically opened over the years by the group and have achieved great competitive advantages and overall productivity. The Al Futtaim group was first established in the 1930s as a trading company. Headquartered in Dubai, the group has seen a rapid progress in its operations not only within the UAE but in more than 65 countries across the Middle East, and in various sectors of business. The group attributes its success to its ability to respond to the changing needs of customers and the societies in which it operates through an entrepreneurial and customer focused approach. Employees of the group enjoy a democratic culture made possible through clearly defined objectives and values, enabled through clear flow of information via a decentralised structure. Al Futtaim also prides itself for the ability to proactively manage change whilst upholding the values of integrity, service and social responsibility. (http://www.al-futtaim.ae/content/groupProfile.asp; http://www.ikeadubai.com/content/aboutUs.asp) Apart from managing many of IKEAs retail operations in the UAE, the Al Futtaim group carry the sole responsibility of recruiting personnel for the franchise, and also providing valuable information about changes in the local political scene, culture, economy and other issues like new technologies, threats of competitors, legal issues etc, effectively conducting internal and external analyses (SWOT and PESTEL) for IKEA. This contribution has greatly helped the IKEA group over the years to align their regional operations according to changing environments, effectively creating a strategic fit between the organisation and the environment (http://www.megaessays.com/viewpaper/16374.html). I.3 The Culture Change Problem: For an organisation that boasted fairness in employment and empowerment to employees through a democratic leadership and structure, and flexible organisational culture, IKEA had initially employed an ethnocentric approach of management where only Swedes were recruited for management positions so as to ensure the original Swedishness of the organisation. But this approach eventually met with criticism and a temporary setback in IKEAs overseas operations, where the organisation was faced with the task of revising its overseas recruitment policies in order to meet the demands of local cultures and employment laws (Kling and Goteman, 2003; Kochan et al, 2002). According to Bjork (1998), every time IKEA was faced with a struggle due to internationalisation, new cultural management policies would be implemented, the latest being Diversity Management. IKEA is well known for having a rapid internationalisation process from its Swedish origins as a result of globalisation and its rapid expansion into countries with cultures very different from its original Swedish national culture (Hollensen, 2007). Although owned by franchisees in some countries, like the UAE, the IKEA concept and trademark are solely owned by Inter IKEA Systems B.V in Netherlands, giving the group considerable authority over franchises. This means Inter IKEA Systems B.V is the franchiser for all IKEA stores within or outside of the IKEA group, ensuring uniformity of corporate values, and the IKEA concept of self assembled furniture right from the centre (IKEA, 2007). IKEA has had to rapidly transform itself from an ethnocentric corporate culture to an organisation that embraces people of all backgrounds, and has in many communiquà ©s expressed the importance of having a culturally diverse workforce in order to obtain competitive advantage on the global scene. This is evident from the organisations recruitment websites in various countries, where emphasis is given for potential employees to be themselves, but at the same time adhere to shared corporate values such as simplicity, cost-consciousness, hard work etc, but almost all of the websites show a picture of a man and woman of Scandinavian origin (Bjork, 1998). This has created a paradox within the IKEA Groups core values, where there is still a strong emphasis on the companys Scandinavian background. Setting up operations in multicultural societies like Dubai meant the IKEA group has had to go through a rapid process of internal culture-change. This means a complete internationalisation of organisational culture, where key positions are not restricted to Swedish nationals, and communication systems had to be introduced to break geographical and cultural barriers. The partnership with Al Futtaim has played a major role for IKEA in achieving this change. In the following sections literature related to organisational culture-change, international recruitment processes and the inevitable resistance to culture will be studied and analysed. II. LITERATURE REVIEW: The purpose of this section is to acquire a deeper understanding of culture and its characteristics by means of metaphorical representation of organizations with the help of relevant literature. This may help us understand the significance of culture change, not just to gain competitive advantage, but for the very survival of an organization in an ever-changing environment. II.1. Organization and Society: Drawing the Parallels Within the process of cultural evolution there is a significant amount of similarity in the manner in which culture is manifested in business organizations and in society in general (Rollinson, 2005; Morgan, 1998). To understand cultural diversity in organizations, it would be helpful to understand its roots at a sociological level. Cultural diversity at the workplace is a direct result of multiculturalism in the society. A multicultural society simply denotes a society in which there exist several cultures (Watson, 2002). Culture is defined as, A pattern of shared assumptions a group learned as it solved its problems of external adaptation and internal integration that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way you think, perceive, and feel in relation to those problems (Schein, 2004). The above definition suggests that culture is a shared activity of overcoming external and internal factors through methods that have been taught down to the group as acceptable and functional. A general view of cultural differences is that they affect intercultural encounters, usually by leading to misunderstanding or conflict, at both the individual and group levels (Larkey, 1996). Larkey explains that at the individual level, as different values, beliefs or worldviews are manifested in communication behaviours and as culture creates differing expectations and differing styles or patterns of speech, interpersonal misunderstanding and conflict can arise. At the group level, inter-group processes can be triggered by, for instance, an individuals non-verbal behaviour or ways of speaking which stereotypically represent a group (1996). It then becomes the responsibility of the leadership of the core society to introduce a culture and/or change its existing core culture to accommodate th e various differences brought in by the subcultures in an integrated manner, where these differences are acknowledged and valued (Neuliep, 2008). When the above sociological aspects of culture are compared to a business organization, the organization is the core society, and its culture, the core culture. We all refer to this as organizational culture. Analogically speaking, the organizational (core) culture should be designed in such a way that the employees of the company share a basic set of values and assumptions, which tie them to that particular organization. But, on the individual or group levels, each employee has his/her own cultural norms and practices beyond those they share with other members of the company, which can be safely termed as the subcultures within the organization (Bate, 1995). II.2 Cross-Cultural Communication: We all have an internal list of those we still dont understand, let alone appreciate. We all have biases, even prejudices, toward specific groups (Lantieri Patti, 1996). The above phrase sums up the main challenge in cross-cultural communication, the fact that we still dont understand the people we talk to on a daily basis. Communication is an intrinsic part of our daily lives, whether it is at our homes, at the workplace, in the groups we belong to, or in the community, and we can identify that its hard (DuPraw Axner, 1997). According to DuPraw and Axner (1997), culture is often at the root of communication challenges, and our culture influences how we approach problems and participate in groups and in communities. Anthropologists Avruch and Black expand the above views and argue that Ones own culture provides the lens through which we view the world; the logic by which we order it; and the grammar by which it makes sense (1993). DuPraw and Axner (1997) suggest that, becoming more aware of our cultural differences, as well as, exploring our similarities, can help us communicate with each other more effectively, and that cultural differences do not necessarily have to divide us from each other (1997). In an organisational context, the similarities lie in the core organisational culture that is common at the group level. Morgan (1998) explains the significance of effective communication and concludes that every organization is composed of individuals with different cultural traits and individual personalities, and these people are organised in some way or the other through these traits in order to achieve set objectives. Thus individuals are the basic building blocks around which an organization functions, and communication is the effective cement which holds the organization together. This puts forward the importance of an organisational culture that employs clear communication channels to all levels of its structure. II.3 Organization as a Living Being: Adapting to Change, by Aligning with the Environment It can be inferred from the preceding sections that change is necessary in order to promote peaceful existence between different culture groups, in the societal realm. Considering this, it may be safe to assume that similar changes need to be implemented in the organizational realm as well (Robbins and Judge, 2009; Pettinger, 1996). The question that may arise, however, is whether changing the existing culture means changing the entire organization. Culture is such an intrinsic quality of a human being at the individual level, and of a group at the societal level, that even though it may take time to change, it may end up changing more than just a few characteristics (Bate, 1995; Hofstede, 1997). This means that changing an organizations culture implies changing the very behaviour in which it expresses itself. Morgan (1998) interestingly likens an organization to an organism, and explains that, The image of an organism seeking to adapt and survive in a changing environment offers a powerful perspective for managers who want to help their organizations flow with change. (Pg 35) He argues that this analogy encourages us to learn the art of corporate survival by developing active organic systems that remain open to new challenges. In other words, as Brooks (2003) says, it helps us form a more proactive organization with a prospector philosophy of operation. Prospectors, he explains, see their environment as ever changing and seek continual strategic and structural adjustments to cope with those changes. These organizations are continually searching for new opportunities and in the process they may create change and uncertainty for others in their competitive environment. The opposite of prospectors, known as defenders, are more reactive in nature, as they act only when environmental changes force them to do so. This kind always sees stability and continuity all around (2003). Research shows that reactors are more prone to misperceptions of their environment than are prospectors. According to Morgan (1998), this is because different environments favour differe nt species of organisations based on different methods of organising and that congruence with the environment is the key to success. So it is evident that organisations are facing the enormous challenge of changing their internal environments in accordance with the external. II.4 The International Human Resources Function: the International Organisation will be called on to operate across a wide variety of competitive environments and yet somehow balance these diverse social, political and economic contexts with the requirements of the original home context. (Dowling et al, 2008, pg25) The above statement re-iterates all the topics discussed in this report so far, namely, the task of the organisation to be able to operate in different environments whilst staying true to its original corporate objectives. The international human resources management (IHRM) function, a recent extension to the normal HRM function in an organisation, aims to achieve this global competitive advantage by employing innovative recruitment strategies. The three main issues for IHRM are: the management and development of expatriates; the internationalisation of management throughout the organisation; and, creating a new corporate culture that would reflect on internationalising the whole organisation, by focusing on increasing the international experience of staff, to be able to effectively counter the frequency of cross-cultural interactions as a result of investing abroad (Hendry, 1994). As a result, IHRM covers a much wider spectrum of worldwide management of people (Dowling et al, 1999, 2008), and is concerned with how MNCs manage their geographically dispersed workforce by being able to dispose their resources to obtain and maintain local and global competitive advantage (Schuler et al, 2002). This clearly indicates IHRM as a means of strategic importance for MNCs, as it is a key element in achieving a balance between the need for control and coordination of foreign subsidiaries, and the need to adapt to local environments (Adler and Ghadar, 1990 Milliman et al., 1991, cited in Scullion, 2001, pg5). In other words, the need is for the organisation to implement common practices, like structure and technology that transcend national differences and form a commonality as to how the business operates across cultures (Kerr et al, 1973 Hickson et al, 1979 cited in Mullins, 1999), whilst not ignoring the essential differences in how these practices are communicated and applied to the local workforce of a given foreign subsidiary (Hofstede, 1997; Keeley, 2003). II.5 Resistance to Change: When a group seeks change in the way they do things, as with culture, there is the inevitability of resistance to this change. Researchers like have identified a few reasons for such resistance: fear of the unknown, referring to peoples natural tendency to keep away from uncertainty that creates anxiety. Resisting change is one way to reduce the anxiety; fear of failure, referring to peoples fear of whether or not they are up to the challenges being brought in by the change; disagreement with the need for change, where people genuinely believe that change is not necessary; losing something of value, where people fear either losing their dominant positions and/or jobs as a result of the change; leaving a comfort zone, in that people are happy where they are and would not want unnecessary disruption of current state; false beliefs, where people unrealistically believe change is not needed and everything will turn out fine; misunderstanding and lack of trust, where people do not understand the changes being made and/or do not trust the person(s) initiating the changes; and the fact that change may require more time and energy from individuals (Robbins, 1999; Mullins, 2003). Many ways to overcome resistance have been suggested, which include: effective communication and education including training programmes for staff to make them understand the need for change, and its implications; getting people to get involved in implementing the change process, where they can not oppose it later as they were partly responsible for it; negotiating with people certain requirements they may have to get the change underway; and in many cases imposing the change by force whether the people like it or not, as resistance may mean loss of positions/ jobs etc (Robbins, 2009; Mullins, 2003). III. APPLICATION TO IKEA In light of the above discussions, the company headed in the right direction in terms of its emphasis on multiculturalism at the workplace, especially amongst its independent franchisees. IKEA in Dubai working along with Al Futtaim has been successful in achieving this objective by recruiting local, talented individuals reflecting the diverse cultural demographics of the United Arab Emirates. This is in line with earlier literature discussion of societal and organisational cultures where the core culture needs to be designed to accommodate individual personal differences, but should also give employees a common framework. III.1 Changing the Organisational Culture, a Project: IKEAs efforts to change its internal culture to align with external factors in Dubai have been a major project management undertaking. This is because the company has had to effectively integrate its centralised and extremely complex organisational structure (although argued otherwise by the group) with the more decentralised and flexible structure of Al Futtaim. This required giving considerable power to the latter group in making decisions regarding changes to the way IKEA operated in the Middle East. Reduction of organisational levels to form a flatter structure itself is a project with time constraints. Due to the ever changing nature of external cultural factors, and due to the fact that internal cultural change is a slow and gradual process, the project management methodology that IKEA and Al Futtaim may have employed would have been the Adaptive Project Framework. The adaptive project framework works on the basis that the scope for change is variable, but within specified cost and time constraints. This gives the company significant flexibility by setting up periodic milestones, where progress is reviewed at each milestone until the ultimate objective is met. The company has full authority in deciding best business value and has the opportunity to change directions at any milestone if it thinks objectives are not being met by the project. The adaptive framework also works because it is based on the assumption that change is inevitable, and is designed to allow for changes accordingly. This is especially vital when seeking culture change (Billingham, 2008). III.2 Resistance within IKEA: The initial resistance to the changes in IKEAs culture may have come mainly from the fact that the company has had to tone down its emphasis on Swedish culture at the operational level in Dubai. Changing the organisational structure would have meant losing some key positions along the structure to enable integration with Al Futtaims structure. Focusing on recruiting local personnel would have meant redundancy and/or repatriation for existing Swedish international managers. This would have also meant that existing personnel would have had to adapt to working alongside with local personnel, which may have caused communication problems, friction between personnel etc. The best methods used for overcoming above problems would have been to educate existing IKEA personnel regarding local issues like culture, governance etc, educate and train local personnel in return about IKEAs core values and its Swedish roots, and the importance the company places in carrying out the legacy of its founder, provide clear communication between levels, and reducing barriers through effective information infrastructure. IV. CONCLUSIONS In conclusion, change management can now be safely coined as a field in itself in modern businesses, especially in multinational organisations. Considering the study, more and more organisations would benefit from being prospectors rather than defenders, as this would prepare them to stay in tune with their market environments. It seems the group has lived up to their own professed comments when they say, We see the diversity issue as a matter of creating a more challenging business atmosphere and of course expanding the recruitment base including everyone and not just Swedish men. It also gives us a diverse workforce with a lot of positive business possibilities (Kling and Goteman, 2003). As far as the project of changing IKEAs culture is concerned, the company has successfully reached its goal of reaching the global middle class with its products. Whether it is through the IKEA group directly, or through franchises like Al Futtaim, IKEA has realised the importance of culture change and has subsequently implemented this change within its infrastructure. The companys extraordinary success, even with a narrow product range, but a range that has been constantly diversified according to the demands of the regions of operation, is testament to the success of the project. Through Al Futtaim, IKEA is now a household name all over the Middle East, thus expanding the range of its brand through undertaking a change in organisational culture.